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Enterprise architecture is typically used as an instrument
in managing a company's daily operations and future
development
?mission (e.g., to become the customers' preferred supplier)
2.We will outline the relationship of enterprise architecture
with some well-known management practices in each of
these areas, in a management context:
Strategic management: the Balanced Scorecard
Business model development: Business Model Canvas
Business architecture: BIZBOK(R) Guide and O-BA
Quality management: EFQM and ISO 9001
IT governance: COBIT
IT delivery and support: ITIL
IT implementation: CMM and CMMI
Slide 4
Relationship of EA with Management Practices
Slide 5
Strategic Management: Balanced Scorecard
?To put the BSC to work, a company should first define its mission,
objectives, and measures for each perspective, and then translate
these into a number of appropriate targets and initiatives to achieve
these goals
?Learning and Growth perspective addresses the corporate and
individual ability to change and improve, which is critical to any
knowledge-intensive organization
Slide 6
Strategic Management: Balanced Scorecard
Slide 7
Strategic Management: Balanced Scorecard
?Balanced Scorecard (BSC) helps an enterprise to clarify and implement
its vision and strategy
?BSC suggests viewing an enterprise from four perspectives
?measures (e.g., percentage of turnover generated by new products)
????
Enterprise architecture is typically used as an instrument
in managing a company’s daily operations and future
development
We will outline the relationship of enterprise architecture
with some well-known management practices in each of
these areas, in a management context:
Strategic management: the Balanced Scorecard
Business model development: Business Model Canvas
Business architecture: BIZBOK® Guide and O-BA
Quality management: EFQM and ISO 9001
IT governance: COBIT
IT delivery and support: ITIL
IT implementation: CMM and CMMI
Slide 4
Relationship of EA with Management Practices
Slide 5
Strategic Management: Balanced Scorecard
Balanced Scorecard (BSC) helps an enterprise to clarify and implement
its vision and strategy
Traditionally, management focus has strongly been on financial aspects.
BSC suggests viewing an enterprise from four perspectives
Customer perspective asks how the enterprise should appear to its
customers, with measures like customer satisfaction
Financial perspective is focused on the business value created by the
enterprise, entailing measures such as shareholder value
Internal Business Processes perspective looks at the effectiveness
and efficiency of a company’s internal operations, paying special
attention to the primary, mission-oriented processes
Learning and Growth perspective addresses the corporate and
individual ability to change and improve, which is critical to any
knowledge-intensive organization
Slide 6
Strategic Management: Balanced Scorecard
Slide 7
Strategic Management: Balanced Scorecard
For each of the four perspectives the BSC proposes a three-layered
structure:
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