Architecture and Business Process Re-engineering

Enterprise Architecture:

Enterprise Architecture is a discipline which been evolving for the past 20 years.  During that time it has worn a number of faces as different practitioners have promoted different aspects and introduced a variety of models or frame

How We Can Help We have used both Zachman and TOGAF in assignments, primarily to provide context and alignment for specific programs and projects. FEAF is geared primarily to use by government organizations and was specifically created to support the Clinger-Cohen Act in the USA, which provides a common methodology for IT acquisition in the US Government.  It has merit in selected areas outside of government. We have not had opportunity or reason to use it. We have also undertaken a strategic architecture outside of any of the above frameworks

works to work with.

Initially there were two conspicuous problems that were the focus of attention and resulted in the emergence of EA: system complexity and poor business alignment (of IT with business need).  The observable consequences of these two problems was more IT cost and less measurable IT value.  Today there is even more cost and even less value and organizations can no longer afford to ignore the two root problems.

During the 20 years there have been four major methodologies or frameworks that have emerged and endured:

• The Zachman Framework
• The Open Group Architecture Framework (TOGAF)
• The Federal Enterprise Architecture (FEAF), and
• The Gartner Methodology.

Each has their place in the Architect's toolkit, but the one that is enjoying significant adoption in North America today is TOGAF.

Business Process Re-engineering:

Business process reengineering encompasses the analysis and design of  work flows and processes within an organization. By one definition, a business process is “a set of logically related tasks performed  to achieve a defined business outcome”.

The diagram below depicts a simple representation of the business elements and their mutual interactions that are commonly considered in a BPR undertaking:

How We Can Help We have experience in setting up cross-functional teams and establishing the all-important Governance structures for the execution of the BPR project. We have experience in process modelling and process design assessment. We have experience in vendor management, which is very often a key ingredient of BPR projects. We have experience in designing Organization Change Management strategies. And we have experience in establishing sustainable post-implementation governance models.

Reengineering is the basis for many recent developments in management. One of the most compelling factors for its adoption has been the desire to reengineer separate functional tasks into complete cross-functional processes which, in turn, has brought about the establishment of cross-functional teams.

Additionally, many contemporary management information systems developments are geared to integrating multiple business functions. Examples are Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Knowledge Management systems, Human Resource Management Systems (HRMS) and Customer Relationship Management systems (CRM).

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