Post on 15-Apr-2018
Arab Republic of Egypt Ministry of State for
Administrative Development
Egyptian Government Enterprise Architecture Framework
(EGEAF)
People - Services - Processes &Technology Vision / Scope
Author Enterprise Architecture Working Group
Author Position Group
Date 09/12/2006
Version 4
Arab Republic of Egypt Ministry of State for
Administrative Development
“Without dreaming for a better tomorrow …! How this Country could ever been
surviving…?“
An Egyptian Citizen
Table of Contents Abbreviations & Acronyms ............................................................................................... 1
Enterprise Architecture Basic Definitions.......................................................................... 3
Objectives ........................................................................................................................... 4
Enterprise Architecture Methodology ................................................................................ 5
Background of Enterprise Architecture Frameworks......................................................... 8
Countries Ranking by IFEAD .......................................................................................... 11
Enterprise Architecture Framework basic guidelines principles...................................... 12
Egyptian MSAD Working Group approach ..................................................................... 12
The Egyptian Government Enterprise Architecture Framework (EGEAF) ..................... 13
Benefits of Applying EGEAF .......................................................................................... 13
Main characteristics of EGEAF ....................................................................................... 14
(EGEAF) Directions ......................................................................................................... 16
EGEAF Implementation Guidelines ................................................................................ 21
EGEAF Implementation Process ..................................................................................... 22
References ........................................................................................................................ 23
Abbreviations & Acronyms
CPIC Capital Planning and Investment Control
EA Enterprise Architecture
IFEAD Institute for Enterprise Architecture Development
IDEF Integrated Computer Aided Manufacturing Definition Language
SADT Structure Analysis & Design Technique
EDI Electronic Data Interchange
DBMS Database Management System
IT Information Technology
ITIL Information Technology Infrastructure Library
CMDB Configuration Management Database
IMPACT International Multi-user Plasma, Atmospheric and Cosmic dust
Twin laboratory
UPDM UML Profile for DoDAF/MODAF
UML Unified Modeling Language
EGEAF Egyptian Governmental Enterprise Architecture Framework
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IPPD Integrated Product and Process Development
IPT Integrated Product Team
SDP Service Development Process
ERP Enterprise Resources Planning
MRP Material Resource Planning
PDM Product Development Management
DW Data Warehousing
ODS Operational Data Stores
ITIV Information Technology Infrastructure View
ROI Return On Investment
FEA Federal Enterprise Architecture
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Enterprise Architecture Basic Definitions
“Enterprise architecture (EA) is a conceptual blueprint that defines the structure and
operation of an organization and its elements. “
The intent of enterprise architecture is to determine how an organization can most
effectively achieve its current and future objectives.”
“A good definition of "enterprise" in this context is any collection of
organizations that has a common set of goals/principles and/or single bottom
line. In that sense, an enterprise can be a whole corporation, a division of a
corporation, a government organization, a single department, or a network of
geographically distant organizations linked together by common objectives.”
“A good definition of "elements" in this context is all the elements that enclose
the areas of Business, Processes, Technology and People Objectives
In that sense, examples of elements are: strategies, objective drivers, principles,
Beneficiaries , units, locations, budgets, domains, functions, activities, processes,
services, products, information, communications, applications, systems,
infrastructure, etc”.
“The standardized operational guidelines and rules to follow for employing the
Enterprise Architecture in a real world environment is the so called “Enterprise
Architecture Framework”
Enterprise Architecture is the practice of applying a comprehensive and rigorous
method for describing a current and/or future structure and behavior for an organization's
processes, information systems, personnel and organizational sub-units, so that they
align with the organization's core goals and strategic direction. Although often
associated strictly with information technology, it relates more broadly to the practice of
business optimization in that it addresses business architecture, performance
management, organizational structure and process architecture as well.
Enterprise architecture is becoming a common practice within the U.S. Federal
Government to inform the Capital Planning and Investment Control (CPIC) process. The
Federal Enterprise Architecture (FEA) reference models serve as a framework to guide
Federal Agencies in the development of their architectures. The primary purpose of
creating enterprise architecture is to ensure that business strategy and IT investments are
aligned. As such, enterprise architecture allows traceability from the business strategy
down to the underlying technology.
