Open Text Metastorm ProVision 6.2 Strategy Implementation. Create and implement a successful business strategy for improved performance throughout the

Open Text Metastorm ProVision 6.2 Strategy Implementation. Create and implement a successful business strategy for improved performance throughout the - Opis

Open Text ProVision® (formerly known as Metastorm ProVision®) is an Enterprise Architecture (EA) solution allowing for effective planning and decision making throughout the enterprise. It enables an organization to have a central repository of information about the business, reducing organizational risks and better optimizing business resources.Implemented well, it enables better and more actionable decisions exactly when you need them.This book combines theory and practice to provide a step- by- step guide to building a successful customer- centric model of your business. The approach is simple and down to earth, and along the way, with various real-world examples, you will learn how to make a business case, use a framework, and adopt a methodology with Open Text ProVision®. This book draws on the experience of ProVision® experts around the world. By combining theory with practice from the field you can avoid common mistakes and develop a successful customer centric strategy for implementing ProVision®. Each chapter builds on the previous one to give you the confidence to implement a central repository, dealing with both the technical and human issues that you might face. Spis treści:
Open Text Metastorm ProVision 6.2 Strategy Implementation
Table of Contents
Open Text Metastorm ProVision 6.2 Strategy Implementation
Credits
Foreword
About the Author
About the Reviewers
www.PacktPub.com
Support files, eBooks, discount offers and more
Why Subscribe?
Free Access for Packt account holders
Instant Updates on New Packt (...) więcej Books
Preface
About this book
What this book covers
Conclusion
What you need for this book
Who this book is for
Conventions
Reader feedback
Customer support
Errata
Piracy
Questions
1. Designing a Strategy
Why choose ProVision
Personal context
Time
Responsibility
Scope
Project scope
Enterprise scope
Business context
Recommendation
Strategy
The business case
The framework and methodology
The toolset
Governance
Implementation
Lists
Building your lists
Who is responsible for initially gathering the information
How do you name objects
Who ensures that the object is maintained
Where is the object stored
What is the publishing process for models
How much detail does the object require
How do you move the information from another system to ProVision
Project management methodology
Build sequence
Customers
Products and services
Critical processes
Critical elements
Actors
Business rules
Computer systems
Data
Events
Facilities
Gear (equipment)
Goals
Next phase
Leverage
Sample development program
Summary
2. Making a Business Case
The benefits of moving to a central repository
Designed to scale
Object
Link
Model
Notebook and file
Repository
Store once, reuse many times
Working collaboratively
Architecture or design
TOGAF9
Federal Enterprise Architecture
Evidence
Open Text Metastorms unique strengths
Open Text Metastorm BPM
The competitive advantage
Better decisions now
Case study: Sandra's story
Summary
3. Using a Framework
What is a business framework
How frameworks can confuse
Making sense of frameworks
Enterprise Designer framework
How to read this section
Seven elements AG
Actor
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Business rules
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Computer system
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Data
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Event
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Facility
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Gear
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Ten processes HQ
Process
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Receivables and services
RReceivable
Naming convention
Permitted objects
Permitted models
Relationships
Comments
SService or product
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Customers and clients
Markets
Organizations
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Five goals VZ
Goals
Naming convention
Permitted objects
Permitted models
Relationships
Comments
Comparing level 1 and level 2 frameworks
ArchiMate framework
ArchiMate and Enterprise Designer objects comparison
Business actor
Enterprise Designer
Business role
Enterprise Designer
Business collaboration
Enterprise Designer
Business interface
Enterprise Designer
Business object
Enterprise Designer
Business Process
Enterprise Designer
Business function
Enterprise Designer
Business interaction
Enterprise Designer
Business event
Enterprise Designer
Business service
Enterprise Designer
Representation
Enterprise Designer
Meaning
Enterprise Designer
Value
Enterprise Designer
Product
Enterprise Designer
Contract
Enterprise Designer
What Enterprise Designer has that ArchiMate doesn't
What ArchiMate has that Enterprise Designer doesn't
Conclusion
Comparing level 1 and level 3 frameworks
eTOM (enhanced Telecom Operations Map)
Is it a service or a process?
Consistent framework
Deliverable models
Summary
4. Adopting a Methodology
What is a methodology
Project #1building the high-level model
Preparation
Customer model
Steps
Tips
Product and Service model
Steps
Tips
Critical Customer Product model
Steps
Tips
Project #2building workflow models
Critical Process model
Steps
Tips
Workflow model
Steps
Tips
Steps
Tips
Project #3building System Interaction models
Project #4building Business Class models
Project #5building Organization models
Other critical elements
Business Rule models
Steps
Tips
Event models
Case studythe consultant's view
Summary
5. Implementing Effective Governance
What is governance
Who needs to be involved
Motorola change process
Agile Management
Governance and leadership
Measurement
Do the minimum
The client is part of the team
Have daily stand-up meetings
Keep it simple
Trust the team
Work in pairs
Modeling a governance structure with ProVision
Policies and procedures
No need for everything
Linking to other sources
Visualize information
Processes
What if there is no governance
Four steps
Six step process
Agenda
Position
Fact find/feel find
Present
Pause
Open
Summary
6. Understanding the Toolset
ProVision features and functionality
Sharing models without Knowledge Exchange
Visio or ProVision
Everything is an object
Model and grid
Model and interpret
Model and simulate
Model and execute
Modeling, not configuration management
Summary
7. Obtaining Buy-in
Top 10 tips for process modeling
#1 Identify and engage the process owner
#2 Talk to the people who deal with errors
#3 Capture the current "What" in detail but not the "How"
#4 Reduce moments of truth
#5 Reduce handoffs
#6 Eliminate non-essential checking
#7 Focus on high-volume processes
#8 Implement the right process for right now
#9 Use the 10 Enterprise Designer processes
#10 Don't automate a broken process
#11 Bonus tipmodel backwards
Using Appreciative Inquiry to engage staff
Conversation about Appreciative Inquiry
Distinguishing between change and transformation
Understanding the outside-in (customer-centric) approach
B2Me
Summary
A. References
Index O autorze: Bill Aronson is a business coach with Shirlaws (https://www.shirlaws.com.au) and the founder of the Enterprise Designer Institute https://www.enterprisedesigner.com. Bill has written many books on business modeling. He loves to mentor, facilitate, teach, and coach businesses to transform them. Bill has written extensively on transformation at https://www.turningupforlife.com. He has worked in many countries and industries and has a wealth of experience built up over 35 years. mniej