How was Training?

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memorable - Technical Architect, Experian, UK, May 2013

Recommend PEAF?

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Yes - Useful architecture framework - consultant, ANECT, Czech Republic, Jan 2015

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Most Enterprises are not physically structured around DOTS (but perhaps they should be!). Here we see a group of departments for a typical Enterprise and an illustration of the approximate amount of time each department spends on Direction, Operation, Transformation and Support.

On the left we see the C-Suite/Board. Their remit is primarily in setting the Direction of the Enterprise with only small involvement in Operations, Transformation or Support. The Executive Management is the glue between that overall Direction and the rest of the Enterprise. In actuality there tends to be executive management dedicated to certain areas but overall there is a split. Each spends some time working with the C-Suite/Board on Direction with the rest of their time split equally between the other three areas. These are the people accountable for those areas and the important question POET asks the C‑Suite/Board is "Who is Accountable for Transformation and Support?"

Moving across to Production, Drilling Oil Wells and Banking. These are just some examples of Business Specific departments - obviously they are completely dependent upon the Enterprise in question. These departments are primarily concerned with Operations - doing the things that provide the value and satisfy its Mission. They are involved in Direction, Transformation and Support but only from an as needed point of view. The same is true of Sales & Marketing and IT Operations although these departments are common to most Enterprises. Finance and HR are also generally considered to be part of "Operations" by many Enterprises but thought more as "Secondary" or "Support" departments (note not Support as defined by DOTS) and while they do spend a lot of their time working towards fulfilling the Enterprise's Mission, they also spend some time dealing with people's questions and problems and therefore also fulfil some Support role.

The Customer Support department tends to fulfil two main roles. Firstly as a channel for Customers to use the services the Enterprise Provides (for example to submit a meter reading or ask for an insurance quote) and therefore performs an Operations role. Secondly as a channel for problems and issues related to the Enterprise's Products and Services thereby also fulfilling a Support role. The IT Support department primarily provides for dealing with and responding to problems and issues.

The Building Services department also tends to fulfil two roles. Firstly dealing with and responding to problems and issues related to Buildings and their contents such as fixing lighting and plumbing issues etc, and therefore plays a Support role. Secondly a transformational role where they are involved in projects to move people and departments, commission new premises etc. The IT (projects) department is primarily concerned with transformation projects.

 

What would your Enterprise look like if you thought more in terms of DOTS?

Would you change anything?

If so, what would you change and why?

 







 

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