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Objectives
Enterprise Architecture Framework as applied to governmental & public services
organizations may have a part or whole of the following objectives:
• Establish and document a governmental or public service enterprise level
infrastructure (architecture) that relates its business and service processes,
information, applications with information technology to provide optimum
performance.
• Apply proven architecture practices to help management improvements across
the governmental units
• Achieve an order-of-magnitude improvement in the government’s value to the
citizen, with decisions in minutes or hours not weeks or months.
• Identify opportunities to leverage technology and alleviate redundancy, or
highlight where Technological resources overlap reducing the value of
investments.
• Support a citizen-centered result with focused governmental management
activities that maximizes resources to better achieve services.
• Creates the basis and need for focusing attention on the areas of:
o Enterprise business process analysis/engineering
o Enterprise business knowledge analysis/engineering
o Enterprise applications analysis/engineering
o Enterprise IT technical analysis/engineering
o Human Assets usage optimization
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Enterprise Architecture Methodology
The practice of enterprise architecture involves developing an architecture framework to
describe a series of "current", "intermediate" and "target" reference architectures and
applying them to align change within the enterprise. Another set of terms for these are
"as-is", "to-be" and the "migration plan".
These frameworks detail all relevant structure within the organization including
business, applications, technology and data. This framework will provide a rigorous
taxonomy and ontology that clearly identifies what processes a business performs and
detailed information about how those processes are executed. The end product is a set of
artifacts that describe in varying degrees of detail exactly what and how a business
operates and what resources are required. These artifacts are often graphical.
Given these descriptions whose levels of detail will vary according to affordability and
other practical considerations decision makers can make informed decisions about where
to invest resources, where to realign organizational goals and processes and what
policies and procedures will support core missions or business functions.
A strong enterprise architecture process helps to answer basic questions like:
• Is the current architecture supporting and adding value to the organization?
• How might an architecture be modified so that it adds more value to the
organization?
• Based on what we know about what the organization wants to accomplish in the
future, will the current architecture support or hinder that?
A value-based approach to implementing an enterprise architecture is recommended in
order to realize quick wins, most notably when the team is first being formed. An
analysis of key questions as listed above that provide the most value in an organization
should lead the enterprise architecture team towards their highest priority tasks. Teams
that spend too much time documenting the plan, without providing real value to decision
makers, will be at risk of being disbanded.
Implementing enterprise architecture generally starts with documenting the
organization's strategy and goals.
The architecture process addresses documenting and understanding the discrete
enterprise structural components, typically within the following four categories:
1. Business:
1. Strategy maps, goals, corporate policies
2. Functional decompositions (e.g. IDEF0, SADT), capabilities and
organizational models
3. Business processes
4. Organization cycles, periods and timing
5. Suppliers of hardware, software, and services
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2. Applications:
1. Application software inventories and diagrams
2. Interfaces between applications - that is: events, messages and data flows
3. Intranet, Extranet, Internet, eCommerce, EDI links with parties within
and outside of the organization
3. Information:
1. Metadata
2. Data models: conceptual, logical, and physical
4. Technical:
1. Hardware, platforms, and hosting: servers, and where they are kept
2. Local and wide area networks, Internet connectivity diagrams
3. Operating System
4. Infrastructure software: Application servers, DBMS, etc...
Wherever possible, all of the above should be related explicitly to the organization's
strategy, goals, and operations for planning and decision-making needs. The enterprise
architecture is most useful when documenting the current state of the technical
components listed above, as well as an ideal-world desired future state (Reference
Architecture) and finally a "Target" future state which is the result of tradeoffs and
compromises vs. the ideal state.
Such exhaustive mapping of IT dependencies has notable overlaps with both Metadata in
the general IT sense, and with the ITIL concept of the Configuration Management
Database. Maintaining the accuracy of such data can be a significant challenge. CMDBs
are for managing the current state effectively, while EA repositories are employed for
corporate project and strategic planning exercises.
