GOLDEN GATE UNIVERSITY

Edward S. Ageno School of Business Operations and Information Technology Management Department ITM342- Planning (3 units) SPRING/2009 - Sections SF1, C1

Instructor: Dr. Miro Costa, Ph.D. Office: Room 4325 Phone: (415) 442-6500 (Department) Fax: (415) 442-6579 E-mail: [email protected] Web Page: http://courses.ggu.edu/~mcosta /

Surface Address: Golden Gate University Operations and Information Technology Management Department School of Business 536 Mission Street, Office# 4325 San Francisco, CA 94105-2968

Room: TBA (San Francisco), and in Cybercampus Days: Wednesday 4:00pm-6:40pm Starts: Spring/2009 – January/07/2009 Ends: Spring/2009 – April/28/2009 Time: TBA + (8 to 12 hours of work per week outside class). Office hours: TBA in my SF office or by appointment. Take advantage of phone, fax and email.

1. Catalog Description:

ITM342-Enterprise Architecture Planning (3 units) This course will examine the elements of enterprise architecture and how the IT leader links the business mission, strategy, and processes of an organization to its IT strategy . You will examine the different EA methodologies and approaches, and understand where the y fit into the IT function. Key linkages between business strategy, IT project portfolio management, and EA will be explored. Using case studies, you will learn how to apply the tenets of the EA discipline to define and chart the course of IT strategy to solve strategic business problems. Co-requisite: ITM 340- Managing Information Technology in the Business Enterprise

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2. Course Methodology: This course is a graduate (MS. Degree) course. It is of a SEMINAR type. Your preparation before class is essential for your success in this subject. The class time will be used for discussion and not for lecturing . This course will have a mix of short lectures, on-line work, class discussions, computer lab work and library work. There will be some individual work as well as group work. Directions and guidelines will be presented during class meetings.

3. Course pre-requisites: This course requires ITM340-Managing Information Technology in the Business Enterprise as a prerequisite or as a corequisite. You need to talk with your instructor if you think that you do not satisfy the course pre- requisites.

4. Course Outcomes: Students who successfully complete this course will have the following terminal skills:

4.1) Working knowledge of the foundation of Enterprise Architecture (EA) 4.2) Ability to articulate the Enterprise Architecture (EA) requirements 4.3) Ability to define the Operating Model for an Organization 4.4) Ability to plan the implementation of the Operating Model 4.5) Ability to articulate the stages of Enterprise Architecture Maturity 4.6) Ability to integrate Enterprise Architecture into Project Methodology 4.7) Ability to describe and to articulate the IT Engagement Model 4.8) Ability to integrate Enterprise Architecture to guide Outsourcing 4.9) Ability to leverage the Foundation for Profitable Growth

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4.10) Ability to articulate an Effective Foundation for Execution 4.11) Ability to rethink the Foundation for Execution at your Company 4.12) Ability to define and apply the top 10 Leadership Principles 4.13) Ability to identify key factors for the future of an Organization 4.14) Ability to apply the Enterprise Architecture as part of Business Strategy 4.15) Working knowledge of the EA Model, the IT Architecture and Business Strategy 4.16) Ability to design, plan the implementation, and document a small-scale Enterprise Architecture project for a business organization 4.17) Ability to write an Enterprise Architecture paper using the proper terminology for a business organization.

COURSE ASSESSMENT:

The course learning assessment in ITM342 will be conducted according to the School of Business Assessment plan and the Western Association of Schools and Colleges (WASC) guidelines.

Students who complete successfully ITM342 will be able to: a) produce a detailed Enterprise Architecture t implementation documentation b) understand the Enterprise Architecture model c) understand recent Enterprise Architecture developments and its application within the enterprise.

The course assessment has the following expectations for the students who successfully complete ITM342: d) 100% of all student will know the Enterprise Architecture model e) 95% of all students will be able to successfully prepare an Enterprise Architecture documentation f) 85% of all students will be able to successfully write an Enterprise Architecture research paper discussing recent developments or current application in business.

Students will be specifically prepared and tested on the following topics: g) understanding of the concepts and practices of the EA approach h) the Foundation for Execution model i) the Architecture Maturity concept j) the role of the CIO in the Enterprise Architecture k) the IT Engagement model l) the role of data within the organization m) Project Management n) Outsourcing o) Foundation for Profitable Growth p) Leadership Agenda q) Preparing for the future using the EA approach

EA projects, EA research papers and other assignments will be collected and stored for future analysis and auditing of the assessment process and the learning outcomes in ITM342.

