Reliability Centered Maintenance
Oct01

Reliability Centered Maintenance

Reliability Centered Maintenance (RCM), Is a must organizational process to ensure that assets continue to do what there users require in the present operating context. The culture of capabilities management in an organization is a continuous assessment and alignment of the core capabilities to meet existing and future demands of the customers, markets, economic drifts, government directions e.t.c. Without doing this organization’s fail to stay on course and in some cases loose total focus of where they intend to reach.The necessity for a firm to manage its own capabilities to achieve success is largely based on RCM execution. Capability management contributes to a better design and implementation of strategy and facilitates the understanding of the industry and the generation of strategic options. A keystone step is the foundation of organization’s capability management. In this step, business imperatives must be clearly defined in terms of how organization see capability management a facilitating important elements in strategic decision making. The focus should be on critical capabilities which must be repeatable, sustainable and enhance able. What an organization must ask them selves is a set of important questions such as following:  How do critical capabilities contribute to the firm’s competitiveness?  How does the organization identify its future capability needs?  How does the organization identify its current critical capabilities in practice?  How does the organization’ strategy integrate these critical capabilities?  What are the strongest beliefs in the organization in regard to topics such as the way it must serve its customers, the best path to success, the complexity and predictability of its environment, and the most difficult strategic task to achieve? Are these beliefs evaluated in regard to their fit with organization’s strategy? Which methods and organizational processes are used answer all these question in practice? With in the light of RCM, the effectiveness of business capabilities management revolves around six important elements of the whole ecosystem under which an entity is conceptualized, materialized and sustained. For an organization’s future imperatives, the management agenda should be clearly defined as of what takeaway they desire to have through capabilities management. The six elements applied are as follows: Protection: This step aims at protecting current capabilities against their natural erosion, against external events, or potential rival’s actions that could destroy or reduce there value. (Sanchez and Heene, 2004) suggest three means; maintaining casual ambiguity to keep it from imitation, permanently investing in capabilities to fight there natural erosion; and dissuading rivals from acting against the firm and its capabilities. Development and evolution: Capabilities must be maintained, upgraded and transformed to be able to fit the evolution of the environment, especially with the requirements of Customers and competition,...

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Gamification: Moving beyond, points, badges and leader boards.
Mar26

Gamification: Moving beyond, points, badges and leader boards.

Leveling, point-tracking, and bonuses can recognize and reward desired activity. Leaderboards and progression indicators can steer individuals to the next tier of personal and business performance. Quests and countdowns can shape behavior. It’s all part of gamification, and it’s having a real impact on businesses worldwide. Gartner predicts that by 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. Gamification can instill challenge, pay-off, and new perspective into day-to-day tasks, tapping into the same human instincts that have led to centuries of passionate competition and engagement – our innate desire to learn, to improve ourselves, to overcome obstacles, and to win. As business becomes increasingly social, our professional and consumer lives are being built using digital interactions. This momentum can be tapped to improve performance by embedding gaming mechanics into traditional processes. Increasing individual engagement in work, team, and outcomes is a common business goal, and games have proven to be one of the most influential teaming and communication activities across generations and cultures. Organizations can harness gaming principles to improve morale, influence behavior, and get stakeholders passionately engaged in everything from finance, sales, HR, manufacturing, and more. Gamification and Enterprise Architecture From my perspective the work which I like to do and excel in is, Enterprise Architecture. It’s a practice which has to be adopted by the whole organization to steer its state for future success. This success from EA point of view is deep rooted within the holistic collaboration of the whole enterprise, which includes not just the organization but players beyond its boundaries such as partners, suppliers, vendors, market e.t.c. The composite consolidation of the knowledge which each player has, is what shapes an Enterprise and how it performs within a global space. The more closely this collaboration is integrated the better results an Enterprise bears. In the gamification method, every player from all vertical and horizontals of the business, have the opportunity on hand to share their knowledge and propose design of the overall organization/enterprise from their point of view. As a result organizations has a potential to enhance their outputs incrementally. In the world of EA, the fundamental work depends on sound building blocks of and organization. These building blocks if I may sound deviated for the actual practice, are mix of People, process, technology and information, which an organization owns as its most important assets. So if we agree on the above the proposal ahead of embedding gamification into EA practice, can play a major role into future EA works.   How to Gamify Enterprise Architecture? In an organization where EA practice is being followed,...

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LEGO, an Enterprise Architecture Perspective
Dec17