Governance is the key process to keep organizational changes on target for meeting
articulated goals and strategies defining the future state of the enterprise. Governance
can be applied in various strengths from strongly enforced policies, to more subtle
means such as the agreement and declaration of IT principles.
An intermediate outcome of implementing an enterprise architecture process is a
comprehensive inventory of business strategy, business processes, organizational charts,
technical inventories, system and interface diagrams, and network topologies, and the
explicit relationships between them. The inventories and diagrams are tools to support
decision making at all levels of the organization. It is the key that information remain
current to be relevant and useful, a process must exist to keep the information
"evergreen".
The organization must design and implement processes that ensure continual movement
from the current state to the future state, keeping the details current. The future state
planning will generally be a combination of one or more:
• Closing gaps that are present between the current organization strategy and the
ability of the IT organization to support it
• Closing gaps that are present between the desired future organization strategy
and the ability of the IT organization to support it
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• Necessary upgrades and replacements that must be made to the IT infrastructure
using lifecycle management practices for infrastructure and technologies
employed, to address ever changing regulatory requirements, and other initiatives
not driven explicitly by any single team in the organization's functional
management. One such example is Service Oriented Architecture, an ideal
candidate for enterprise architecture team leadership.
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Background of Enterprise Architecture Frameworks
Enterprise architecture frameworks provide a method of organizing architectural
documents, dividing them into manageable parts and defining cross linkages between
them. Some frameworks, especially those from government agencies, have influenced
each other. These include:
• Government or authoritative frameworks
o Zachman Framework - A seminal proponent for architecture
frameworks[1]
o DODAF - from US Department of Defense Architecture Framework
o MODAF - from UK Ministry of Defense Architecture Framework
o TOGAF - from The Open Group (definers of Unix standards), although it
describes methods to develop an architecture framework.
o TEAF - older US government (Treasury) framework that fed into
DODAF
• Vendor-specific frameworks
o Extended Enterprise Architecture Framework (E2AF) from the Institute
For Enterprise Architecture Developments. Extended Enterprise
Architecture Framework.
o Capgemini's Integrated Architecture Framework
o Hewlett Packard's (HP) agile enterprise architecture
o IMPACT Methodology from Tata Consultancy Services
o Zero delta - an enterprise alignment and architecture framework;
alternative to Zachman Framework [2]
Miscellaneous:
o NIH Enterprise Architecture Framework
o UPDM (UML Profile for DODAF/MODAF) from the Object
Management Group Object Management Group which allows
reconciliation and formal modeling of those two frameworks.
• Enterprise Architecture Standard
o Archimate
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influenced
ISO/IEC
14252
influenced
influenced
influenced
influencedinfluenced
influenced
influencedinfluenced
influenced
influenced
supported by
supported by
Supported by
adopted by
references
references
references
1985 1990 1995 2000 2005
influenced
influenced
influenced
influenced
Zachman
1987
EAP
1992
TISAF
1997
FEAF
1999
IAF v1
1996
IAF v3 EE
2001
TAFIM
JTA
DoD TRMC4ISR
1999
TOGAF
1995
TOGAF
2002
DoD AF
2003
FEAF
2003
E2AF
2003
UVA Model
1994
Zachman
2003
XAF
2003
TEAF
2000
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Countries Ranking by IFEAD
According to the results of the third electronic survey, executed by the Institute for
Enterprise Architecture Development (IFEAD) ©, on the progress of Enterprise
Architecture (EA) usage & implementations in several organizations al over t h e
world.
The Enterprise Architecture Survey's first edition was executed during 2003 and the
results were presented during the LAC2003 conference in the Netherlands. A summary
of the results is present on the website of the Institute for Enterprise Development;
http://www.enterprise-architecture.info/ & attached CD to the current study.
