ملتقى 2016 - اليوم الثاني: هندسة التحول المؤسسي: الطريق...

2016ملتقى التميز المؤسسي 1

الطريق إلى التميز واإلستدامة: هندسة التحول المؤسسي

Enterprise Transformation Engineering: The Road to Enterprise Excellence and Sustainability

Faisal Al-Tamimi, Ph.D.

24 February 2016


Agenda جدول العرض

• Stories and Morals….

• Enterprise & Transformation

• What is Enterprise transformation : Practitioners Definitions

• Are there measurements for enterprise excellence

• How simple or complex it is

• Is transformation based on Enterprise Architecture

• What is Enterprise Architecture Framework

• What is Enterprise Transformation

• What is its critical success factors for a successful transformation

• Transformation Process and Method

• Pitfalls

قصص وعبر•

المؤسسة والتحول•

كيف : هل يوجد تعريف للتحول المؤسسي•عرفه المتخصصون

هل يوجد معايير للتميز المؤسسي•

هل التحول عملية بسيطة ام معقدة•

يةالمؤسسةهل التحول مبني على فكر البني•

ما هو إطار البنية المؤسسية•

ما هو التحول المؤسسى•

التحولما هي مقاييس نجاح •

عمليات التحول المؤسسي•

مكتب التحول المؤسسي•

التطبيقمندروس•


Enterprise Transformation ألتحول المؤسسي


What is it: Enterprise Transformation المتخصصونعرفه كيف

• Fundamental change to the way an organization operates

• An approach to align an organization's activities, people, process and

technology more closely with its business strategy and vision.

• A governance of change aims to meet long-term objectives.

• Provides strategies and implementation approaches for transformation of an

enterprise from ‘as is’ to ‘to be’ state.

• Enterprise Transformation refers to any complex or fundamental

organizational change that impacts how its core business is conducted. It can

be caused by internal or external factors

• Enterprise transformation concerns change, not just routine change but

fundamental change that substantially alters an organization’s relationships

with one or more key constituencies, e.g., customers, employees, suppliers,

and investors.

• Transformation can involve new value propositions in terms of products and

services, how these offerings are delivered and supported, and/or how the

enterprise is organized to provide these offerings

• Change does not occur continually, yielding slow and steady

improvements. Instead, substantial changes occur intermittently, hopefully

yielding significantly increased returns to the enterprise


Sustainability Factors إلستدامة المؤسسةهل يوجد معايير

• An enterprise is a complex, integrated, and interdependent system of people, processes, and technology that creates value its key Beneficiaries and stakeholders.

• An enterprise typically have many stakeholders (e.g., suppliers, partners, regulators)

• An enterprise typically serves Patron

Beneficiaries (e.g. Citizens, Customers

التكيفAdaptability

الفعالية

Efficiency

An enterprise sustain itself by being Effective, Efficient and Adaptable

تكيفهاتستديم المؤسسة بفاعلتها وتأثيره و

المؤسسة هي جهاز متكامل من نظم مركبة وإناس •عاملون وأساليب عمل وتقنيات لخدمة ذات قيمة

ي ألصحاب المصلحة المستفيدين والمشاركين فتقديمها

ن مزودي)وهي في العادة لها العديد من المشاركين •(وشركاء ومراقبين

وهي تخدم مستفيدين مواطنون كانو او عمالء •


How simple or complex is Sustainability معقدةهل التحول عملية بسيطة ام

7

التعرف والتشخيص

Detect

Transformالتنفيذ التحليل والفهم

Understand

Planالتخطيط

اإلنسان والسلوكBehaviors

العمل والوظيفةJob

القيادةLeadership

ألهيكلية والتنظيم Structure

التقنياتTechnology

المكان والتجهيزاتEnvironment

ألعملياتProcesses

الفكر المنظم واإلبداعيThinking

An enterprise sustain itself by detecting, understanding, planning, and transforming

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=T8LrwGP7-Hc-jM&tbnid=UuygnXkt2TFTbM:&ved=0CAUQjRw&url=http://deltechsolutionsinc.net/business-intelligence-analytics/analytics-dashboards-kpi/&ei=nvllU630McmIOL26gfAL&bvm=bv.65788261,d.d2k&psig=AFQjCNGva2tl7_sm7H5-6awvRl0tm0mKeg&ust=1399278346874473