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5. Approved Textbooks and Software:

5.1 Required Textbooks:

“Enterprise Architecture as Strategy: Creating a Foundation for Business Education ”, Jeanne W. Ross, Peter Weill, and David Robertson, 2006.

“How to Survive in the Jungle of Enterprise Architecture Frameworks: Creating or Choosing an Enterprise Architecture Framework” , by , 2006, Trafford Publishing.

5.2 Other Suggested Readings for the course: “The Term Paper: A Manual and Model ”, Charles W. Cooper and Edmund J. Robins, Stanford University Press.

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6. Course Policies: Students are strongly recommended to refer to the Golden Gate University catalog where all university policies are presented and discussed in details. 6.1 Attendance Attendance is required in this course. We will have ten meetings and you will get points for class attendance. You can contact your instructor if you have any special circumstances for being absent. You are responsible to get class notes from your classmates if you are absent. You are also responsible for completing all class work and all homework by the required due dates if you are absent. Absences are not an excuse for not turning in all in class and outside class assignments. Anticipated absences and any expectation of late work must be discussed with the instructor. Business-related absences can avoid a 10% late work penalty, but only if the discussion with the instructor takes place beforehand. It is the student’s responsibility to acquire class notes and other class materials the student missed during absences. Students in Cyber and in the Video Interactive Program (VIP) are expected to connect to the course web page several times per week.

6.2 Participation Your participation in this course is very important. Participation will be measured as class contribution, topic discussion and e-mail contribution. Your participation will be measured every of week of class. You will get points for your participation. You are expected to participate in topic discussions and class contribution at least twice a week in both categories. You will be graded on the quality and the quantity of your participation.

6.2.1 Class contribution You are expected to present some current materials and relevant information from newspapers, academic journals, business journals, or other materials, Industry documents related with database technology. You are expected to provide detailed bibliographical references and URLs so that your classmates can retrieve the same paper source documents or WEB documents. You will be graded on the quality and quantity of your participation.

6.2.2 Topic discussion You are expected to answer the questions proposed by the instructor for each week of this course. You can agree or disagree with other student’s opinions or answers. You will be graded on the quality and quantity of your participation. Your participation should be via e-mail so that it is available for all your classmates to read and take advantage of.

6.3 Incomplete Grade A student may request an instructor to assign an “I” (incomplete) grade for the course provided the student meets the following criteria: a) The student is making satisfactory course progress as evidenced by a passing grade. b) The student is unable to complete the remaining course material because of unforeseen – but fully justifiable – circumstances. c) The student has completed the majority of the academic course work. Course work must be completed and grades received by the Records Office by the deadline date established by the instructor but no later than the following: d) Incomplete grades assigned in the Fall term must be completed and grades submitted by May 31. e) Incomplete grades assigned in the Spring term must be completed and grades submitted by September 30.

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f) Incomplete grades assigned in the Summer term must be completed and grades submitted by January 31. If the course work is not completed by the designated deadline, the “incomplete” grade will be changed to a grade of W for “withdrawal” automatically. The student who repeats the same course in a subsequent term will be required to pay all applicable tuition and fees. Units for courses graded as Incomplete do not count towards calculating full-time unit load for International students in F-1 or J-1 visa status.

6.4 Late Assignments It is very important for you to complete your work and submit it on time. We have many topics to be covered in the amount of time for this course. Please, observe the due dates for all assignments. Each assignment will be worth a certain number of points. Points will be deducted for every day it is late. Late assignments will not be accepted after seven days.

6.5 Missing a quiz There will be no make-up quizzes in this course. If you miss a quiz you will lose some points. Contact your instructor in advance if you some have unusual circumstances.

6.6 Missing an exam There will be no make-up exams in this course. If you miss an exam you will lose some points. Contact your instructor in advance if you have some unusual circumstances.

6.7 Study Load This is a Master Degree course and graduate courses require higher preparation time than in an undergraduate course. It requires more intense student participation than what would be expected in a training course, or in a continuing education course or in an undergraduate course. The recent history suggests the following ranges:

Class time Preparation time 1h 2h to 3h 4h/week 8h to 12h per week 4h * 10weeks 80h to 120h This course will have about 40 cont act hours (20 hours in class and 20 hours on the Web) and requires 80 to 120 hours of preparation time outside class. You should plan to dedicate a minimum of 88 hours to 128 hours to attend class, study and complete all assignments.

