ENTERPRISE PERFORMANCE OPTIMIZATION ARCHITECTURE in .NET

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ENTERPRISE PERFORMANCE OPTIMIZATION ARCHITECTURE
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Model Enterprise Processes [A1] Inventory Data Requirements [A2] Assess Methods & Algorithms [A3] Determine Modeling, Simulation, & Prediction [A4] Assess Smart Data Readiness [A5] Assess Executive User Satisfaction [A6]
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Figure 316 Prepare for smart data and smart data strategy
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Figure 316 shows an IDEF0 process model at the rst level of decomposition and, without being fully attributed, provides a context for preparing for smart data and smart Data strategy as we discussed What might be the controls on this process Mission, strategy (including smart data strategy), values, business rules, laws, and regulations are all possible sources What are the mechanisms performing the work Herein there would be a hierarchy for each activity: domain expert supervisor and domain experts Individuals would be organized into departments or units as the ordering or work has logical af nity When approaching this or any enterprise performance optimization activity, we suggest that you resist starting with assumptions about the organization Instead, start by assigning talent to the effort, and then evaluate how to best organize the talent The reason we say this is because existing organizations may often be a part of the de ciency and executives must preserve a degree of objectivity when establishing this effort Model Enterprise Processes Just as the list of tasks is made to identify activity needed to prepare for smart data and smart data strategy, the rst step is to identify primary business processes needed to ful ll your enterprise mission and to produce primary outcomes and results This of course assumes that you know your primary audience of customers, prospects, and constituents to be served by your enterprise in a superior manner
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BARRIERS: OVERCOMING HURDLES AND REACHING A NEW PERFORMANCE TRAJECTORY
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Input for this activity would surely include your balanced scorecard if that is available It is worthwhile constructing a balanced scorecard, which is, of course, another complementary process (Balanced scorecard [28] is a framework that translates a company s vision and strategy into a coherent set of performance measures, developed by Robert Kaplan and David Norton and rst published in the Harvard Business Review in 1992) It is important not to start with an organization chart in identifying processes because, as you know now, people and organizations are enabling mechanisms that attribute processes but are not the processes Keeping this straight is a means of auditing the relevance of current organization structures, which may or may not be correctly assigned or deployed This underscores that the modeling process must be objective, re ecting the executive team s best thinking For each process, identify primary controls that we also call sources of leadership and integration, such as laws and regulations, business plans and strategies, rules that are self-imposed, and rules that are conveyed or imposed You may want to assign speci c responsibilities for leading each of these tasks, such as assigning identi cation of operations processes to the chief operating of cer and assigning identi cation of controls to the compliance of cer or contracts and legal department or a combination thereof, depending on the complexity of the enterprise Daniel S Appleton differentiated enterprises by organization forms: unitary (U), multiple organizations (M), and partnership (P), for instance The essence is to recognize that enterprises are variable in organization size and scope and this affects the complexity of enterprise modeling and performance engineering Before Michael Hammer introduced business process reengineering (BPR) in 1990, Appleton and George were engaged in developing the concept of business engineering with attention to two primary processes: (1) new business engineering and (2) business reengineering These processes and associated constructs for enterprise performance optimization are as valid today as they were a decade ago for a couple of reasons: (1) turnover among executives is high (knowledge and experience is lost), (2) survivability rate of enterprises is low, and (3) people have dif culty building on wisdom as a result It is true that enabling technology has advanced and, with its application, new catalysts have emerged, such as smart data New business engineering is a process developed by George to support the GTE venture program and is roughly modeled in Figure 317 Four primary activities comprise the process: (1) ideation, (2) conceptualization, (3) validation, and (4) deployment The rough model for business reengineering is shown in Figure 318, [29] as de ned by Daniel S Appleton Appleton and George operated on the principle that one cannot reengineer a business that was not engineered to begin with Therefore the discipline is called business engineering At the time, Appleton proposed a formula for optimizing business performance that is applicable to commercial business: Yield Increasing revenue Increasing quality=Decreasing cost Decreasing time
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