Henrik von Scheel CEO, LEADing Practice

LEAD the Way

Crash Course with the LEAD Frameworks, Methods and Approaches

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Agenda

The LEAD Principles Way of Thinking Way of Implementing Way of Working Way of Training

Way of Modelling Way of Governing

LEADing Practice Benefits The ESRP Blueprint deliverables

Enterprise Modelling & Enterprise Architecture De-composition & Composition Principles

Introduction Overview of the LEAD Frameworks

The 40 steps and the deliverables Using the LEAD Blueprinting Approach

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.

Each LEAD eXpert has to be able to have an abstraction level which can analyze, appraise, approximate, assess and capture an objects and or artifacts idea, design, plan, scheme and structure in order to understand the underlying thought, view, vision as well as perspective, philosophy and belief.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.

Each LEAD eXpert has to be able to have an abstraction level which can analyze, appraise, approximate, assess and capture an objects and or artifacts idea, design, plan, scheme and structure in order to understand the underlying thought, view, vision as well as perspective, philosophy and belief.

This enables the LEAD eXpert to have structural approach around strategic definitions (wants, needs, direction, issues and problems).

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.

Each LEAD eXpert has to be able to translate the “Way of Thinking” into a “Way of Working”, thereby organizing, classifying, align, arrange, quantify, recommend and select objects and or artifacts in the systemized and categorized way they need to be de-composed or composed together.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.

Each LEAD eXpert has to be able to translate the “Way of Thinking” into a “Way of Working”, thereby organizing, classifying, align, arrange, quantify, recommend and select objects and or artifacts in the systemized and categorized way they need to be de-composed or composed together.

This enables the LEAD eXpert to structure the arrangement of effort and work.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include:

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology).

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. •  Coherence: the degree to which the individual sub models of a way of modelling constitute a whole.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. •  Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. •  Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. •  Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. •  Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. •  Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. •  Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. •  Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. •  Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people. •  Effectiveness: the degree to which the modelling principles achieve its goals.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.

Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: •  Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). •  Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain •  Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. •  Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. •  Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. •  Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. •  Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people. •  Effectiveness: the degree to which the modelling principles achieve its goals. •  Audit: the degree to which the end result of the models achieve its goals.

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies

Value  

Process  

Informa0on  Busine

ss  Architecture  

Applica0on  

     Data  

Technology  

IT  Architecture  

Busine

ss  Con

sultan

t  IT  Con

sultan

t  

LEADing Practice Assets & Tools consist of:

LEAD Frameworks: 1)  Business Model/Competency Reference Framework 2)  Process Reference Framework 3)  Value Reference Framework 4)  Service Reference Framework 5)  Cloud Reference Framework 6)  Information Reference Framework 7)  Application Reference Framework 8)  Data Reference Framework 9)  Platform Reference Framework 10)  Infrastructure Reference Framework

LEAD Methods: 1)  Lifecycle Method 2)  Layered Architecture Method 3)  Decomposition & Composition Method 4)  Maturity Reference Method 5)  Requirement Reference Method 6)  Business Innovation & Transformation Enablement (BITE) Method

LEAD Approaches 1)  Blueprinting 2)  Design & Build 3)  Run & Maintenance 4)  Governance & Continuous Improvement

Example of LEADing Practice Integration with Common Standards & Methods

LEADing  Prac0ce  integra0on  with  Common  Standards  &  Methods  

LEAD  Framework  consist  of  :  

PM  Standard   IT  Standard   Integra0on  with  Enterprise  Applica0on  Method  &  Approaches  

Prince  2   PMBOK   ITIL  v3   COBIT  v5  SAP  ASAP  Method  

Oracle  Unified  Method    

Oracle  AIM  for  Business  

Flows  

Oracle  ApplicaDon  ImplementaDon  Method  

(AIM)  

Oracle  Data  Warehouse  Method  (DWM)  

PeoplesoJ  Compass  

Methodology  

MicrosoJ  ERP  (Grait  Plains,  Navision  etc)  

Competency/Business  Model  Reference  Framework  

x   x   x   x   (x)   (x)   (x)  

Process  Reference  Framework   (x)   (x)   x   x   x   x   x   x   x   x  

Value  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

Service  Reference  Framework   x   x   x   x   x   x   (x)   x   x  

Cloud  Reference  Framework   x   (x)   x   x   (x)   x   x   x   x  

InformaDon  Reference  Framework   (x)   (x)   x   x   x   x   x   x   x   x   x  

ApplicaDon  Reference  Framework   x   x   x   x   x   x   x   x   x  

Data  Reference  Framework   x   x   x   x   x   x   x   x   x  

PlaVorm  Reference  Framework   x   x   x   x   x   x   x  

Infrastructure  Reference  Framework   x   x   x   x   x   x   x  LEAD  Methods  consist  of  :  