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=T8LrwGP7-Hc-jM&tbnid=UuygnXkt2TFTbM:&ved=0CAUQjRw&url=http://deltechsolutionsinc.net/business-intelligence-analytics/analytics-dashboards-kpi/&ei=nvllU630McmIOL26gfAL&bvm=bv.65788261,d.d2k&psig=AFQjCNGva2tl7_sm7H5-6awvRl0tm0mKeg&ust=1399278346874473


Is it Transformation based on Architectures المؤسسيةالتحول مبني على فكر البنية هل

• Embedded Enterprise Ecosystem– Architecture is organic– Tools, methods & models are

embedded in the daily processes of the enterprise

• Extended Enterprise Architecture– EA = S+B+T (Strategy, Business &

Technology)– Tools & process for Designing the

Enterprise– Business Architecture captured for

Redesigning the business

• Foundation IT centric Architecture– Classical EA: Align IT to Business– IT architecture documented (current

& Future)– Business Architecture captured to

clarify IT requirements


What is Enterprise Architecture Framework ما مو إطار البنية المؤسسية

Enterprise Coherency

& Alignment

اإلستراتيجيات ومقاييس األداء

أألعمال و الخدمات والعمليات

المعلومات

البنية التحتية التقنية

تما

لومع

والم

ظلن انأم

يزجه

لتوا

ي انمب

والن

كالم

ات

ا

التطبيقات

سييقا

لموا

ر ييعا

لما

قووال

ف ائظلو

وام

ظيتنلتا

ى

لةام

لعا

ت را

ادمب

وط

طخ

ل حو

الت

روي

طالت

و


Framework Building Blocks العناصر األساسية في إطار البنية المؤسسية

Infrastructure Reference• Platform HW and Systems• Network• Facility

Security Reference• Regulatory conditions• Risk profile• Risk Assessment• Risk mitigation• Risk controls

Performance Reference• Goals• Measurements

Spatial Context• Locations, Topography • Networks, Facilities

Temporal Context• Change Tracking • Events

Plans Reference• Initiatives,

Programs & Plans• E Gov Action Plan• Transformation

Planning• It project• Projects Tracking

and Management

Business Reference• Accountable Party, sector,

Agency • Domains (LOB’s)• Functions• Workforce • Services. Processes• Assets, Documents

Applications Reference• Application• ICT Services• Systems

Data Reference• Data Dictionary & Taxonomy• Object Library (Catalog)• Logical data Model (entity,

Object, feature)• Physical data Model• Data flow diagram• Knowledge Management Plan• Information Sharing &

exchange


& Alignment


What is Enterprise Transformation ما هو التحول المؤسسي

“ENABLE the Enterprise ADAPTIVE ALIGNMENT of STRATEGY,

BUSINESS, (Organization, Workforce, Services, Processes), BEHAVIORS,

TECHNOLOGY and ENVIRONMENT by EFFECTIVELY and

EFFECIENTLY MANAGING CHANGE and RESOURSES.”

معألهداف واالسياساتبينالتكيف والتحول ألنتظام التكامل تمكين المؤسسة من

بيئة والالتقنياتومع( التنظيم والقوى العاملة والخدمات والعمليات والسلوكيات)األعمال

والمواردللتغييرالفاعلة و المؤثرةاإلدارةمن خالل المكانية


Provide a Framework to enable Synchronization (التوازن)

• Provide services to stakeholders

• Defines strategies to serve the

stakeholders

• Perform Services that meets the strategies

& operate business to perform the service

• Adopt the technology infrastructure to

support the performance of the services

صلحةللمعنيين وأصحاب المبخدماتلتقومتتواجد •

اتالقيام بهذه الخدمتحدد استراتيجيتها بهدف •

ألداء الخدماتتقوم باألعمال•

لدعم القيام باألعمالتتبنى التقنيات •

التقنيات

Technology

أإلستراتيجيات واألهداف

strategy

اصحاب المصلحة والمعنيين

Stakeholders

Customers

األعمال

Business

One of the Enterprise Excellence Factors is the ability to have a cost effective synchronization of Strategy, Business and Technology

