Open Text Metastorm ProVision? 6.2 Strategy Implementation电子书

Open Text Metastorm ProVision® 6.2 Strategy Implementation

Table of Contents

Open Text Metastorm ProVision® 6.2 Strategy Implementation

Credits

Foreword

About the Author

About the Reviewers

www.PacktPub.com

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Why Subscribe?

Free Access for Packt account holders

Instant Updates on New Packt Books

Preface

About this book

What this book covers

Conclusion

What you need for this book

Who this book is for

Conventions

Reader feedback

Customer support

Errata

Piracy

Questions

1. Designing a Strategy

Why choose ProVision®

Personal context

Time

Responsibility

Scope

Project scope

Enterprise scope

Business context

Recommendation

Strategy

The business case

The framework and methodology

The toolset

Governance

Implementation

Lists

Building your lists

Who is responsible for initially gathering the information

How do you name objects

Who ensures that the object is maintained

Where is the object stored

What is the publishing process for models

How much detail does the object require

How do you move the information from another system to ProVision®

Project management methodology

Build sequence

Customers

Products and services

Critical processes

Critical elements

Actors

Business rules

Computer systems

Data

Events

Facilities

Gear (equipment)

Goals

Next phase

Leverage

Sample development program

Summary

2. Making a Business Case

The benefits of moving to a central repository

Designed to scale

Object

Link

Model

Notebook and file

Repository

Store once, reuse many times

Working collaboratively

Architecture or design

TOGAF9

Federal Enterprise Architecture

Evidence

Open Text Metastorm's unique strengths

Open Text Metastorm BPM

The competitive advantage

Better decisions now

Case study: Sandra's story

Summary

3. Using a Framework

What is a business framework

How frameworks can confuse

Making sense of frameworks

Enterprise Designer framework

How to read this section

Seven elements A—G

Actor

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Business rules

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Computer system

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Data

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Event

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Facility

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Gear

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Ten processes H—Q

Process

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Receivables and services

R—Receivable

Naming convention

Permitted objects

Permitted models

Relationships

Comments

S—Service or product

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Customers and clients

Markets

Organizations

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Five goals V—Z

Goals

Naming convention

Permitted objects

Permitted models

Relationships

Comments

Comparing level 1 and level 2 frameworks

ArchiMate framework

ArchiMate and Enterprise Designer objects comparison

Business actor

Enterprise Designer

Business role

Enterprise Designer

Business collaboration

Enterprise Designer

Business interface

Enterprise Designer

Business object

Enterprise Designer

Business Process

Enterprise Designer

Business function

Enterprise Designer

Business interaction

Enterprise Designer

Business event

Enterprise Designer

Business service

Enterprise Designer

Representation

Enterprise Designer

Meaning

Enterprise Designer

Value

Enterprise Designer

Product

Enterprise Designer

Contract

Enterprise Designer

What Enterprise Designer has that ArchiMate doesn't

What ArchiMate has that Enterprise Designer doesn't

Conclusion

Comparing level 1 and level 3 frameworks

eTOM (enhanced Telecom Operations Map)

Is it a service or a process?

Consistent framework

Deliverable models

Summary

4. Adopting a Methodology

What is a methodology

Project #1—building the high-level model

Preparation

Customer model

Steps

Tips

Product and Service model

Steps

Tips

Critical Customer Product model

Steps

Tips

Project #2—building workflow models

Critical Process model

Steps

Tips

Workflow model

Steps

Tips

Steps

Tips

Project #3—building System Interaction models

Project #4—building Business Class models

Project #5—building Organization models

Other critical elements

Business Rule models

Steps

Tips

Event models

Case study—the consultant's view

Summary

5. Implementing Effective Governance

What is governance

Who needs to be involved

Motorola change process

Agile Management

Governance and leadership

Measurement

Do the minimum

The client is part of the team

Have daily stand-up meetings

Keep it simple

Trust the team

Work in pairs

Modeling a governance structure with ProVision®

Policies and procedures

No need for everything

Linking to other sources

Visualize information

Processes

What if there is no governance

Four steps

Six step process

Agenda

Position

Fact find/feel find

Present

Pause

Open

Summary

6. Understanding the Toolset

ProVision® features and functionality

Sharing models without Knowledge Exchange®

Visio or ProVision

Everything is an object

Model and grid

Model and interpret

Model and simulate

Model and execute

Modeling, not configuration management

Summary

7. Obtaining Buy-in

Top 10 tips for process modeling

#1 Identify and engage the process owner

#2 Talk to the people who deal with errors

#3 Capture the current "What" in detail but not the "How"

#4 Reduce moments of truth

#5 Reduce handoffs

#6 Eliminate non-essential checking

#7 Focus on high-volume processes

#8 Implement the right process for right now

#9 Use the 10 Enterprise Designer processes

#10 Don't automate a broken process

#11 Bonus tip—model backwards

Using Appreciative Inquiry to engage staff

Conversation about Appreciative Inquiry

Distinguishing between change and transformation

Understanding the outside-in (customer-centric) approach

B2Me

Summary

A. References

Index