Life-­‐Cycle  Method   x   x   x   x   x   x   x   x   x   x   x  Layered  Architecture  Method   x   (x)   x   x   x   x   x   x   x  DecomposiDon  &  ComposiDon  Method   (x)   (x)   x   x   x   x   x   x   x   x   x  Maturity  Reference  Method   (x)   (x)   x   x   x   x   x   x   x   x   x  Requirement  Reference  Method   x   x   x   x   x   x   x   x   x   x   x  Business  InnovaDon  &  TransformaDon  Enablement  (BITE)  Method   x   x   x   (x)   x   x   x   x   x   x   x  

LEAD  Approaches  consist  of  :  

BlueprinDng  DecomposiDon  &  ComposiDon     x   x   x   x   x   x   x   x   x   x   x  

Build  DecomposiDon  &  ComposiDon   x   x   x   x   x   x   x   x   x   x   x  

Run  DecomposiDon  &  ComposiDon     x   x   x   x   x   x   x   x   x   x   x  

ConDnuous  Improvement  DecomposiDon  &  ComposiDon    

x   x   x   x   x   x   x   x   x   x   x  

X  =  yes            (X)  yes,  parts   Source:  www.LEADingPracDce.com  

Example of LEADing Practice Integration with Process Methods

LEADing  Prac0ce  Integra0on  with  Process  Methods  

LEAD  Framework  consist  of  :  

Business  Process  Re-­‐engineering  

Business  Process  

Engineering  TQM  

JIT  ProducDon  

Lean   SigSigma   APQC   BPMN  2.0   BPMN-­‐X  

BPM-­‐  Business  Process  

Management  

Competency/Business  Model  Reference  Framework  

x   x   (x)   (x)   x   (x)   (x)   x   x  

Process  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

Value  Reference  Framework   x   x   x   x   x   x   x   (x)   x   x  

Service  Reference  Framework   (x)   (x)   (x)   x   (x)   (x)   x   x   (x)  

Cloud  Reference  Framework   (x)   (x)   (x)   (x)   (x)  

InformaDon  Reference  Framework   (x)   (x)   (x)   x   (x)   (x)   (x)   (x)   x   (x)  

ApplicaDon  Reference  Framework   (x)   (x)   (x)   (x)   x   (x)  

Data  Reference  Framework   (x)   (x)   (x)   x   (x)  

PlaVorm  Reference  Framework  

Infrastructure  Reference  Framework  LEAD  Methods  consist  of  :  

Life-­‐Cycle  Method  x   x   x   x   x   x   x   x   x   x  

Layered  Architecture  Method  x   x   x   x   x   x   x   (x)   x   x  

DecomposiDon  &  ComposiDon  Method  x   x   x   x   x   x   x   x   x   x  

Maturity  Reference  Method  x   x   x   x   x   x   x   x   x   x  

Requirement  Reference  Method  x   x   x   x   x   x   x   x   x   x  

Business  InnovaDon  &  TransformaDon  Enablement  (BITE)  Method  

x   x   x   x   x   x   x  x  

x   x  LEAD  Approaches  consist  of  :  

BlueprinDng  Approach   x   x   x   x   x   x   x   x   x   x  

Build  Approach   x   x   x   x   x   x   x   x   x   x  

Run  Approach   x   x   x   x   x   x   x   x   x   x  

ConDnuous  Improvement  Approach   x   x   x   x   x   x   x   x   x   x  

X  =  yes            (X)  yes,  parts   Source:  www.LEADingPracDce.com  

Example of LEADing Practice Integration with Enterprise Architecture Frameworks & Methods

LEADing  Prac0ce  integra0on  with  Enterprise  Architecture  Frameworks  &  Methods  

LEAD  Framework  consist  of  :  

Gartner's  enterprise  architecture  framework  

Treasury  Enterprise  Architecture  Framework  (TEAF)  

Government  Enterprise  Architecture  

(GEA)  

AGATE  (Atelier  de  GesDon  de  l'ArchiTEcture)  

Federal  Segment  

Architecture  Methodology  

SoluDon  ArchitecDng  Mechanism  

(SAM)  

TOGAF   DODAF   Zachman    

Federal  Enterprise  Architecture  Framework  (FEAF)  

Competency/Business  Model  Reference  Framework  

(x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)  

Process  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

Value  Reference  Framework   (x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)   (x)  

Service  Reference  Framework   x   x   x   x  

Cloud  Reference  Framework   x   x   x   x   x   x   x   x  

InformaDon  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

ApplicaDon  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

Data  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

PlaVorm  Reference  Framework   x   x   x   x   x   x   x   x   x   x  

Infrastructure  Reference  Framework   x   x   x   x   x   x   x   x   x   x  LEAD  Methods  consist  of  :  

Life-­‐Cycle  Method   x   x   x   x   x   x   x   x   x   x  Layered  Architecture  Method   x   x   x   x   x   x   x   x   x   x  DecomposiDon  &  ComposiDon  Method   x   x   x   x   x   x   x   x   x   x  Maturity  Reference  Method   x   x   x   x   x   x   x   x   x   x  Requirement  Reference  Method   x   x   x   x   x   x   x   x   x   x  Business  InnovaDon  &  TransformaDon  Enablement  (BITE)  Method   x   x   x   x   x   x   x   x   x   x  