أحد عوامل التميز المؤسسي هو ين المقدرة على تحقيق التوازن ب

اإلستراتيجيات واألعمال تكلفة والتقنيات بفاعلية مؤثرة وب

معقولة


Provide the framework to Synchronize Integration & Coherency التكامل


& Alignment

Strategy

Technology

Data Applications

Infrastructure

Workforce

ServicesProcesses

Business

Organization

AssetsInformation

One of the Enterprise Excellence Factors is the ability to provide

Coherent Operation through

Alignment and Integration

Domains & Functions

Mission / Vision

Performance Measurements

المؤسسي هو المقدرةأحد عوامل التميز ن خالل على توفير بيئة تشغبل متسقة م

ااإلنتظام والتكامل بين جميع عناصره


Enterprise Transformation Engineering هندسىة التحول وإلتغير المؤسسي

• Management of change through transformation engineering

• Transformation Engineering is not Project management

من خالل إدارة التغيرهندسة التحول •

ع ليست بالضرورة إدارة مشاريالتغير إدارة •

يع والكنها بالضرورة تحتوي على إدارة مشار

Enterprise Transformation

Engineering

Data

Applications

Infrastructure

Workforce

Services

Processes

Organization

Assets

Information

المؤسسي أحد عوامل التميز هو المقدرة على إدارة التغيير

والتحول

Domains & Functions

Mission / Vision

Performance Measurements

Facilities & Environment

One of the Enterprise Excellence Factors is the Effective Management of Change


Provide a Master Enterprise Data with integrated BI & BIG data Possibilitiesوجود بنية معلوماتية ومصدر متكامل للمعلومات

Ap

pli

ca

tio

nEn

terp

ris

e

Bu

sin

es

s

الذكاء المؤسسيBusiness

Intelligence

Big Data

Analytics

Enterprise

VisibilityArchitecture

Visibility

16

التميز المؤسسي هو وجود بنية عوامل أحد

معلوماتية ومصدر متكامل للمعلومات يوفر

ي شفافية لبنية المؤسسة ومعلوماتها لمتخذ

القرارات على كافة المستويات والذي منه

سسةتستقى المؤسسة بنية التحليل وذكاء المؤ

نية البيانات المتكامة لب

المؤسسة ولمعلوماتها

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http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=EfySA1TuB8XR1M&tbnid=zd2CMFU5ZGd_sM:&ved=0CAUQjRw&url=http://www.coredigitalworks.com/9-ted-talks-anyone-working-business-intelligence-watch/&ei=K6tkU8C-PISbPc_SgagK&bvm=bv.65788261,d.d2k&psig=AFQjCNHD2fd6JtuGUGN7cpjUQbv8SUZojQ&ust=1399192572254727


Provide a Framework to Synchronize Collaboration & Cooperationالتعاون والتشارك

• Collaborate to provide stakeholders

with services; Example to share information and synchronize data to enable each other to achieve their objectives

• Cooperate in the provision of services

to customers; Example Emergency Service

صلحة لتقديم خدمات للمعنيين وألصحاب المالتعاون•

التبادل المعلوماتي -مثال :

خدمات –مثال : لتقديم خدمات متكاملة التشارك•

الطواريء المتكاملة

Technology

StrategyStakeholders

Customers

Business

One of the Enterprise Excellence indicators is the

ability to collaborate and CooperateTechnology

Strategy

Business

المؤسسيإحد عوامل التميز هو التعاون في العمل ...والتشارك في العمليات

ة داخليا بين وحدات المؤسسوخارجيا مع المؤسسات

األخرى


Provide Data Integration and Exchange تبادل وتكامل المعلومات

18

Information Exchange Reference Model & Cross-flow Management

Data Synchronization

A system for the organization and

synchronization of information exchanges among

many agencies and desperate databases.

تكامل المعلوماتتبادل المعلومات

Internal agenciesRegistry

(CSW-ebRIM

Information

Sharing

Security

Data

Synchronization &

Integration

التميز المؤسسي هو وجود البنية عواملأحد

ا من المعلوماتية التي تسمح بتبادل المعلومات فوري

داخل أو خارج المؤسسة


Structural Architectures: Multi-Agency Federation سسات األخرىؤالتكامل مع الم

19

Gov Agency 1

Gov Agency 2

Gov Agency 3

Gov Agency 4

Gov Agency n …

Gov Agency 4

Services IntegrationTo provide effective services through integration and/or consolidation of structure and services facilitates dynamic cooperative interaction network of frameworks

Structure To discovery and treatments of redundancies and overlaps in activities and functions across enterprises and organizations structures, domains, line of business, influencing decisions related to merging/integration/consolidation and/or federation decisions. This particularly true in cases where many government agencies or sub-agencies have evolved similar business domain architecture, function and structure and spending redundant budgets for the same.