LEGO, an Enterprise Architecture Perspective

LEGO is a well-known brand around the globe for making creative and innovative toys. It all started in 1930’s when a young Danish carpenter, Ole Kirk Kristiansen,  had a eureka moment of his life and he came with the idea of toys which changed the history of the toy industry. The idea was to empower children to use their creative imagination and build toys by themselves. And from this idea he introduced the concept of using plastic bricks, which can be used to build any structure children want to. The whole idea was based on six simple values: Imagination Creativity Fun Learning Care Quality The concept of using plastic bricks to create something new every time, unleash the opportunities to create a whole new world. And due to this simple idea, LEGO became one of the world’s top toy company. The main creativity behind Ole’s invention was reusability of bricks and create new structures  This element of reusability was success due to best quality of plastic bricks created and that’s how any structure built on them stayed glued together. In Enterprise Architect, artifacts are the bricks of your EA program. These artifacts should be built on the Ole’s six value points and should be reusable over and over again to build the architecture of your business for future sustainability. The main purpose of EA artifacts is to combine them together to create value for the organization, enhance its efficiency, innovate its operations and build creativity in the overall structure of an organization. Many EA programs have wide range of artifacts delivery on hand but most of the times, they forget the element of reusability of such artifacts. This is a common dilemma for many EA teams and main design problem of the overall EA program. When the artifacts are delivered, organization finds inconsistency between the artifacts, they are not compatible with each other, organization can’t integrate them, can’t make anything new out of them and at the end, these artifacts become shelf product with no tangible value for business. This is how EA programs fail and this is how huge investments goes wasted.   What and How reusability of EA Artifacts: Interfaces, communication infrastructure, and synchronization mechanisms are very typical elements of architectures that are reused when the focus has been on asset reuse. The rationale for architecture reuse follows the typical rationale for asset reuse: e.g. improved quality based on proven performance, improved time to market, reduced development cost or protection of past investments, reduced operational costs, risk reduction, branding, and competence sharing. The common principal to have a reusable artifact is to create it to enough detailed...

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ABM Case Study Enterprise Architecture Stream
Dec11

ABM Case Study Enterprise Architecture Stream

SEAS consulting team has completed  Situation Analysis (SA) with 51 clarified concerns related to ABM case study. The teams has identified multiple problems in the current ABM business which are related to people, process, information and technology areas. An Enterprise Architecture stream has been setup to take responsibility for  further in depth analysis from EA perspective and in this regard EA stream has selected TOGAF  9.1 as a framework to develop architectural artifacts. The issues faced by ABM currently are mostly related to the overall operating mechanism, structure of the organization and IT automation of the business. Following are the problems explained in details from EA perspective: ABM Operating Mechanism: ABM has some major issues related to business processes being followed by its departments. In many departments processes are executed on an ad-hoc basis, this is due to the fact that none of the processes have been documented and no availability of Standard Operating Procedures SOP for any department. For architects, this element is one of the major issues due to which ABM is not able to sustain its operation and is the main cause of disconnect between different business functions. Organization Structure: Even though ABM organization structure has the core departments to run the business but these departments are also performing support functions as well. Functions like Project Management, Demand Management, Innovation Management e.t.c ideally should be separate departments to provide support related inputs functions mentioned. Architects believe that the current organization structure needs revamp by introducing new business units to increase the overall efficiency ABM operation. IT Automation: Another area of high concern for architects is the use of technology to support business functions. After having a session with the board, it was highlighted that ABM is mostly using excel sheets to support their activities such as , sales forecasting ,production schedules, customer management and product cataloguing. On the other hand there is only one known IT system being used by Finance and that is Oracle Financials. From EA perspective, IT is core enabler for business’s smooth and sustainable operation. In the light of above issues , it is understood that the reason of not having crucial information available to the right stakeholder is due to the lack of business process automation and for the automation, business processes have to be documented and owned by the rightful owner. The approach which EA stream has defined , utilizes the TOGAF 9.1 Architecture Development Method ADM. There are multiple artifacts which are required to ensure a proper development of the architecture but for the problem on hand, EA stream has identified list of artifacts from ADM and will be...

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Decision Support Enterprise Architecture
Nov11

Decision Support Enterprise Architecture

 Enterprise Architecture is a framework of decision making through its models/view which are the integral part of EA discipline. The EA models/views should be relevant to the management deicions making needs and thus they should be designed based on the suitable metamodels. These metamodels, in turn need to be properly and continuously maintained. While there exits several methods for the metamodel development and matinetanance, these typically focus on internal metamodel qualities and model engineering processes, rather than on the actual decision making needs and their impact on the metamodels used. These metamodels, in turn need to be properly and continuously maintained. While there exists several methods for the metamodel development and matinetanance, these typically focus on internal metamodel qualities and model engineering processes, rather than on the actual decision making needs and their impact on the metamodels used. From previous many years, Enterprise Architecture (EA) has grown into an established approach for management of information systems in enterprises. EA is a model-based in the sense that diagrammatic descriptions of the systems and their environment, constitute the core of the approach. The purpose of EA models/views is to increase the general understanding of an organization’s business along with its information system landscape, the objective is to make corporate decision making easy and responsive. The backbone of any EA model is its metamodel, the design and structure of this metamodel greatly affects the way organization prepare its decision reports. The metamodel has to be interoperable and traceable, to get the optimum value out of it. There are few popular frameworks which propose a metamodel of their own e.g Defence Framework(DoDAF) and MODAF, while some have focus on development and maintenance processes which can be applicable to many metamodels such as FEA and TOGAF. In any case, regardless of implicit or explicit frameworks, metamodels play an important role in overall EA efforts. For any EA model to gain success, the metamodel for it must support decision making for the business and IT of the organization. An overly done metamodel will complicate its maintenance and very simplistic metamodel will kill the purpose of EA. A middle approach is required when designing, so that it fits the purpose for the organization. To keep a metamodel align with business needs, the information prescribed by the metamodel must be relevant to management decision. Business expects a tangible value from the EA effort and  business , to some extent is interested in how there organization is operating holistically and in integrated form but what they are mostly interested in is, what decisions they should make to enhance the productivity of the operating structure. Some of the crucial areas...

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