LEAD  Approaches  consist  of  :  

BlueprinDng  DecomposiDon  &  ComposiDon     x   x   x   x   x   x   x   x   x   x  

Build  DecomposiDon  &  ComposiDon   x   x   x   x   x   x   x   x   x   x  

Run  DecomposiDon  &  ComposiDon     x   x   x   x   x   x   x   x   x   x  

ConDnuous  Improvement  DecomposiDon  &  ComposiDon    

x   x   x   x   x   x   x   x   x   x  

X  =  yes            (X)  yes,  parts   Source:  www.LEADingPracDce.com  

Project Management Lifecycle

Enterprise Modelling & Enterprise Architecture

LEAD Blueprinting Approach

Business & IT Alignment for Service Enablement

Success Areas For Innovation & Transformation

Business Model Innovation & Transformation

Strategy Roadmap

Structural Organization

LEADing Practice versus Best Practice of Business Model Domains

LEADing Practices of the Value Reference Framework

LEAD Governance & Continuous Improvement Approach

Layered Enterprise Architecture

IT Quality Maturity Levels

Business Process Diagram

Enterprise Modelling Principles & Enterprise Architecture for eXtended BPMN Modelling

LEAD Professional Career Path

Skills & Expertise Roadmap

The needed link between the Business & IT automation

Business  

IT  

Value  

Performance  

Data

Information Business

Technology

Process

Application

Architectural landscape

LEADing Practice Enterprise Modelling & Enterprise Architecture View

LEADing Practice Process Reference Framework View

LEADing Practice Value Reference Framework View

LEADing Practice Maturity Reference Method View

LEADing Practice Enterprise Modelling & Enterprise Architecture View

LEAD Objects

In the LEAD object modelling principles, a LEAD object refers to a specific, specialized object that is used by the Decomposition & Composition principles within the LEADing Practice Frameworks, LEADing Practice Methods and LEADing Practice Approaches.

In terms of the LEAD Way of Working using the LEAD objects, the classification of any of the LEAD objects is categorized in the following 17 areas/subjects and entities:

  Requirement & Goal   Business Competency   Rules   Process   Services   Object   Owner   Roles   Flow

  Measurement   Application   Data   Platform   Infrastructure   Media   Compliance   Channel

LEAD Objects

The purpose of LEAD object modelling is to:

  Decompose the objects into the smallest parts that can, should and needs to be modelled, and then compose the objects entities before building them (through mapping, simulation and scenarios).

  Visualize and clarify object relationships with the LEAD artifacts by using maps, matrices and models (alternative representation of information).

  Reduce and/or enhance complexity overview.

  Communicate with customers.

Business Layer: Purpose & Goal (Value) Maps, Matrices & Models

Business Layer: Purpose & Goal (Value) Way of Thinking – Strategic Aspect Tasks

Focus Area   Identify value and performance requirements   Focus on value issues and weaknesses cluster   Develop value and performance standards   Ensure value measurements (across business areas)   Apply continuous business value improvements   Ensure strategic reporting and decision flow   Business strategy development   Business design   Business model development   Develop competitive and differentiated advantage   Business Transformation & Innovation Enablement (BITE)

Relation to Strategy   Analyze business strategy   Identify internal and external drivers (competitive forces)   Understand business model drivers   Outline strategic business objectives (SBO’s)   Identify performance and value opportunities   Capture value and performance expectations and drivers   Align value drivers to business strategy   Define value innovation and transformation   Define corporate and/or business unit strategy   Develop and formalize business goals

LEADing Practice Maps

A LEAD Map is an accurate list and representation of the decomposed and/or composed LEAD Objects.

A LEAD Map is often in the form of a list that can be in a simple row as well as a catalog, and has the purpose of building an inventory or index list of the objects that are to be either decomposed and/or composed in the different LEAD Layers (business, application and technology).

Business Layer: Purpose & Goal (Value) Stakeholder Map

Stakeholder # Who specification: Who - in terms of ownership: Where specification:

Enterprise, Business Area or Group, Service Area or Group, etc.

Stakeholder Stakeholder (Business Unit)

Stakeholder (Department)

Stakeholder (Operational Manager) Business/Service Area Competency Groups Operational

Competencies

#

#

#

#

#

#

#

#

#

#

#

#

#

#

#

Business Layer: Purpose & Goal (Value) Way of Working – Tactical Aspect Tasks

Tasks & Services   Analyze CAN, WANT and SHOULD do scenarios   Analyze and benchmark strategies   Identify pain chain and goal chain   Define innovation and transformation need   Identify and develop strategic business objectives (SBOs)

and critical success factors (CSFs)   Define value expectations and drivers   Develop value guidelines and measurements   Ensure value reporting and decision flow   Identify non-core competencies for cost cutting   Develop strategic policies and guidelines

LEADing Practice Matrices

A LEAD Matrix is a representation that accurately shows the relationship between specific decomposed and composed LEAD Objects.