6.8 Class work There will be work to be done in all class meetings. If you are present will get points for work done in class. Contact your instructor in advance if you have unusual circumstances.

7. Standards for written work: The research paper must follow a formal guide of writing and editing such as Kate L. Turabian’s “A Manual for Writers,” or the “MLA Handbook” or Winkler & McCuen’s “Writing The Research Paper.” If you have not been exposed to such a manual nor acquired a copy in past courses, it is highly recommended that you have ready access to one. Your writing skills are important. Note that paper grading score combined with the score

6 Updated in September/01/2008 GOLDEN GATE UNIVERSITY for the database project, your final exam and your contributions to the class adds to more than 50% of your course grade.

8. Enterprise Architecture Research Paper: This is an individual assignment. Each student is expected to write a formal research paper. The paper may be on any appropriate topic related with ENTERPRISE ARCHITECTURE technology. The student can choose a topic for the research paper. Your instructor will provide detailed guidelines in class. Your paper should have a minimum of fifteen (15) and a maximum of twenty (20) double spaced pages . You need to use a word processor with a spell checker. Research Papers must be analyzed by TURNITIN before final submission. Additional guidelines will be presented in class.

9. Enterprise Architecture Project: The project is an individual assignment. Projects must be documented. Detailed guidelines will be discussed in class.

10. Academic Integrity and Ethics Standards: Students must observe standards of integrity and ethics. Following a writing guide and using citation conventions will help the student to avoid any unintentional acts of plagiarism. The specific university policy is stated in the catalog and includes the following points:

“Golden Gate University insists on academic integrity for two principal reasons. One is that conformance with high standards of honesty is essential for the educational objectives to be meaningful and to the validity of student grades. The other is the responsibility the University feels to further the development of personal and professional ethics in its students.”

“As stated elsewhere, the two forms of academic dishonesty the University encounters most frequently are plagiarism and the submission of the same term paper in more than one course or seminar. The University’s policy in regard to these similar offenses provides for three levels of penalties: the giving of a lowered grade, the giving of a failing grade and expulsion from the University.”

All students are strongly suggested to read the Golden Gate University catalog for a complete discussion of this issue.

University and Instructor Policy on Cheating and Academic Integrity (This section was produced by Dr. Robert Fulkerth, who is very much involved with this issue at Golden Gate University).

From the student handbook: "Golden Gate University requires that students be honest in their academic work. Academic dishonesty is viewed as an ethical issue and the violation of the principles expressed in the University's Statement of Educational Mission. Academic dishonesty defrauds all those who depend upon the integrity of the University, its course, and its degrees. Definitions of academic dishonesty, identification and reporting procedures, academic and administrative sanctions and appeal procedures are outlined in detail in the Griffin (student handbook), and are available from the Division of Student Affairs." What this means for this class is that all work submitted must either be the original work product of the student or students (team members), or must be specifically identified as coming from another source. It is not

7 Updated in September/01/2008 GOLDEN GATE UNIVERSITY permissible to copy from other sources without disclosing the source with usual in-text parenthetical citation and reference page entry. Your papers can’t be submitted to more than one GGU course without consent of the instructors involved. Plagiarism is completely unacceptable and will result in academic review with appropriate consequences as outlined in the Griffin handbook. If your paper or other work proves to be plagiarized, it can result in your failing the course. Here are three examples: a paraphrase, a short quote, and a long quote. These are the most common uses of source material that require citation formatting.

For more information on listing sources on a reference page, visit http://www.ggu.edu/university_library/citing_sources http://internet.ggu.edu/university_library/cite.html

See also http://www.turnitin.com/research_site/e_citation.html

Here is a hypothetical book on a hypothetical reference page, used for all three examples to follow.

REFERENCE PAGE

Jones, John (2002). Bringing Technology Tools to Management: a Support Perspective. New York: Waddell Publishing.

SHORT QUOTE

Example of short quote: The current favorite in the arsenal of data applications available to senior management is the so called business intelligence system, which Jones (2002, p. 219) says “has not yet proven itself under fire. There’s no long term evidence that such systems give the CEO what he, or she, really needs to make effective decisions.” Based on this and other comments of people who actually use such technologies, it’s safe to assume that some innovative technologies haven’t yet proved their worth in the world of work.

