Architectural Design Strategies and Tools for Achieving Improved Performance in Public Service...
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Architectural Design Strategies and Tools for Achieving Improved Performance in Public Service Organizations Samuel T. Harmon
Transcript of Architectural Design Strategies and Tools for Achieving Improved Performance in Public Service...
Architectural Design Strategies and Tools for Achieving Improved Performance in Public
Service Organizations
Samuel T. Harmon
Samuel T. HarmonSpeakers' Bio
Mr. Samuel Harmon retired 10 years ago after more four decades working as a researcher, R&D engineering executive, program manager, university lecturer, and management/technical consultant in the US and overseas. He is currently developing a set of mathematics-based, expert-systems software tools useful for systems analysis and project management.
For the previous 17 years, Mr. Harmon managed economic development projects in Africa, Europe, Asia, the Caribbean under contracts with the USAID, the United Nations, the World Bank, and to member nations of the European Community. He has supervised approximately 40 Organizational-Performance-Improvement-Projects and has delivered project management training to more than 5600 trainees at all management levels from 56 countries.
Before moving overseas, Mr. Harmon was employed in technical management by various DoD aero-space contractors, working on anti-ballistic missile tracking radar systems. He served a four-year term as a member of the Advanced Research Projects Agency’s Anti-Ballistic Missile Advisory Committee.
Mr. Harmon earned an MS in Electrical Engineering from the University of Michigan. He has held research and/or teaching positions at the University of Michigan, Columbia University, Harvard University, the United States International University, and the University of Dayton. He holds US Patents for analog signal processing systems, for digital error-correcting systems applied to facsimile and high-speed communications systems, and for project management expert-system, planning methodology.
System Structure
System Behavior
SystemArchitecture
System Management
System Analysis
Basic System Dimensions
SystemFunction
Enterprise Resource
Conversion
Facilities
Technology
Needs
Information
Needs Satisfaction
Beneficiaries
Human Resources
Financial
Enterprise As A Resource Matrix
Representational Equivalents
White
Red Green Blue
Yellow Turquoise Purple
Geometric Lattice Relational
Yellow Purple TurquoiseWhite
Red x x x
Blue x x x
Green x x x
Red Green
Blue
Yellow
Turquoise
Purple
White
Operation system
Environment system
Modifying Analyzing Monitoring
Output Process Input
Control system
Adaptability System
ResourceDevelopment
ResourcePlanning
ProblemForecasting
Control loop
Operation loop
Input Process Output
Strategic Adaptability
Control
Control
Operation
Environment System
Control
Adaptability
Operation
Control
Operation
Unit 1 Unit 2 Unit 3
Centralized Organizational System
Adaptability System
Control
Adaptability
Operation
Environment
Control
Adaptability
Operation
Control
Adaptability
Operation
Unit 1 Unit 2 Unit 3
Decentralized Organizational System
The Performance Gap And The Strategic Gap
Time
Pe
rfo
rma
nce
Strategic gap
Performance gap
Projected performance
Desired Perfo
rmance
Potential Performance
Resource Development
Planning
OperationImprovement
Planning
Strategic Planning
Force Field Analysis And Strategic Planning
Where We Are Now
Where We Are Want To Be
Restraining Forces
Driving Forces
Implementation Agencies
Activities
Deliverables
Resources
Objectives
Constraints
Alterables
Stakeholders Needs
Stakeholders
A System of Self and Cross Interaction Matrices