The core idea of a matrix is that it typically consists of aspects of one idea each in a list of row, another idea as a set of columns and a third as the cross product between the rows and columns.

This allows the LEAD Matrix to relate the unfamiliar to the familiar objects in the different layers (composition) usually through the form of a diagram, a table or a chart (e.g. rows and columns), thereby outlining direct connection points and showing a common pattern of the LEAD Objects.

Business Layer: Purpose & Goal (Value) Value Matrix

Value #

What specification: Driver & Forces

(internal/external)

Why specification: Strategy (strategic business objective)

Why specification: Value Driver

Whither specification: Goal (business/

application/technology)

What/Which specification:

Objective (CSF, plan, forecast, budget)

What/Which specification:

Performance Indicator (Strategic/Tactical/

Operational)

What specification: Value Proposition

Value Requirement (What is required to execute the value creation process)

#

Value Owner (Whom is ultimately responsible for the value management lifecycle)

#

Business Area & Group (Which business area and group is the value creation process a part of)

#

Value Requirement (What is required to execute the value creation process)

#

Value Owner (Whom is ultimately responsible for the value management lifecycle)

#

Business Area & Group (Which business area and group is the value creation process a part of)

#

Value Requirement (What is required to execute the value creation process)

#

Value Owner (Whom is ultimately responsible for the value management lifecycle)

#

Business Area & Group (Which business area and group is the value creation process a part of)

#

LEADing Practice Lifecycles

The LEADing Practice Lifecycle Method is the course of developmental changes through which the lifecycle evolves in terms of innovation and/or transformation as it passes during its lifetime.

The lifecycle phases covers the entire lifetime of the subject from analysis, strategy, requirements, component and task design and features, service definition, operations, improvements, optimization and changes.

The lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for subject matter experts and architects alike to identify, create, develop, launch, maintain and continuously optimize value for the enterprise in many different areas.

The LEADing Practice Lifecycle Method concept interlinks and can be integrated with other lifecycles and methodologies; they do, however, focus on all aspects from requirements to architecture:

LEADing Practice Lifecycles

1.  Analysis: The phase where ones strategy is defined based on requirements (e.g. business needs and wants) as well as demands. Then goals and detailed requirements are defined and choices are clarified, and through blueprinting the maps, matrices and models are developed.

2.  Design: The phase where one initiates, aligns, arranges, categorizes, charts, defines, determines, quantifies, drafts, outlines and designs the concept. The design phase considers the identified requirements and the specific design considerations for components, functions, modules, features, tasks and services.

3.  Build: The phase where one creates, sets up, builds, integrates, standardizes, harmonizes, consolidates as well as test the product or solution.

4.  Deploy/Implement: The phase where one launches, implements, executes, deploys, activates, completes, concludes and transitions the product or solution to execution (go live).

5.  Run/Maintain: The phase where the product or solution is managed in terms of their components, services, incidents/issues and change request fulfillments, etc.

6.  Continuous Improvement: The phase where one improves upon the existing features of the product or solution and evaluates, adjusts, alters, amends, changes, corrects, eliminates, enhances, increases, modifies, optimizes and/or excludes specific parts.

Business Layer: Purpose & Goal (Value) Value Management Lifecycle

Business Layer: Purpose & Goal (Value) Way of Modelling – Operational Aspect Tasks

Tasks & Services:   Create strategy map   Create scorecards   Create value maps   Create value and performance measurements   Prioritize innovation and transformation initiatives

LEADing Practice Models

A LEADing Practice Model is a representation that graphically shows the relationship and the interconnection of specific composed objects and complies with a specific set of rules for what the graphical components mean and how they are connect.

The key ideal of a model is that it is a graphical representation, an illustration, of a composition of information intended to represent an aspect of an enterprise e.g. business, application and/or technology, using a specific set of rules, which express a logic or grammar.

Based on already acquired information from either a map or a matrix (or both), a model is usually crafted to enable complex information to be communicated more easily to stakeholders, management and leadership within their domain through the use of a more detailed, graphical illustration and/or depiction.

