A Management Approach To Successful Redevelopment of Traditional And E-Business Processes

Overview

Enterprise Strategy Planning (ESP) is the foundation for meeting the enterprise’s E-Business and traditional legacy requirements across the entire enterprise. It is a information-driven approach to achieving corporate success. Both E-Business and traditional applications are leveraged to improve enterprise revenue, productivity and profitability. E-Business should complement the traditional business applications. They should coexist in an integrated fashion.

This seminar explains what Enterprise Strategy Planning is and how it forms the basis for making sound business decisions. You will learn how to align your Information Strategy, CRM/Supply Chain initiatives and IT projects with your overall Enterprise Strategy and how to improve corporate performance through identification and redesign of core processes.

You will learn how to utilize information technology, support total quality management (TQM) programs, and structure executive information as well as decision support systems to meet business strategic needs.

The seminar also explains how to carry out an ESP project and how to establish criteria for measuring the results while using an appropriate methodology and tools. Each step is discussed in detail and each topic is illustrated by actual examples derived from PDC’s experience in over 200 enterprise architecture development and planning assignments.

Questions Answered

• What is Enterprise Strategy Planning and how does it relate to E-Business opportunities?
• E-Business versus traditional business applications and their synergistic, collaborative coexistence
• What business improvements are possible? Now and later?
• How do I scope, plan and organize the project?
• How do I reconcile short- and long-range objectives?
• How do I develop and use an enterprise model?
• How can common language and terminology be developed for all to use?
• Who should be responsible for the Enterprise Strategy Planning
• How do I foster a partnership between management, the Information Systems staff and an E-Business Project Team?
• How do I get and retain management commitment?
• How do I develop an application systems architecture?
• How can information and process redundancy be minimized?
• How do I support Business Process Redesign and Total Quality Management (TQM)?
• How do I include executive information and decision support requirements in my planning?
• How do I develop an enterprise strategy plan when business directions are uncertain or changing?
• How do I “sell” an Enterprise Strategy Plan to my management?

• CIO’s
• Senior User Managers from all Departments
• Corporate Planners
• E-Business Managers
• TQM Managers
• BPR Practioners
• Enterprise Architects
• Project Team Members
• Systems Managers
• Data Administrators
• Business Analysts
• Technology Implementers

Agenda

Introduction to Enterprise Strategy Planning (ESP)

• Information in the business context
• The information resource concept
• Information planning objectives
• Relationship to E-Business initiatives
• Overview of the ESP methodology

• The search for excellence
• Leveraging the IS investment
• ESP and business strategy planning
• Streamlining/improving processes

• Determining the enterprise boundary
• Scoping the project
• Identifying the Project sponsor
• Selecting the project team
• Education and training
• Advisory and steering committees
• Standards, procedures, and tools
• Estimating costs and defining benefits
• Securing management commitment
  *Project Planning Workshop

• Itemizing goals and problems
• Critical business processes
• Business Reengineering
• Dealing with organization overlaps
• Supporting TQM programs

The Information Architecture

• The top-down planning process
• Understanding the business
• Developing an enterprise architecture
• Process architecture
• Information architecture
• Application architecture
• Technology architecture

• The difference between function and process
• Starting with a business vision and mission
• The Zachman Framework and its application
• Function vs. organization modeling
• Function/process modeling
• Rules for business modeling
• Analysis—future vs. current
• Using the model as a management tool
  *Business/process modeling workshop

• Defining information requirements
• Defining information entities
• Subject areas/information classes
• Using the model as a management tool
  *Information modeling workshop

• Relating business functions/processes to information
• Information sharing matrix (CRUD matrix)
• Validation by users
  *Process/information sharing workshop

• Business areas vs. conceptual systems
• Affinity analysis and clustering
• Defining business areas
• Defining subject area databases
• Defining systems dependencies
• Developing profiles
• Identifying projects and initiatives

• Inventorying systems and databases
• Relating current systems to functions and information entities
• Identifying migration issues
• Inventorying current technology
• Evaluating effectiveness of current systems

• Inventory of current technologies
• Distributing processing and data
• Assessing new E-Business technologies
• Technology and business reengineering
• Incorporating corporate technology strategy
• Documenting technology architecture
• Developing recommendations

• EIS vs. DSS
• Classes of decisions to be supported
• Relating decisions to information
• The executive’s mental model
• The role of the Data Warehouse
• On Line Analysis Processing (OLAP) systems

• Relationship of ESP and TQM
• Defining quality objectives
• Quality component decomposition
• Performance goals and measurements
• Relating business functions/processes to quality components

• Contribution to business strategies
• Evaluation of stakeholder relationships
• Cost reduction
• Efficiency improvement

• Refining projects and initiatives
• Importance vs. effectiveness analysis—management's view
• Information potential—the data oriented view
• Implementation risk—IT view
• End user benefits—the user’s view
• Process reengineering potential
• Quality improvement potential
  * Project Evaluation Workshop

• Traditional cost/benefit analysis
• Strategic need vs. cost justification
• Estimating benefits
• Estimating costs
• Evaluating risks
• Return-on-investment analysis

• Establishing the planning horizon
• Identifying key business initiatives
• Selecting initial projects
• Integrating with corporate strategy
• Developing the detailed plan
• Transferring knowledge to BAA teams

• Brainstorming for vision
• The focus group (JAD) approach
• Interview vs. focus groups
• Interviewing management
• Top-down vs. middle-out vs. bottom-up
• Tools for planning
• Planning tool requirements
• Enterprise modeling and repositories

• Stimulating management interest
• Retaining management commitment
• Impact of ISP on the organization
• Relating to organization culture
• Managing change
• Education and presentations

• Examples of successful and unsuccessful projects
• Information resource management support
• End user involvement
• Adequate resources
• Methodology and training
• Problems and pitfalls to avoid
• Words of wisdom