Sharing knowledge an good practices is one of the core values of BiZZdesign. We regularly organize and contribute to online and offline seminars, conferences and round tables. Recently there was a very successful seminar on Enterprise Architecture in Dutch healthcare. After presentations on “Dilemma’s for Architects”, the relation between physical and digital architecture in hospitals and “Data Management”, we had a World Café on various topics. Please share your good and worst practices by reacting to this blog.
Over centuries, we have seen architects and engineers leading innovation. The Romans building ingenious aqueducts, the construction of the Canal du Midi and the Eiffel Tower in France, or more recently the Norman Foster’s Millau viaduct or landmark buildings like the Guggenheim Museum in Bilbao by Frank Gehry. Buildings that inspire and stretch technological possibilities. Ideas that have literally shaped construction and design, and transformed their surroundings.
This is the fourth posting in our series on using ArchiMate in practice. The goal of this posting is to come to grips with the structure of the language, building on the previous posting where we considered the structure vs. behavior aspects. Simply put, we argued that:
The Open Group Architecture Framework (TOGAF) is the most popular framework for developing an enterprise architecture (EA). It is an open standard and may be used freely by any organization wishing to develop an enterprise architecture for use within that organization. BiZZdesign believes in an EA approach that is based on open standards and frameworks. We combine and pre-package frameworks and standards like TOGAF and ArchiMate as an accelerated approach to jump-start customers’ EA programs. In this blog we will explain how we use TOGAF as framework, apply it in practice, with the goal of doing business-outcome-driven EA.
Earlier this week, a large Dutch insurance company got itself into the national headlines after mixing up sensitive customer data. By mistake, over 2,500 participants in a large-scale medical research received an e-mail with information that was intended for other participants.
“In creating and handling the data, we made a mistake. This way we accidentally coupled the wrong information to the e-mail addresses of the research participants”. According to the insurance company, this was a “human error’’, and not an error in the organization’s system, which was tested extensively. The company regrets the incident, “especially because we value careful handling of data to a great extent”. A special telephone number has been issued by the insurance company to answer the questions of all the victims of the course of events. An expensive matter!
This is the third posting in our series on using ArchiMate in practice. The goal of this posting is to come to grips with the structure of the language, building on the previous posting where we discussed the mind of the architect using the Frisco framework.
Tags: Decision Model Management, Business Model Management, Enterprise Architecture Management, Lean Management, Business Process Management, Infrastructure Architecture Management, Governance, Risk & Compliance
Do you recognize the feeling that you did not fully receive or obtain the complete set of information in the meeting you just left? Then you know that asking the right questions is not always sufficient in order to get the desired answers.
But what more can you do? And how do you know whether you have collected the most relevant input?
Where we use the term ‘interview’, we actually refer to a broad spectrum of meetings and conversations. As we see it, a lot of the business meetings, workshops and conversations we are in, involve the gathering, interpreting and exchange of information. All these conversations have an ‘interview component’ in it.
“If you can't measure it, you can't improve it” is a wise saying by Peter Drucker. In this blog I elaborate on the use of Performance Indicators (PI’s) in order to measure the performance of your processes and present some valuable tips regarding the use of PI’s. In my following blog I will demonstrate how I used PI’s in one of my projects in order to improve business performance.
PI’s provide us valuable information about how our processes are running and whether adjustment is required. On a strategic level these indicators are called KPI’s: Key Performance Indicators. They are used to get insight in the extent the organization is attaining its strategic objectives. On a more tactical and operational level, PI’s provide information that can be used for making processes more effective and efficient which in turn enhances customer value. Besides, PI’s may eventually indicate the need for projects required (such as redesign of our processes or adjustment of applications). Whereas the design of a process helps us to plan the operational work in line with our strategy (how the process is intended, how it should work), PI’s help us to reflect on how the work was actually executed (how the process is working, how it actually is).
As we have pointed out in a previous blog, organizations need to develop a coherent business transformation management capability, which aligns the various disciplines involved in change along desired business outcomes. Few organizations have a systematic and reliable way of translating business strategy into action across all relevant elements of the organization. Establishing such a practice requires appropriate ways of working, skills, and tools. BiZZdesign is the one-stop shop that helps you with establishing and maturing your change capability.