Business Layer: Purpose & Goal (Value) Value & Goal Decomposition & Composition Model

Business Layer: Business Competency Maps, Matrices & Models

Business Layer: Business Competency Way of Thinking – Strategic Aspect Tasks

Focus Area   Business model development (level 1, 2 and 3)   Develop competitive and differentiated advantage   Business Innovation & Transformation Enablement (BITE)   Identify business requirements   Focus on business challenges and issues   Develop business design   Develop business standards   Ensure business integration, optimization and improvement (across business areas)   Business architecture strategy and alignment   Scorecard map alignment

Relation to Strategy   Analyze business strategy   Strategy map alignment and strategic anchoring   Identify internal and external drivers (competitive forces)   Identify and define internal and external forces and drivers   Understand business model drivers   Outline strategic business objectives (SBO’s)   Define value innovation and transformation   Define corporate and/or business unit strategy   Develop and formalize business goals   Develop business model based on strategic alignment

Business Layer: Business Competency Competency Map

Competency #

What specification: Who/Whose specification:

Business Competency

Area

Competency Groups

Operational Competencies

Stakeholder involved Executive Owner Managers

involved Roles/Resources

involved Business Model

Level Business Owner

#

#

#

#

#

#

#

#

#

#

#

#

#

#

Business Layer: Business Competency Way of Working – Tactical Aspect Tasks

Tasks & Services

  Identify and define competency areas, groups and operational competencies

  Identify strategic business objectives (SBO’s) and critical success factors (CSF’s)

  Define innovation and transformation need

  Identify core competitive and core differentiated competencies

  Identify non-core competencies for cost cutting

  Identify business functions and select business tasks

  Identify level of business standardization and integration

  Develop business measurements and reporting

  Develop business policies, guidelines and standards

  Understand, identify and develop balanced scorecards

  Assess and develop competency maturity levels across enterprise

Business Layer: Business Competency Competency Matrix

Competency #

What specification: Who/Whose specification:

Business Competency Area

Competency Groups

Operational Competencies

Stakeholder involved Executive Owner Managers

involved Roles/Resources

involved

Whither specification e.g. Core Differentiated, Core Competitive or Non-Core Competency

#

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. Tiered delivery model

#

Why in terms of reason specification e.g. Reason and Drivers for change

#

Whiter in terms of goal specification e.g. SBO, Plans, Forecast, Budgets etc

#

Whither specification e.g. Core Differentiated, Core Competitive or Non-Core Competency

#

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. Tiered delivery model

#

Why in terms of reason specification e.g. Reason and Drivers for change

#

Whiter in terms of goal specification e.g. SBO, Plans, Forecast, Budgets etc

#

Business Layer: Business Competency Competency Lifecycle Management

Business Layer: Business Competency Way of Modelling – Operational Aspect Tasks

Tasks & Services:

  Develop revenue model

  Develop cost model

  Develop value model

  Develop service model

  Prioritize innovation and transformation initiatives

  Business architecture roll-out

  Decompose and compose business competencies

Business Layer: Business Competency Competency Decomposition & Composition Model

Business Layer: Business Service Way of Thinking – Strategic Aspect Tasks

Focus Area

  Identify service requirements

  Focus on service issues and weaknesses cluster

  Develop service standards

  Ensure service integration (across business areas)

  Continuous service improvement

Relation to Strategy

  Capture service purpose and goals

  Align business service to business strategy

  Define service Innovation and transformation

Business Layer: Business Service Service Map

Service #

What specification Who/Whose specification

Service Area Service Group Business Service Service Channel Stakeholder Involved Service Owner Manager Involved Role/Resource

Involved

#

#

#

#

#

#

#

#

#

#

#

#

Business Layer: Business Service Way of Working – Tactical Aspect Tasks

Tasks & Services

  Identify and define service flow (service provider and service consumer)

  Service construct and delivery

  Identify and define service level agreements (SLA’s) and service measurements

  Benchmark service maturity

  Identify and define service media, channel and tiers

  Identify and define service enablement needs

  Identify and define service map and service flow

Business Layer: Business Service Service Matrix

Service #

What specification Who/Whose specification:

Service Area Service Group Business Service Service Channel Stakeholder Involved Service Owner Manager Involved Role/Resource

Involved

Whether (option) specification e.g. Service nature (simple, generic, complex) #

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. management, main or supporting #

Why in terms of reason of behaviour e.g. Rules and compliance aspects #

Whiter in terms of goal specification e.g. goals, plans, requirements etc #

Which Service measurements, reporting, channels are involved #

Whether (option) specification e.g. Service nature (simple, generic, complex) #

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. management, main or supporting #

Why in terms of reason of behaviour e.g. Rules and compliance aspects #

Whiter in terms of goal specification e.g. goals, plans, requirements etc #

Which Service measurements, reporting, channels are involved #

Business Layer: Business Service Service Management Lifecycle

Business Layer: Business Service Way of Modelling – Operational Aspect Tasks

Tasks & Services:

  Develop revenue model

  Develop cost model

  Develop service model

Business Layer: Business Service Service Decomposition & Composition Model

Business Layer: Business Process Way of Thinking – Strategic Aspect Tasks

Focus Area

  Analyze business process requirements

  Ensure that process design is based on business innovation and transformation

  Process implementation to guarantee business standardization

  Continuous process improvement

Relation to Strategy

  Value investigation in identifying critical business factors

  Ensure value planning in aligning process goals to business goals and objectives

  Enable business decision making through real time measurement (link PPI’s to KPI’s)

  Link process transformation activities to business model

  Work with process owners, business owners and executives to ensure value governance

