OpenText ProVision - Enterprise Architecture Modelling Approach


BPM Blogs

The Forrester Blogs
- Business Architecture
- Enterprise Architecture

Gartner Blog Network
- Jim Sinur
- Dave McCoy

Other BPM Blogs
- Mark McGregor _______________________________


BPM Keywords

- OpenText ProVision
- OpenText MBPM
- ProjecTools EPCI Suite
- Business Architecture
- System Architecture
- Enterprise Architecture
- Process Management
- Process Automation
- Process Modelling
- Process Improvement
- Process Analysis
- Process Simulation
- Corporate Transition
- Zachman
- Lean
- Six Sigma
- Lean Six Sigma
- Sarbanes Oxley
- CMMI _______________________________

OpenText ProVision - Approach

Enterprise Architecture (EA) modelling is a dark-art requiring creativity, attention to detail, an ability to spot patterns and the communication skills necessary to acquire information. Enterprise Architecture modelling is a discipline based on experience and is applicable to any vertical market.

A requirement for successful EA modelling projects is a suitable tool that has the ability to document the full range of EA objects and object-associations, enabling the alignment of processes with goals, risks, controls, systems, technologies, locations and equipment. The tool must also be able to be used in a rapidly changing, Agile environment. Proforma UK use repository-based, object-oriented OpenText ProVision as our EA modelling tool of choice.

Enterprise Architecture Scope

Enterprise Architecture Modelling is a technique used to graphically and textually document the whole organisation, not just its computer systems and processes, in a consistent, unambiguous, structured, maintainable manner.

The term “organisation” in this context is often taken to mean the highest level of grouping, for example, a company - but Enterprise Architecture Modelling can be conducted at lower-levels of organisational grouping, for example, a department or function — in which case you would be modelling the Enterprise Architecture of that department or function.

It is essential to have an accurate picture of your organisation’s structure and processes (i.e. the Who, What, Where, When, Why and How) if you are going to be able to keep it healthy by, for example, taking advantage of opportunities when they appear, complying promptly with new legislation, proving disaster-recovery capabilities or avoiding Corporate Memory Loss.

The modelling environments available in OpenText ProVision encompass the full scope of Enterprise Architecture ...

OpenText ProVision Enterprise Architecture - Diagram showing Enterprise Architecture scope
  • Strategic Direction
  • Business Architecture
  • System Architecture
  • Technology Architecture

The Zachman Framework v3.0

"Now that we are in the Information Age, it is the Enterprise that is increasing in complexity and the Enterprise that is changing. It is my opinion that Enterprise Architecture is the determinant of survival in the Information Age. Therefore, the Framework for Enterprise Architecture, the Zachman Framework™, has some profound significance in putting definition around Enterprise Architecture, the survival issue of the century. We still have a lot to learn about Enterprise Architecture but, I submit, the Zachman Framework™ would be a good place to start." - John Zachman

OpenText ProVision - Diagram showing Zachman Framework

OpenText ProVision Modelling Scope

The models developed using OpenText ProVision during architecture analysis, process analysis, documentation and improvement programmes, provide a common means of communication - a graphical 'language' enabling understanding, agreement and collaboration between all parties.

OpenText ProVision - Diagram showing Strategy - Structure - Process - Information - IT - BPM

Process Modelling Philosophy

Proforma UK believes that processes define an organisation, not its systems. The systems are vital, too, but in a supporting role to the processes. Therefore, we approach things from a Business Architecture (specifically, Process Architecture) standpoint - we believe that the Business Architecture is the key component of the Enterprise Architecture.

Business Architecture, synchronized with Strategic Direction, should be the reason for, and driver of, Systems and Technology Architectures. However, we understand that prior Systems and Technology decisions will influence what the business is able to do in a timely, cost-effective manner.

There are five Business Process Management components ...

OpenText ProVision - Diagram showing BPM Cycle
  1. Design

    Identify existing processes and design future processes using a representation (text and model) of organisation structure, domain structure, processes, process flow, actors, events, deliverables, equipment, systems, opportunities, risks, controls and locations.
  2. Model

    Modelling uses the design combined with cost and time properties, e.g. changes in the cost of materials, along with associated risks, controls, systems, equipment, etc., to produce simulation process data in the context of the whole enterprise.
  3. Execute

    Usually achieved with a combination of automated systems and humans, requiring thorough documentation to explain the man/machine interface.
  4. Monitor

    Track individual processes, gathering information on their state and producing statistics on the performance.
  5. Optimise

    Use process performance information from the modelling or monitoring phase, identify the potential or actual bottlenecks and the potential opportunities for cost savings or other improvements, and apply those enhancements in the design of the process.