Interdependence: Multipliers & The Ripple Effect الترابط والمؤثرات الجانبية

Production and services sector

Government

Planning,

Management

Sectors

Petr

oche

mic

als

OIL

& G

AS

Fina

ncia

l

Info

rmat

ics

Ship

ping

Fish

ing

Tra

nspo

rtat

ion

Com

mun

icat

ions

Roa

ds

Wat

er

Was

te W

ater

Ele

ctri

city

Hou

sing

Wat

er R

esou

rces

Min

ing

Con

stru

ctio

n

Rec

reat

ion

Tou

rism

Nat

iona

l

Reg

iona

l

loca

l

Petrochemicals OIL & GAS Financial Informatics

Shipping Fishing Transportation Communications Roads Water

Waste Water Electricity. Housing Water Resources Mining Construction

Recreation

Prod

uctio

n &

ser

vice

Sec

tors

Tourism

National

Regional

Gov

ernm

ent

Plan

ning

,

Man

agem

ent

Sect

ors

Local


Obstacles and Diseconomies موانع وخسارة

Production and services sector

Government

Planning,

Management

Sectors

Petr

oche

mic

als

OIL

& G

AS

Fina

ncia

l

Info

rmat

ics

Ship

ping

Fish

ing

Tra

nspo

rtat

ion

Com

mun

icat

ions

Roa

ds

Wat

er

Was

te W

ater

Ele

ctri

city

Hou

sing

Wat

er R

esou

rces

Min

ing

Con

stru

ctio

n

Rec

reat

ion

Tou

rism

Nat

iona

l

Reg

iona

l

loca

l

Petrochemicals OIL & GAS Financial Informatics

Shipping Fishing Transportation Communications Roads Water

Waste Water Electricity. Housing Water Resources Mining Construction

Recreation

Prod

uctio

n &

ser

vice

Sec

tors

Tourism

National

Regional

Gov

ernm

ent

Plan

ning

,

Man

agem

ent

Sect

ors

Local

ت اإللتفاف حول الصعوبات والعقبا

التميزعدم عواملأحد

المؤسسي هو وجود

وجود موانع التي

فاتتسمح ببيئة اإللت


Structural Architectures: Integrated Governance

• To Align Information assets with business

• To provide an integrated governance for the enterprise information assets


SEFF EA & Enterprise Transformation

24

Enterprise Transformation

EA (t-1)Enterprise Transformation

EA (t)Enterprise Transformation

EA (t+1


LAI Lean Advancement Initiative; MIT

Enterprise Transformation:Provides successful strategies and

implementation approaches for transformationof an enterprise from ‘as is’ to ‘to be’ state.

Transformation Engineering:Provides strategies/approaches to ensure time is spent developing and evaluating ‘could be’ states, and selecting the best

alternative given a set of desired properties and criteria for the future enterprise.


PLANNING CYCLE

STRATEGIC CYCLE

LAI Lean Advancement InitiativeMIT Enterprise transformation road map

PLANNING CYCLEUnderstand Current State Envision & Design Future Enterprise Align Enterprise Structure and BehaviorsCreate Transformation Plan

Determine Strategic Imperative Articulate the Case for Transformation & Convey UrgencyFocus on Stakeholder ValueLeverage Transformation Gains

EXECUTION CYCLEImplement & Coordinate Transformation Plan

Develop Detailed Project Implementation PlanSynchronize Detailed Project Implementation PlansCommit ResourcesProvide Education & Training Implement Projects and Track Progress

Nurture Transformation & Embed Enterprise Thinking

Monitor Transformation ProgressNurture TransformationEmbed Enterprise ThinkingCapture & Diffuse Lessons Learned Adjust and Align Planning & Execution Cycles

Engage Leadership in Transformation

Cultivate Enterprise Thinking Obtain Executive Buy-InEstablish Executive Transformation Council

Short Term Corrective Action Long-Term

Corrective Action

• https://prezi.com/6vsj4gse4ijr/mit-enterprise-transformation-roadmap/#

https://prezi.com/6vsj4gse4ijr/mit-enterprise-transformation-roadmap/


Example: enterprise business and data alignments

27

Business-data Alignment


Why Transformation Management Office TMO

• PMO: The project management office commonly maintains standards for project management, program management and portfolio management. It is a single unique operation within the enterprise. The traditional project management office (PMO), focused on administration and compliance, is poorly suited to the pursuit of the value creation opportunities presented by a transformation initiative.

• EA: Enterprise Architecture is decision support for organizational portfolio management. It is closely connected to portfolio management in its main or top-level process. EA and portfolio management should be organizationally close, tied together, to achieve gains through transformation.