Business Layer: Business Process Process Map

Process #

What specification: Who/Whose specification:

Business Process Area Process Groups Business

process Process Steps Process Activities

Stakeholder involved Process Owner Managers

involved Roles/Resources

involved

#

#

#

#

#

#

#

#

#

#

Business Layer: Business Process Way of Working – Tactical Aspect Tasks

Tasks & Services   Categorize processes according to the main, management and supporting processes   Benchmark process maturity levels   Identify and categorize process area and group   Identify business competencies, tasks and services in the business workflow   Identify business objects, information objects and data objects   Ensure that the system flow encompasses the organizations service, information and

process flow   Analyze and design business processes to ensure business and IT standardization and

integration   Setup process measures and ensure the level of automation e.g. system measurements   Develop business monitoring and reports in cockpits, dashboards and scorecards   Identify business rules and ensure process compliance   Ensure interlink between Business and Process Ownership   Ensure process models incorporate right process levels, measures, services, rules,

reporting and roles   Manage processes through the process lifecycle

Business Layer: Business Process Process Matrix

Process #

What specification: Who/Whose specification:

Business Process Area Process Groups Business

process Process Steps Process Activities

Stakeholder involved Process Owner Managers

involved Roles/Resources

involved

Whither (option) specification e.g. Events, gateways and measures (manual/automated)

#

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. management, main or supporting #

Why in terms of reason of behaviour e.g. Rules and compliance aspects

#

Whiter in terms of goal specification e.g. goals, plans, requirements etc #

Whither (option) specification e.g. Events, gateways and measures (manual/automated)

#

Where, in terms of level e.g. Strategic/Tactical/Operational #

How, specification in terms of manner e.g. management, main or supporting #

Why in terms of reason of behaviour e.g. Rules and compliance aspects

#

Whiter in terms of goal specification e.g. goals, plans, requirements etc #

Business Layer: Business Process Process Management Lifecycle

Business Layer: Business Process Way of Modelling – Operational Aspect Tasks

Tasks & Services:

  Process decomposition into process area, group business process, steps and activities

  Process composition, considering business purpose/goals, business competencies, services, objects, business flows, roles, business rules, compliance, measurements and the IT aspects of applications, data, media, platform and infrastructure

  Model process artifacts throughout the different layers e.g. business, application and technology

Business Layer: Business Process Process Decomposition & Composition Model

Application Layer: Application Way of Thinking – Strategic Aspect Tasks

Focus Area   Identify application requirements and goals   Business and IT (application/software) design   Focus on application development and configuration (solutions/projects)   Develop application standards   Ensure application integration   Ensure correct application testing   Maintain and optimize application solutions

Relation to Strategy   Develop application solutions based on business/IT requirements   Define solution functions linked to business functions   Develop solutions and goals based on operational objectives   Link business KPI’s to system KPI’s   Ensure correct system reporting in terms of reports, cockpits, dashboards & scorecards

Application Layer: Application Application Map

Component  #  

Whence specification: What/Which specification:

Version number Logical/Physical Component Application Module Application Function Application Feature Application Task

Application Layer: Application Way of Working – Tactical Aspect Tasks

Tasks & Services   Define level of application service standardization and integration   Develop application functions, tasks and features   Identify application to application communication   Identify application components and services   Define application components and modules   Define information objects and system flow   Design system measurements and reports   Select application functions, tasks, features and services   Build application roles   Define application rules   Ensure information compliance to governance, business, process and service rules   Develop system flow   Enable application channels and media   Enable devices to work with information   Set up system measures and monitoring   Develop system cockpits, dashboards and scorecards   Benchmark application maturity

Application Layer: Application Application Matrix

Application Service, #

What/Which specification:

<Application Service Name, #>1

<Application Service Name, #>2

<Application Service Name, #>3

<Application Service Name, #>4

<Application Service Name, #>5

<Application Service Name, #>6

<Application Service Name, #>7

<Application Service Name, #>8

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

<Process Step> #

Application Layer: Application Application Matrix

Application Layer: Application Way of Modelling – Operational Aspect Tasks

Tasks & Services

  Collect application goals

  Capture application requirements

  Analyze application functions

  Decompose system capabilities

  Define screen flows, interface map and application landscape and service flows

  Map application tasks to process activities

  Compose application map, application process matrix and application service model and matrix

  Decompose and compose application objects

  Align application service flows to process flows and steps

Application Layer: Application Application Decomposition & Composition Model

Application Layer: Data Way of Thinking – Strategic Aspect Tasks

Focus Area   Identify data requirements and goals   IT solution (data) design   Focus on data development and configuration (solutions/projects)   Develop data standards   Ensure data integration   Ensure correct data testing   Maintain and optimize data solutions

Relation to Strategy   Develop data solutions based on business/IT requirements   Develop data solutions and goals based on operational objectives   Link business KPI’s to system KPI’s   Ensure correct data reporting in terms of system reports, cockpits,

dashboards and scorecards

Application Layer: Data Data Map

What/which specification: Who is involved: Where is it used:

