The document discusses a business process framework for offering management and strategy decision making. It summarizes that: - The framework was developed through collaboration between 63 organizations to bridge enterprise architecture and business analysis. - It involves analyzing the external environment of a new business or offer, including competition, economic trends, technology, demographics, and other factors. - The framework establishes a structure for organizing information, technology, and resources according to the maturity of offers and size of customers. This enables governance and management of business capabilities.

1. Lisa Martinez
Wicked Problem Solver

2.  A Type 1 strategic Enterprise Architect would use the
materials from the 1st business process
◦ 1. Design Strategy and Vision
 The materials in this presentation supply a high level understanding of the
intent of the process in the management stage of an offer or a new small
business venture.
 Corporate policies are not changing nor changed based on
internal decisions
◦ The CEO changes the policies.
 Corporate policies are defined by the principles and how most
organizations or agencies manage their quality of services to their
stakeholders.

3. Metamodel for the offer management
capability through strategy decision
making.
Business Process 1 using
collaborative work done in
partnership with 63 organizations or
agencies
APQC business process framework

4.  How to bring the process into the Architecture without getting
into the weeds?
◦ APQC business process framework was designed to bridge EA and
BA a collaborative effort between 63 organizations.
 Roland Dumas PhD participant
◦ The benchmarking service offered by APQC isn’t part of the materials
in this presentation.
 A roles based access matrix
 A generic view of any business
 A guide for new or small
 A vision for any medium
 An operational guide for large
 A stakeholder decision map

5. APQC Business Process Potential Response
1.1. Assess the external environment
1.1.1.1. Analyze and evaluate
competition
1.1.1.2 Identify economic trends
1.1.1.3 Identify political and regulatory
issues
1.1.1.4 Assess new technology
innovations
1.1.1.5 Analyze demographics
1.1.1.6 Identify social and cultural
changes
1.1.1.7 Identify ecological concerns
 What value to the greater good can we
bring to the market?
◦ Real World Value
◦ Real World Economic Trends
◦ Real World laws and change
◦ Do we need new technology?
 Analyze the market
◦ What internal changes or barriers
◦ Any threats to environment?
Copyright @ 2014 WICKED Design Solutions Lisa Martinez 408.638-9016
 Analyze and evaluate the external environment
 A new business or a new offer in an existing business
 Includes both public and private sectors

6. TRUTH STATEMENTS FACTS

7. Today Vision
 You do a great job
◦ You don’t have wisdom of the
hunting party.
◦ Wisdom as a Service allows you to
move from Type 1 to Type 2
◦ Your current EA investments are
protected and never undervalued.
 The competition doesn’t know
what we know.
◦ You have wisdom as a service
◦ You have a minimum viable
service model
 We govern the minimum for the
requirements and allow the rest of
the organization to run with minimal
disruption.
◦ We know suppliers are also
customers
 The entity is only 1 organization or
entity

8.  Assume all of the three (3) management capability enable the
information, technology and resources are organized around
the maturity of the offers and size of the customers.
 At the highest level “the entity types” in Zachman or the
“identity” in a viable system model.
◦ In a viable system model the self regulating components are based
on how well the 3 management capabilities are governed against the
corporate policies.
 The rules are designed into the way we create an entity and use the
system of record for an entity – out of the box usage of an ERP system
enables the rules for your organization.

9. David Ing – INCOSE 2014 Intimacy Gradient

10.  2 Transactional capabilities
◦ Rules are managed using out of the box capabilities
◦ Any deviations are treated as an exception outside the system of record
“ideally”
◦ A minimum set of criteria must be managed globally, in order to meet
economic worth in a fact based world where competitive practices are
honorable and ethical to a minimum viable system model.
 Adoption of the APQC Business Process Framework we can align EA and BA for
all organizations and agencies.
 The five capability model enables a minimum viable system model with resilience
and governance by design.
 Each has a digital media architecture in the clouds or on premise.
 Each uses a filter in and out of the organization which segments and protects your
customers and citizens from risk.
 A NIEM service will be adopted by all private and public sectors who do business
with the federal government.

11. Outputs Regional Data Stores for State and Local Services
Strategy Innovation
1. Design Strategy and Vision
1.1.1.2 Identify economic trends
 Cost and Benefit Estimates
◦ Expense and Revenue
◦ Deduction and Increase
◦ Debit and Credit
 Each region or state may elect to use
differing practices and often elect to use
different tools.
◦ The archetype displays common
requirements and challenges for any CIO
in the Government.
 The left side of the diagram represents
services a government supplies citizens
that are familiar or a service like justice
system, education, transportation or
Tourism.
 A portfolio may best describe the
behaviors
 Every branch has 3 maturity levels which
are segments for organizational resource
and competency indicators.
◦ Three risk segments which align to
resource expertise and business model
complexities
◦ Sub – Account Code 10
 Operational business
 Run the business – no change
◦ Sub-Account Code 20
 Your continuous improvement
◦ Sub-Account Code 30
 Your highly complex and innovation
projects.
Federal to State or Tribal Governments
Branch
1
Branch
2
Branch
3
Branch
4
Branch
6
Branch
7
Cabinet/Congressional
Leaders Accountable
and Governance
Finance ICT Employee Dev
10 20
30
Copyright @ 2014 WICKED Design Solutions
Lisa Martinez 408.638-9016

12. Develops and
Operates ICT services
for branches
Enables strategy with
improvements to
existing ICT Services
Supports Innovation
with cabinet business
case development
Stakeholder – Branch Leaders
to State Stakeholder Group 2
Internal Customers branch managers leading branch strategy
Branch
1
Branch
2
Branch
3
Branch
4
Branch
6
Branch
7
10
20
30
Running the branch
Continuously Improving
Changing the branch
Low Complexity=Small
Medium Complexity=Medium
High Complexity=Large
ICT the Service Provider
to state, county, and city
A service provider
Copyright @ 2014 WICKED Design Solutions
Lisa Martinez 408.638-9016
Assign Segment by Size in Private Sector

13.  Running the government
◦ Sub-Account code 10
◦ Cost to operate existing branch benefits
◦ Benefits can be measured to serve
 Direct or Indirect to Citizens
 Service Provider to citizens
 ICT Services charged to a branch
 Improving the Government
◦ Sub-account 20
 Changing the Government
◦ Sub-Account Code 30
 ICT planned programs – Migrating from
distributed model (branch managed)
 to a federated supplier hosted model
 online cloud
 service management model in a
cloud based model
ICT delivering cost and benefits as a web service
with future integration to income and expense
reporting
ICT delivers a highly complex project in an
iterative manner delivering an integrated Portfolio,
Program and Project Accounting System in ERP
IT Service Management
Enabling employees to Innovation
on demand
Business Service Management
Task performed as part of the operational process
Negotiate 15% discount on all
telecommunications services to any branch
A cost estimate can be derived for any branch
service
10
20
30
Copyright @ 2014 WICKED Design Solutions
Lisa Martinez 408.638-9016
1.1.1.6 Identify social and cultural changes

14. As Is Ideal State