Lesson 2 & 3 Flashcards
1
Q
Everyone who is or will be affected by a policy, program, project,
activity, or resource. Stakeholders for the EA program include
executive sponsors, architects, program managers, users, and
support staff.
A
Stakeholder
2
Q
The beliefs, customs, values, structure, normative rules, and material
traits of a social organization. Culture is evident in many aspects of
how an organization functions.
A
Culture
3
Q
Types of Stakeholders
A
Internal And External
4
Q
- refers to the way in which it is organized and the relationships that exist between its various departments, functions, and employees. A well-designed enterprise structure is critical to the success of an organization, as it can impact everything from communication and collaboration to decision-making and efficiency.
A
The Structure of Enterprises
5
Q
is a framework used in organizational theory to illustrate the relationship between four key elements of an organization: structure,
technology, people, and tasks. The model was developed by Harold J. Leavitt in the 1960s and is often used in the context of organizational change management.
A
The Leavitt Diamond Model
6
Q
4 leavit diamond Model
A
Structure, Technology, People, and tasks
7
Q
Refers to the employees and their roles within the organization. This includes their skills, knowledge, and attitudes, as well as the culture and values of the organization.
A
People
8
Q
Refers to the formal organizational structure, including hierarchy,
departmentalization, and reporting relationships.
A
Structure
9
Q
Refers to the tools, systems, and processes used by the organization to carry out its tasks. This can include everything from computer systems to manufacturing equipment.
A
Technology
10
Q
Refers to the specific activities and responsibilities carried out by the
organization to achieve its goals. This can include everything from production
processes to marketing strategies.
A
Tasks
11
Q
- Another model of general organizational structure is a three-level view that was originally envisioned by sociologist Talcott Parsons in the 1950’s and further developed by sociologist James Thompson in the 1960’s.
- Parsons’ research identified three general levels that are common to most social organizations (technical, managerial, and institutional), based on the observation that different types of activities occur at each level.
- Thompson built on Parsons’ ideas by further identifying the different types of activities that occur at each level.
A
The Parsons/Thompson Model
12
Q
3 level of The Parsons/Thompson Model
A
Technical, Managerial, and Institutional
13
Q
approach involves using specialized knowledge and skills to solve a
problem or complete a task. It focuses on the scientific or engineering aspects of a problem
and finding solutions through technology or other technical means. Technical approaches can
be used in many fields, including engineering, computer science, and healthcare.
A
Technical
14
Q
- The managerial approach involves using organizational resources, including people, finances, and technology, to achieve a specific goal or objective. It focuses on managing people and processes to achieve desired outcomes. This approach is commonly used in business and project management.
A
Managerial:
15
Q
- The institutional approach involves understanding the social, economic, and political factors that influence a particular problem or issue. It focuses on the institutional and cultural factors that impact decision-making, policy implementation, and the behavior of individuals and organizations. This approach is commonly used in public policy, sociology, and political science.
A
Institutional
16
Q
- New types of organizations and enterprises are appearing which are based on cooperative networks of local and remote individual workers and semiautonomous teams who carry out key functions.
- In these enterprises, greater cost efficiency and more mission flexibility are achieved by removing layers of management that are not needed in a decentralized operating mode.
- These teams are actually sub-groups that have their own management level and technical level with core processes, and therefore will still
exhibit some of the characteristics of the Parsons/Thompson Model. - The difference presented here is that the organization/enterprise’s structure is based on these teams and remote workers, whose goals and functions may change depending on internal and external influences.
A
The Organizational Network Model
17
Q
- refers to a group of people who work together towards a common goal, such as a non-profit, a government agency, or a sports team.
- Organizations can be formal or informal, large or small, and may have different structures and hierarchies.
A
Organizations
18
Q
- refers to a business or commercial venture that is focused on generating profits or revenue.
- An enterprise is typically a formal entity that is registered as a legal business, and its main objective is to provide goods or services to customers in exchange for payment.
A
Enterprises
19
Q
- Understanding the culture of an enterprise is essential to developing realistic views of how strategic goals are established, how processes function, and how resources are used.
- Every enterprise is different in some way, as are the vertical, horizontal, and/or extended
- sub-enterprises.
- This is due to the culture of the enterprise being an amalgamation of the values, beliefs, habits, and preferences of all of the people throughout the enterprise or sub-enterprise.
A
Understanding Culture
20
Q
- the action, process, or result of combining or uniting.