Data # Data Component Data Object (information/data) Data Entity Data Type Data Service Data Owner Data Users Data Channel Channel

Application Layer: Data Way of Working – Tactical Aspect Tasks

Tasks & Services

  Define data standardization and integration

  Develop and define data components, services and rules

  Define information and data objects and system flow

  Ensure data compliance to governance, business, process, application and service rules

  Develop data flow

  Enable data channels and media

  Enable devices to work with data

  Set up data measures and monitoring

  Benchmark data maturity

Application Layer: Data Data Matrix

Data #

What/which specification: Who is involved: Where is it used:

Physical Application Component

Data Object (information/data) Data Entity Data Service Data Owner Data User Channel Media

Business Service (which business service does the data service collaborate with) Application Service (which application service does the data service collaborate with)

Application Task (which application task uses the data)

Data Requirement (what business requirement does the data have to meet) Data Goal (to what end or purpose is the data required)

Data Rule (what rule governs the data)

Data Compliance (in what way does the data have to comply) Business Service (which business service does the data service collaborate with) Application Service (which application service does the data service collaborate with)

Application Task (which application task uses the data)

Data Requirement (what business requirement does the data have to meet) Data Goal (to what end or purpose is the data required)

Data Rule (what rule governs the data)

Data Compliance (in what way does the data have to comply)

Application Layer: Data Data Management Lifecycle

Application Layer: Data Way of Modelling – Operational Aspect Tasks

Tasks & Services

  Collect data goals and requirements

  Analyze meta data

  Identify and define data components, entities, roles, flows, services

  Identify system measurements, application components, platform services and components, reporting requirements

  Map data entities to application tasks

  Compose data map and data service matrix and model

  Define data distribution scenarios

  Define level of data service standardization and integration

  Define interface map

  Align data service flows to application service flows

  Identify application to application communication and data dissemination

Application Layer: Data Data Decomposition & Composition Model

Technology Layer: Platform Way of Thinking – Strategic Aspect Tasks

Focus Area   Identify platform requirements   Platform design strategy   Focus on platform development and configuration (enterprise/solutions/projects)   Develop platform standards   Ensure platform integration, harmonization, consolidation and testing   Maintain and optimize platform development

Relation to Strategy   Define platform services linked to business services   Develop platform solutions based on business/technology requirements   Develop platform solutions based on operational objectives and goals   Develop platform maturity throughout the enterprise

Technology Layer: Platform Platform Map

What/Which Who is involved: Where

Platform # Logical/Physical Component Device Function Service Owner Users Channel Media

Technology Layer: Platform Way of Working – Tactical Aspect Tasks

Tasks & Services   Define platform standardization and integration   Define platform components, devices and rules   Develop enterprise platform requirements   Develop platform services   Ensure platform compliance to governance, business, process,

service, application and data rules   Enable platform channels   Set up platform media   Enable devices to work with platforms   Benchmark platform maturity

Technology Layer: Platform Platform Matrix

Platform #

What specification: Who is involved: Where specification:

Logical/Physical Component Device Function Service Owner Users Channel Media

Platform Requirement (what business requirement does the platform have to meet)

Platform Goal (to what end or purpose is the platform required)

Platform Rule (what rule governs the platform)

Platform Compliance (in what way does the platform have to comply)

Platform Requirement (what business requirement does the platform have to meet)

Platform Goal (to what end or purpose is the platform required)

Platform Rule (what rule governs the platform)

Platform Compliance (in what way does the platform have to comply)

Platform Requirement (what business requirement does the platform have to meet)

Platform Goal (to what end or purpose is the platform required)

Platform Rule (what rule governs the platform)

Platform Compliance (in what way does the platform have to comply)

Technology Layer: Platform Platform Management Lifecycle

Technology Layer: Platform Way of Modelling – Operational Aspect Tasks

Tasks & Services   Collect platform goals and requirements   Analyze platform functions   Decompose platform functions and capabilities to compose platform services   Determine platform components to deploy platform services, application

components and data components   Identify platform services, components, software distribution, software

virtualization, high availability requirements   Map platform services to application and data services   Compose platform map and platform application matrix   Define level of platform service standardization and integration   Compose platform model, landscape and distribution model

Technology Layer: Platform Platform Decomposition & Composition Model

Technology Layer: Infrastructure Way of Thinking – Strategic Aspect Tasks

Focus Area   Identify infrastructure requirements   Infrastructure design strategy   Focus on infrastructure development and configuration (enterprise/solutions/projects)   Develop infrastructure standards   Ensure infrastructure integration, harmonization, consolidation and testing   Maintain and optimize infrastructure development

Relation to Strategy   Define infrastructure services linked to business services   Develop infrastructure solutions based on business, application and technology

requirements   Develop infrastructure solutions based on operational objectives and goals   Develop infrastructure maturity throughout the enterprise