According to IFEAD EA activity ranking for 2005 is as shown below for the top 20
ranking. Highest progress in the ranked countries, related to 2004, went for India,
Singapore and Brazil,
United States of America 45.27%
United Kingdom 6.50%
Canada 6.24%
Netherlands 5.54%
Australia 4.66%
India 2.60%
Germany 2.55%
South Korea 1.78%
France 1.64%
South Africa 1.50%
Japan 1.48%
Sweden 1.25%
Iran 1.24%
China 1.07%
Switzerland 0.99%
Belgium 0.90%
Singapore 0.80%
Italy 0.75%
Brazil 0.70%
Spain 0.69%
If we revise the overall list of registered EA countries in 2005, it is interesting to see that
a total number of 149 countries are identified to be active in the process of Enterprise
Architecture domain
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Enterprise Architecture Framework basic guidelines principles
• No Strategic Vision, No EA. If we know where we are, but we do not know
where to go, we can not plan any business or service.
• Good is Good Enough. An Enterprise Architect knows he has achieved the
perfect solution not when there is nothing left to add, but when there is, nothing
left to take away.
• The Only constant is Dynamics. Dynamics is the only constant while
amativeness is the natural variable, so plan for this constant.
• Pure Logic is the ruin of the Spirit. Pure logic is the ruin of the spirit and
creativity delivers unexpected opportunities, so creativity is a must.
Egyptian MSAD Working Group approach
Define the most popular and effective frameworks which are used by modern
governments like Zachman, TEAF, TOGAF, C4ISR, FEAF, DODAF and IAF.
• Study the most effective well known frameworks
• Define the most suitable framework
• Localize the framework according to the Egyptian Government environment
• Recommendations for Organizational Development in the Egyptian environment
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The Egyptian Government Enterprise Architecture Framework (EGEAF)
EGEAF is mostly inspired by FEAF & IAF; it can be based upon localization of the
FRAMWORK approach detail in the main Reference attached:
Totally Integrated Enterprises-Thomas E.Miller; Daryle W.Wagner- Ratheon
Professional Services, LLC; ISBN: 1-5444-308-8
St. Lucie Press; 2001
Benefits of Applying EGEAF
• Better Planning, Approval, Implementation and Operation.
Enabling the government to consider the enterprise standards for business,
information, applications and technology as they determine that business,
services and investment decisions that are in the best interests of the government
as a whole by:
o Providing information to determine if proposed agency
projects/procurements meet enterprise EA standards, thereby avoiding
approval of non-EA compliant projects/procurements that may become
de facto standards.
o Serving as a basis for determining “opportunities” for collaboration and
consolidation of similar requirements/requests from multiple agencies.
o Identifying “gaps” in existing or planned business processes,
information, applications and technology.
o Providing improved information for IT Asset Management and Risk
Management.
• Security and Business and service Continuity
Establish the framework for Improving physical and application IT network
security. Developing business continuity planning to include disaster recovery
• Asset Management.
Provide fundamental business and technology standards/framework on which the
government’s information technology assets are based, built and managed.
• Risk Management.
Provide improved data regarding agency and Common wealth business,
information, applications and technology that facilitates improved analysis of
investment and project risk.
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Main characteristics of EGEAF
Selection process among all the available frameworks should consider important criteria
such as:
• Comprehendible as to top management;
• More sophisticated and inclusive than generic framework;
• Focus on Services; business (market) elements;
• Encourages integrated teamwork behavior in governmental units.
To have a closer look on the characteristics of integrated enterprise architecture, we have
to concentrate on four side views that are strategic direction, business, processes, and
resources.
1. Strategic direction/view
• Strategic direction is carried by the executive management. Reference to
Egyptian governmental units, executive management shall be:
o Ministerial Technical Offices in 29 portfolio ministries and ministries of
state;
o Board of Directors in service organizations.
o Board of Directors in 59 economic organizations
o Main Bureaus in 26 governorates.
Organization's vision will be in line with the vision and scope of work of the
state. Furthermore, the organization's values will commit to Egyptian legislations
governing state employment, especially law 47/1978 with its amendments. In
setting its strategic direction, executive management should determine specific
objectives in terms of output quantity, output quality, and required timeframe.
• Strategic view will perform leadership, direction, deployment, and execution
functions.