Whilst Proforma UK invariably participate in step 3 in an advisory capacity, we concentrate on the planning, documentation, simulation, monitoring and optimisation aspects in steps 1, 2, 4 and 5. We work with specialist 'soft-skill' partners to assist with step 3 where required.

The approach commonly taken on an architecture modelling programme is first to gain a high-level holistic understanding of an organisation's structure, its domains, processes, systems and technologies. Then identify and fully explore those processes that require documenting and/or those that would benefit from being fully analysed and improved. From this point, it is possible to model, plan, 'prove' and implement the improved processes, supporting systems and training programmes.

Of course, soft-skills play a big part when discovering as well as when implementing and rolling-out new architectures. It is important not only to work towards the high-level goals of management but also to appreciate the practical requirements of staff. For a modelling and improvement programme to succeed it requires agreement at all levels, otherwise there is the risk of only lip-service being paid to the new world order - possibly worse!

Our modus operandi is ...

  • Model the entire organisation As-is state at a high level to identify all business domains and constituent business processes.
  • Work with senior management to define goals and determine the top half-dozen or so processes in need of full documentation and/or improvement.
  • Identify one or two of these processes as 'low-hanging fruit' on which to cut our teeth. Having achieved early success and established modelling standards, agreed with staff and management, we move on to model the remaining selected As-is processes.
  • Simulate the As-is processes using Monte Carlo or Discrete Event techniques to gain an understanding of current workflow, systems, resource utilization, timings and costs. Agree As-is models with staff and management.
  • Refine goals and model the To-be states of the selected processes and simulate them to 'prove' the improvements. Develop use-case (work instruction) models with links to existing documentation. Agree To-be models with staff and management.
  • Design and implement a programme to train management and staff in the implementation and execution of the new processes, having agreed changes with both. This may include such things as facility (e.g. office building) rationalisation.
  • Follow-up to ensure new skills and practices have been properly employed and embedded. Consult with staff and management on progress with Kaizen continuous improvement.
  • Ensure clients' objectives and expectations have been met.

See the Deliverables page for details of programme phases.

Employing the OpenText ProVision modelling tool and the latest modelling techniques, Proforma UK are able to complete a process improvement-based, Enterprise Architecture transition project, quickly and consistently with minimal resource costs and minimal disruption to our customers' day-to-day operations.

Frameworks, Methodologies, Languages and Management Grids

Proforma UK provide solutions for Enterprise Architecture modelling, transition, communication and collaboration using industry-standard modelling frameworks, methodologies, languages and grids ...

  • Zachman Framework
  • The Object Group Architecture Framework (TOGAF)
  • Rummler Brache
  • Integration Definition (IDEF)
  • Information Engineering (IE)
  • Unified Modelling Language (UML)
  • Business Process Modelling Notation & Language (BPMN & BPML)
  • Service Oriented Architecture (SOA)
  • Frameworx
  • New Generation Operations Systems and Software (NGOSS)
  • enhanced Telecom Operations Map (eTOM)
  • Sarbanes Oxley (SOX)
  • Information Technology Infrastructure Library (ITIL)
  • (Lean) Six Sigma
  • Supply-Chain Operations Reference (SCOR)
  • Value-Chain Operations Reference (VCOR)
  • Kaizen Continuous Improvement Philosophy
  • Capability Maps
  • Responsible, Accountable, (Supportive), Consulted, Informed (RACI / RASCI)
  • Capability Maturity Model Integration (CMMI)
  • Strengths, Weaknesses, Opportunities, Threats (SWOT)

... which together provide the required discipline, rigour and framework for capturing, modelling, analysing, simulating and documenting the enterprise.

Consultancy, training and product services for OpenText ProVision - Business Architecture, Enterprise Architecture, Process Analysis, Process Modelling, Process Improvement, Process Management, Process Simulation and Corporate Transition - BPM - BPMN - EA - Zachman - UML - TOGAF - Lean - Six Sigma - Lean Six Sigma - SOA - ITIL - Sarbanes Oxley - NGOSS / eTOM - RACI / RASCI - CMMI