Technology Layer: Infrastructure Infrastructure Map

What/Which specification: Who is involved: Where is it used:

Infrastructure # Logical/Physical Component Device Function Feature Service Owner Users Channel

Technology Layer: Infrastructure Way of Working – Tactical Aspect Tasks

Tasks & Services

  Define infrastructure standardization and integration

  Define infrastructure components, devices and rules

  Develop enterprise infrastructure requirements

  Develop infrastructure services

  Ensure infrastructure compliance to governance, business, process, service, application, data and platform rules

  Enable infrastructure channels

  Set up infrastructure media

  Enable devices to work with infrastructure

  Benchmark infrastructure maturity

Technology Layer: Infrastructure Infrastructure Matrix

Infrastructure #

What specification: Who is involved: Where specification:

Logical/Physical Component Device Function Service Owner Users Channel Media

Infrastructure Requirement (what business requirement does the infrastructure have to meet)

Infrastructure Goal (to what end or purpose is the infrastructure required)

Infrastructure Rule (what rule governs the infrastructure)

Infrastructure Compliance (in what way does the infrastructure have to comply)

Infrastructure Requirement (what business requirement does the infrastructure have to meet)

Infrastructure Goal (to what end or purpose is the infrastructure required)

Infrastructure Rule (what rule governs the infrastructure)

Infrastructure Compliance (in what way does the infrastructure have to comply)

Infrastructure Requirement (what business requirement does the infrastructure have to meet)

Infrastructure Goal (to what end or purpose is the infrastructure required)

Infrastructure Rule (what rule governs the infrastructure)

Infrastructure Compliance (in what way does the infrastructure have to comply)

Technology Layer: Infrastructure Infrastructure Management Lifecycle

Technology Layer: Infrastructure Way of Modelling – Operational Aspect Tasks

Tasks & Services

  Collect infrastructure goals and requirements

  Analyze infrastructure functions

  Decompose infrastructure functions and capabilities to compose infrastructure services

  Identify infrastructure services, hardware distribution and hardware virtualization

  Map infrastructure services to platform services

  Compose infrastructure map, matrix, model and landscape

  Define level of infrastructure service standardization and integration

  Define high availability scenarios

  Determine infrastructure services to support platform services

  Determine infrastructure components to deploy platform components

Technology Layer: Infrastructure Infrastructure Decomposition & Composition Model

LEADing Practice Framework Benefits

The LEADing Practice frameworks has proven to help companies with some of the most common and complex advanced modelling principles, dilemmas and challenges that companies has to confront today. This includes, but is not limited to:   Link to strategy.   Mapping of Business Model domains.   Capture Service Model.   Map and model processes and activities.   Identification of value and performance drivers.   Capture the many diverse and different workflows such as e.g. business workflows, service

workflows, process flows, application system flows, data flows, reporting flows, etc.   Model value and performance aspects, recognize and categorize measurements and reporting.   All aspects of information architecture in terms of information object modelling, information

measurements and reporting, etc.   All aspects of application modelling and application architecture in terms of application

components, modules, functions, tasks, services, flows, events, measurements and reporting as well as application standardization and integration.

  Analyze and develop your maturity levels and all aspects of data modelling and data architecture in terms of data components, data entities, data services, data flows, measurements, and data reporting as well as data harmonization and consolidation.

  Technology standardization and integration (application, data, platform and infrastructure).   Cut costs.   Introduction of new solutions (BPM, SOA, Cloud, etc.).   Business Transformation & Innovation Enablement.

LEADing Practice Benefits

LEADing Practice represents a new breed of Enterprise Architecture (EA) frameworks and EA governance standards and is today being recognized as a paradigm shift within the global business and IT community. There are many distinguishing differences between LEADing Practice and traditional EA frameworks.

The unique LEADing Practice differences are:

  Based on university research and analysis and hands-on practical working experience and implementation in companies.

  Community-driven open architecture and open standard Enterprise Architecture framework.

  Comes with industry-specific versions.

  Developed by practitioners for practitioners.

  Connects the elements of the enterprise directly to strategy and company objectives.

  Is built with a full value perspective and modelling principles.

  Comes with performance measures to demonstrate the real value of enterprise architecture.

  Includes tools for verifying the completeness and quality of business, application and technology designs.

  Works in layers, not only in domains.

  Fully integrated frameworks, methods and approaches with supporting maps, matrixes, models, assets and tools.

  Integrates its modelling principles to all other existing frameworks, methods and approaches such as ITIL, COBIT, TOGAF, Zachman, ASAP, BPMN, etc.

LEADing Practice Benefits

The unique LEADing Practice differences are (continued):

  Modelling principles are integrated and interlinked.

  Complete enterprise modelling.

  Cross-disciplinary concept.

  A consolidated and harmonized Way of Thinking, Working, Modelling, Implementing, Training and Governing.

  Has a fully integrated built-in continuous improvement approach.

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