2. Business / service view
• Competition
EGEAF necessitates competition between public and private service providers.
Competition becomes increasingly crucial in the light of the MSAD initiatives to
contract with private companies to provide governmental services (recently
inaugurated by the Minister). Thus, governmental units enjoying monopoly status
within the market should gradually adjust to market forces when it comes to
energy and material supplies. The challenge in front of governmental service
providers will be how to compete successfully with private providers in price and
quality aspects. Competition will eventually enhance quality, lower prices, and
allow varieties, which fall, in the primary interest of the citizen.
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• Citizen-Satisfaction
Citizen satisfaction ensures the business/ services sustainability of the enterprise.
The framework supports statistical research in order to forecast strengthens and
weaknesses of provided services In addition, there should be an active complain
mechanism in governmental units, provided that the mechanism will set specific
standards and timeline for responding to complain. Extended enterprise (product
program).
• Return on Investment (ROI).
EGEAF raises economic efficiency in running public enterprises. The Return on
Investment formula should be used to evaluate the financial performance of
public service providers
3. Process view
• Outsourcing for non-core activities. The framework tackles the process view
primarily by outsourcing for non-core activities such as training and
consultancies. Outsourcing guarantees efficient process management and enables
the enterprise to save financial and mental effort when providing non-core
services. The assistant services sector (Khadamat Me'awna) might be subject to
outsourcing as a non-core activity.
• Documented processes. Enterprise managerial, financial, and business processes
should be documented for the use of internal staff. Moreover, process stages are
pre-determined and checked against practices to improve the level of
transparency and accountability in public enterprises. Documented processes
should also be accessible to stakeholders online through enterprise websites.
• Provide process metrics for value-earned computation. Enterprise processes
(production, human assets, finance, etc) will be set against numerical metrics as
to account management.
4. Resources view
• Facilities. Facilities include land, buildings, and machinery.
• Tools.
• Personnel. Human Assets development will take place through professional
training in soft skills, vocational, and IT fields. Compensation and bonus systems
shall be based on performance and customer satisfaction.
EGAF should encourage the creation of pilot programs in governmental enterprise. Pilot
programs brand governmental services and introduce them to the market with smart
marketing techniques and well-studied sales strategy. Some governmental services will
then have a market niche, and many will be able to generate high returns according to
their respective business proposals.
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(EGEAF) Directions
EGEAF main directions are divided for four directions executive leadership, business
development, process management and enterprise support/enablers directions. Hereunder
are the details of each direction.
1. Leadership
The leader will be responsible for answering some questions concerning our strategic
themes:
• Coverage. What is the enterprise coverage segment? What is the enterprise
products/service image?
• Process. What is the enterprise operational strategy? At what business/services
processes must the enterprise excel?
• People. What competencies and behaviors must the enterprise master?
• Citizens. How should the enterprise appear to (citizens) Tax & Non Tax Payers?
These questions should be answered in details in the annual plan of the enterprise.
2. Business development
Business development activities answer four questions:
• Is there an opportunity/Necessity? An opportunity/Necessity should respond to
a problem, be innovative, identify a Market gap/Citizen Need, and possess a
healthy cost structure. There should be a written Business/Service plan/proposal.
• Is it technologically and financially feasible to provide the product/service? This will be settled by technical and financial reports.
• Is the idea in the enterprise interest? The enterprise interests should be derived
from its mission, vision, and values. The idea should also fall under one of the
enterprise goals.
• Should the enterprise pursue the idea? This is a top management decision
based on strategic plan and opportunity cost of implementing alternative ideas to
the enterprise.
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3. Process management
Integrated Product & Process Development (IPPD): "management technique that
integrates all essential acquisition activities through use of multidisciplinary teams to
optimize the design, manufacturing, business, and supportability processes"
IPPD (by phase)
• Concept Exploration
• Program Development
• Concept Development
• Demonstration & validation
• Production & Delivery
• Operations & Support
Integrated Product Team (IPT’s) will execute products/services. IPT is a cross-functional
team representing multi-disciplines, key suppliers, and customers within the enterprise.