• Portfolio Management: There are strong reasons to integrate, or tightly relate the portfolio management function with its enterprise architecture decision support. These are intended to operate in a tight cycle.

• Transformation: Transformation changes the enterprise, improving operations or creating new capabilities. The primary means of causing this transformation is the project, possibly organized into programs, and managed by the portfolio. This is differentiated from functional or operational management which oversees steady-state operations in the enterprise.

• Enterprise Transformation Management Office or TMO; PMO alone, EA alone. or change management alone fall far short of the breadth of vision and potential gains of agility, efficiency and effectiveness needed to oversight of all transformative projects. The Enterprise TMO is recommended to contain experts in the distinct disciplines of EA, project management and portfolio management, presumably in distinct sub-units, located together for organizational efficiency. It would possibly be headed by the person responsible for organizational transformation Methodology

Experts

Managers

Business

Experts

Technical

Specialists

Planner


What a Transformation office is to Do• A Transformation Office is typically a governance and delivery vehicle whose

sole purpose is to govern and drive the successful implementation of critical

programs or projects that enable the organization be transformed

• The central task of the TMO is to orchestrate the complex, often disruptive,

change typically needed to achieve breakthrough value in transformation.

• First, a TMO takes the lead in generating ideas for creating and realizing value,

constantly re-energizing and re-focusing the transformation effort. A TMO

does this by supplying a sophisticated investment approach, which makes it

straightforward for executives and front-line staff to generate transformation

ideas and turn them into worthy projects.

• Secondly, it conducts the rigorous analysis needed to confirm that all

transformation investment is aligned and contributes to the transformation

objectives.

• Thirdly, it does not view process and compliance as its primary focus. It

operates from a high performance, streamlined operating model in which

transformation initiatives are invested in, executed and the value realized in

the most efficient and cost effective way.

• Minimize negative performance impacts (people and business)

• Influences how an organization responds to and adapts to change


What could go right - The Successful Transformation Initiative

• Stakeholders aware that strategic change is

about changing individuals first

• Approaches change holistically and as

evolutionary

• Understands how mental-maps of individuals

and organizations work and how to transform

them

• Makes Strategy to Execution linkage for each

Individual and the Organization

• Establishes a sense of urgency

• Integrates the “new normal” into current state

in consumable increments

• Makes change “easy” for the organization and

for individuals Communicates the Change

Vision

• Anchors new approaches and new language in

the Culture Provides visibility and mechanisms

to address change risk Is fully incorporated

into the projects and fabric of the organization


What could go right - The Unsuccessful Transformation Initiative

• Stakeholders are unaware of the vision,

scope, impact, and outcomes etc. for

capability

• Misunderstanding of vision, objectives,

outcomes, impacts of capability

• Stakeholders believe capability may

present a negative impact to them (loss of

control, capabilities etc.)

• Stakeholders allow the project to progress,

but not provide additional resources or

assistance

• Support (time /resources / involvements)

that was previously allocated to the

project is now retracted by stakeholders

• Stakeholders commit to termination of the

project either openly or covertly


Pitfalls of others دروس من التطبيق

• Everybody wants to transform, but nobody wants to change• Usually transformation programs are delivered late, substantially over-budget

and often not quite as they were ambitiously envisioned• There is often a disconnect between the aspirations of many transformation

programs and the reality of how they invest capital, capabilities and other finite resources.

• While sophisticated frameworks abound for developing transformation programs, the attendant investment and execution frameworks are often rudimentary, convoluted, flawed or, worse, non-existent.

• According to a McKinsey Consulting report in 2009, “It’s relatively rare for transformation programs to succeed; many surveys, including ours, put the success rate at less than 40 per cent, however more recent research underscores the fact that certain tactics promote successful outcomes.”

• One of those tactics is establishing a transformation management office (TMO).

• As the majority of transformation investment lies in project investment, transformation programs require a TMO that guarantees flawless execution at the right pace using rigorous and streamlined infrastructure that combines strategic perspective with disciplined implementation.

http://www.cio.com.au/article/552697/do_need_transformation_management_office_/

http://www.mckinsey.com/insights/organization/corporate_transformation_under_pressure


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ملتقى 2016 - اليوم الثاني: هندسة التحول المؤسسي: الطريق...

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Transcript of ملتقى 2016 - اليوم الثاني: هندسة التحول المؤسسي: الطريق...