A
Amalgamation
21
Q
- Changes within the enterprise will happen regardless of the presence of an EA program, however they will happen in a more disjointed or completely independent manner without EA.
- The effect of the EA program is to coordinate change such that it is much more driven by new strategies and business requirements, and less by new technologies.
A
Managing Change
22
Q
- The process of setting expectations and involving stakeholders in how a process or activity will be changed, so that the stakeholders have some control over the change and therefore may be more accepting of the change.
A
Change Management
23
Q
- A set of comprehensive blueprints for building a home takes an architect a fair amount of time and money to create. Without them though, any construction that occurs is an uncoordinated activity, and the home that results may not function properly.
A
Home Architecture Analogy
24
Q
- is the potential of gaining or losing a value
- Value can lose when taking risk for giving a action for seen or unforeseen
- Risk is also can be defined as a potential of interaction of uncertainty
- Uncertainty is the potential of unpredictable and uncontrollable outcome
- Risk is a consequences of an action, taking despiteof uncertainty
A
Risk
25
- The value of EA is that it enhances resource-planning capabilities and supports better decision-making. This is accomplished through communication improvements in respect to current and future resources. Ideas are conveyed more rapidly while differences in interpretations and misunderstandings are reduced.
Value
26
- EA enhances both top-down and bottom-up approaches to planning. Top- down planning begins with considerations for strategy and business, which are enhanced by the holistic perspectives of the enterprise that EA provides.
- Bottom-up planning is also enhanced, as EA coordinates what would otherwise be disparate and separate program-level planning activities.
- EA also enhances strategic planning as it helps to bring together multiple perspectives of business and technology at various levels of the enterprise.
Improved Planning
27
- EA improves decision-making by providing comprehensive views of current capabilities and resources, as well as a set of plausible future operating scenarios that reveal needed changes in processes and resources.
- By having an on- line EA repository of information that is updated at regular intervals,
- decision-makers have real-time access to higher-quality information at various levels of detail.
Decision-Making
28
- EA improves _______ throughout the enterprise by providing a regularly updated baseline of integrated information on strategy, business, and technology.
- the EA program and implementation methodology bring standardized approaches and terminologies for the development and management of enterprise resources.
- This standard EA language and methodology is especially helpful in large, complex enterprises that are geographically dispersed, and which may have multiple social and work cultures that have promoted different ways of doing things.
Communications
29
- Risk is related to uncertainty, and in applied form is the potential source(s) for the failure or underperformance of a program or project. The management of risk involves lowering or eliminating the uncertainty that desired outcomes will not be realized.
Managing Risk
30
- Implementing an EA involves establishing current and future views of enterprise resources, an EA Management Plan, and updates to this information at regular intervals.
- establishing the initial set of EA information will require start-up funding that is more than what will be required for the periodic updates. Even after the EA is established, cuts in an EA maintenance budget can severely affect the program, to the point of making the EA information eventually become of little or no use if it becomes too out of date.
Financial
31
- EA represents a new way of looking at enterprise resources by providing an integrated view of strategy, business, and technology that supports the consolidation or re-engineered of these resources to produce additional value.
- Former approaches to program management that supported systems level planning will be replaced with EA level planning that is promoted through the EA program. This will most likely create some tensions between program level stakeholders, EA stakeholders, and other affected groups.
Lack of Acceptance
32
- EA is an emerging area of professional practice that requires architects, analysts, developers and programmers.
- Each of these skill sets is important to the program and the loss of members of the EA team with those skills can create delays in program implementation, as well as effect implementation costs.
Loss of Key Personnel
33
- As with all implementation projects, the documentation of current and future EA views as well as the creation of the initial EA Management Plan is approached as a project that has milestones and a specific schedule for completion.
- Delays to the schedule can come from many sources and depending on the point at which a delay occurs during EA implementation, and how long the delay is, the effect can go from being negligible to being catastrophic for the EA program.
Schedule Delays
34
- One of the greatest challenges for a Chief Architect is to develop current and future views of the EA that are rich in detail, easy to access, and which can support modeling and decision- making types of queries.
Documentation Tools
35
- Risk mitigation plans and activities reduce the likelihood that sources of risk will emerge and negatively impact a program such as EA.
- Actions that mitigate risk (lower uncertainty) include strengthening executive support for the EA program, solidifying budgets, not being the first adopter of EA tools and documentation techniques, ensuring there are trained back-ups on the EA team, and using a detailed EA implementation methodology to guide the overall program.
Mitigating Risk
36