IPT should operate under the following guidelines:
• Abidance by a master plan & master schedule. The IPT leader presents this plan
and takes an approval from enterprise top management. Top management ensures
that this plan lies in accordance with the activities of other IPTs. IPT leader is
accountable to top management on behalf of his team;
• Coordination between enterprise objectives and team activities;
• Delegated to carry planning, HUMAN ASSETS, budgeting functions. IPT should
be work in harmony and in a decentralized manner as to meet set objectives.
IPT responsibilities:
• Business cases. IPT's may be responsible for specific service branches or brands.
This strongly applies to e-government services;
• Customer contracts.
• Purchase agreements.
• Service advertising, sales, and marketing.
Core competence:
Enterprise should identify its core competence not from its own viewpoint, but from the
Customer//Citizen Viewpoint. It shall thus conduct market research, opinion polls, and
analyze results in order to explore what constitutes its core competence.
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Customer-orientation:
• Easy access & visualization of service data.
Access to governmental services should be simplified using guideline sheets that
are hanged clearly and informatively on service front-desks. Service guidelines
should be also posted on the enterprise's website to channel data to customers
prior to approaching service desks.
• Easy ordering mechanism.
The framework will facilitate the ordering of governmental services. This is also
an important feature of the e-government project implemented by MSAD.
• Prompt & accurate order fulfillment.
The framework will make use of the ISO 9001/2000 standards to assure the
quality of the service delivery
• Access to grievance/complain procedure.
• Measurable (as to timeline) response procedure.
• Incentives for repeat business and referrals.
The framework thus reiterates the importance of promotional offers like monthly,
yearly, and limited subscriptions to raise the proceeds of governmental services,
and decrease the cost on beneficiary customers.
Service Development Process (SDP):
• Reduced reliance on use of prototype.
• Six-Sigma type system engineering.
• Securing technical/business what-if scenarios.
• Translation of customer requirements into technical requirements.
4. Enterprise Enabling/Support
• Human Assets Management
o Determining job skills (level and mix) needed by enterprise.
o Employee development (personal, professional, and career). This needs
the existence of documented career path plans.
o Employee performance measurement and feedback. This should be
narrated in the being-drafted Civil Service law.
o Supporting the creation/sustainability/disband of IPT's according to the
short-term needs of the enterprise.
• Information Resources management.
o No particular IT system is recommended to governmental units (ERP,
MRP, and PDM). There is no on-size-fits-all solution.
o Each enterprise will create a Data Warehouse (DW), whereby data from
24 hrs. To 2 years old will be stored under subject headings like
production, operations, administration, etc... Management can easily
extract this data and pursue a knowledge-based decision.
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o Operational data stores (ODS) are crucial to our framework. They are
simply a transactional system used by functional departments like sales,
logistics, etc. and containing critical data with limited use.
o Information Technology Infrastructure View (ITIV):
o Physical view: addresses connectivity.
o Logical view: addresses transport interpretability.
o Network management view: addresses manageability.
• Financial resources management.
o Over-time expenditure tracking. This should appropriate enterprise
expenditure and monitor the use of petty cash, not to mention the monitor
of advertising and PR expenditure. There should not be any excess
expenditure above the ceiling of these appropriations as determined by
the Ministry of Finance.
o IPT access to budgetary data. Budgetary data should be distributed
among IPT as long as these teams are present for sustainable employment
within the enterprise.
o Strengthening the practices of financial transparency and disclosure.
o Adopting the use of prioritized portfolios.
o E-recording, review, and minutes of enterprise conferences and meetings.
This will improve access to data as well as decreasing the cost of
archiving data.
• External relations Management.
o Spreading enterprise presence on-campus, and supporting educational
institutions through partnerships and joint initiatives. This extends to
sponsoring student extracurricular activities besides student projects in
the faculties of engineering and sciences in capital and regional
universities.
o Cooperating with academic and research bodies in setting/updating
industrial standards.
