Open Text Metastorm ProVision 6.2 Strategy Implementation. Create and implement a successful business strategy for improved performance throughout the Łaziska Górne

Open Text ProVision® (formerly known as Metastorm ProVision®) is an Enterprise Architecture (EA) solution allowing for effective planning and decision making throughout the enterprise. It enables an organization to have a central repository of information about the business, reducing organizational risks and better optimizing business resources.Implemented well, it enables better and more actionable decisions exactly when you need them.This book combines theory and practice to provide a step- by- step guide to building a successful customer- centric model of your business. The approach is simple and down to earth, and along the way, with various real-world examples, you will learn how to make a business case, use a framework, and adopt a methodology with Open Text ProVision®. This book draws on the experience of ProVision® experts around the world. By combining theory with practice from the field you can avoid common mistakes and develop a successful customer centric strategy for implementing ProVision®. Each chapter builds on the previous one to give you the confidence to implement a central repository, dealing with both the technical and human issues that you might face. Spis treści: 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 Support files, eBooks, discount offers and more 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 Metastorms 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 AG 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 HQ Process Naming convention Permitted objects Permitted models Relationships Comments Receivables and services RReceivable Naming convention Permitted objects Permitted models Relationships Comments SService 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 VZ 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 #1building the high-level model Preparation Customer model Steps Tips Product and Service model Steps Tips Critical Customer Product model Steps Tips Project #2building workflow models Critical Process model Steps Tips Workflow model Steps Tips Steps Tips Project #3building System Interaction models Project #4building Business Class models Project #5building Organization models Other critical elements Business Rule models Steps Tips Event models Case studythe 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 tipmodel 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 O autorze: Bill Aronson is a business coach with Shirlaws (https://www.shirlaws.com.au) and the founder of the Enterprise Designer Institute https://www.enterprisedesigner.com. Bill has written many books on business modeling. He loves to mentor, facilitate, teach, and coach businesses to transform them. Bill has written extensively on transformation at https://www.turningupforlife.com. He has worked in many countries and industries and has a wealth of experience built up over 35 years.