• Improvement & Change Management
o Establishing R&D and innovation departments.
o Reviewing budget allocations to product /service innovation.
o Benchmarking processes against TQM and ISO 9000 standards, and
renewing metrics to act as a tool for management accountability.
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EGEAF Main Features
In fact, applying and implementing the EGEAF within the governments’ units should
provide them with the competence to adopt a practical, convenient and continual
improving framework. This framework will enable the unit to sustain the most important
features of the frame, such as:
1. Collaborative enterprise
• Shared information and business rules.
• Complementary objectives/capabilities.
• Win-win situations for stakeholders, namely government, customers, and
suppliers.
• Coordinating with related-government enterprises.
2. Virtual enterprise
• Operations can be increased/decreased/replaced w.r.t . . . to demand.
• Information should be shared among organizational levels, and with Public
Sponsors.
• Dynamic resource allocation and interoperability.
3. Learning enterprise
• Diverse sources of materials and delivery.
• Drive for continuous improvement.
4. Lean enterprise
• Customer-oriented service delivery.
• Service focus.
• Elimination of waste.
5. Agile enterprise
• Quick, easy reconfiguration to exploit opportunities or avoid risks.
• Component-based architecture.
• Smooth product flow regardless to employee shuffling.
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EGEAF Implementation Guidelines
• Easy-to-read requirements document. It is written in a business, non-technical
language;
• Enterprise Modeling is usually carried out by a project leader, with the assistance
of a facilitator and a system analyst for a short-term mission;
• Requirements document is followed by a design/development plan. It is preferred
to be a six-sigma type initiative;
• IT developers are listeners at this stage. There input starts maximizing when the
requirement document is turned into an improvement manifesto with regard to
direction, business, processes, and resources (4 side views);
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EGEAF Implementation Process
Assessment Phase Tools Preparation (if valid)
Gather Data Awareness Building, Team
Building, and problem Solving
Training
Analyze/Evaluate
Data
• Checklist
• Flow Diagrams
• Questionnaires
• Interviews
Achieve Consensus
on Current State
• Pareto Charts
• Time Plots
• Process Maps
Prioritize & Select
Projects
• Decision Support
• Teambuilding
Allocate Resources
& Empower
• Decision Support
• Team building
• Project Management
(prioritize projects,
allocate resources )
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References
Main Reference (Attached)
Totally Integrated Enterprises-Thomas E.Miller; Daryle W.Wagner- Ratheon
Professional Services, LLC; ISBN: 1-5444-308-8
St. Lucie Press; 2001
Others
• Tony Shan and Winnie Hua (2006). Solution Architecting Mechanism.
Proceedings of the 10th IEEE International EDOC Enterprise Computing
Conference (EDOC 2006), October 2006, p23-32.
• Carbone, J. A. (2004). IT architecture toolkit. Enterprise computing series. Upper
Saddle River, NJ, Prentice Hall PTR.
• Cook, M. A. (1996). Building enterprise information architectures:
reengineering information systems. Hewlett-Packard professional books. Upper
Saddle River, NJ, Prentice Hall.
• Groot, Remco; Martin Smits, Halbe Kuipers, 2005. "A Method to Redesign the
IS Portfolios in Large Organizations", Proceedings of the 38th Annual Hawaii
International Conference on System Sciences (HICSS'05) - Track 8 p. 223a
(IEEE)
• Pulkkinen M.: "Systemic Management of Architectural Decisions in Enterprise
Architecture Planning. Four Dimensions and Three Abstraction Levels." In:
Sprague, R.H. Jr (ed.): The Proceedings of the 39th Annual Hawaii International
Conference on System Sciences (HICSS), January 2006. - p.179
• Spewak, S. H. and S. C. Hill (1993). Enterprise architecture planning:
developing a blueprint for data, applications, and technology. Boston, QED Pub.
Group.
• Zachman, A.J. (1987). A framework for information systems architecture IBM
Systems Journal , Vol 26, No, 3, [3]
Mainly Refer to
http://www.enterprise-architecture.info/ website
http://en.wikipedia.org website
(A Detailed List is available on the attached CD)