LONG QUOTE

The long quote is 1. over 40 words, 2. has the same font and size as your regular text, 3. is indented from the left by a tab space, 4. has no quotation marks, 5. places the period inside the parentheses. Example of Long Quote: People who make high level decisions are always faced with questions of effectiveness, efficiency, cost savings, and the long term value of any change. Proving the financial return of the new data-driven technologies such as Online Analytical Processing and Data Mining are particularly challenging. Jones says, The utility of all these tools is moving from “show me” to “proven.” 10 years ago, a lot of people considered them more gadget than useful technology. But at this point in time, there are more and more C-level people who are using them, and figuring out how to use them to make better operational and strategic decisions. That’s been the point, figuring out how to use them. No matter what, technology will give you data. That’s all. But lately, people have gotten pretty good at figuring out how to turn that pretty data into business strategy. (2002)

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PARAPHRASING; PARENTHETICAL CITATION For information on paraphrasing, or parenthetical citations, visit http://webster.commnet.edu/apa/index.htm

You can paraphrase a lot. You can paraphrase a book, an author’s idea, a chapter, paragraph, or sentence, all using few words of your own. It’s a powerful citation tool. Here we go:

EXAMPLE OF PARAPHRASING Throughout his text, Jones (2002) discusses the difficulties of integrating technology-driven business analysis tools into various business functional areas. He notes that while middle managers might be somewhat acclimated to technology, it is the upper-level people in the organization who might be resistant. END OF PARAPHRASE EXAMPLE

NEW TOPIC: http://www.Turnitin.com

The University subscribes to a highly effective plagiarism service that identifies quoted passages in submitted papers from a huge body of Internet/Web/Research Paper Mill sources. This topic is discussed at more length in the syllabus section on the Research Paper.

*More on Academic Integrity : for your benefit, your GGU courses and programs must have the respect of the business and academic communities. The world of work expects original thought and professional behavior from working professionals. One thing that increasingly compromises student work these days is plagiarism. Plagiarism occurs when work, usually research papers, are incorrectly taken from outside sources and not cited. Another instance is when student papers have been purchased, or come prepackaged from another source. It’s important to me, but more important to you, that your research work is original and that it adheres to presentation standards common in academia and business. We will be using the Turn tin resource during the semester. Turn tin identifies plagiarized papers quite well. It also provides resources helpful to the student on formatting research papers and using citations and reference material properly.

Book Store To purchase course books and materials from eFollett, GGU's official online bookstore, follow this link: http://www.bkstr.com

University Library San Francisco students can visit the University General Library. The library's site (http://internet.ggu.edu/university_library ) provides wonderful resources. One of GGU’s richest resources is the library and its staff. There are connections to a lot of good, highly useful information at the library link above. It’s a wonderful resource, and it has value added for you! Students also need to become familiar with library resources in the IS/Management areas; this applies to all students. You can subscribe to InfoWeek, Technology and Business Daily and other online information sources. There are links in the Webliography on our Cybercampus course site. There are also a number of popular monthlies that address Management of Information Technology issues. Many of these are now publishing content online.

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11. Course Grading: A four-point scale, including plus (+) and minus (-) is used to calculate a final grade for this course. Final grade values are assigned as follows:

Grade Points Range Explanations

98% < score <= 100% Reserved for outstanding students. Work well A+ 4.0 above expectations.

95% < score <= 98% Superior work in quality and quantity. Student A 4.0 produces more than requested or expected. A- 3.7 90% < score <= 95% Superior work B+ 3.3 85% < score <= 90% Average work Average work. Student only does what is 80% < score <= 85% B 3.0 requested. Average work. 75% < score <= 80% B- 2.7 C+ 2.3 70% < score <= 75% Bellow average.

65% < score <= 70% Bellow average. Work is bellow expectation in C 2.0 quantity and/or quality in some areas. C- 1.7 60% < score <= 65% Bellow average D+ 1.3 55% < score <= 60% Deficient work.

50% < score <= 55% Deficient work in quantity and/or quality in D 1.0 almost all areas. D- 0.0 45% < score <= 50% Deficient work Failing. Student presents unacceptable work in F 0.0 0% < score <= 45% quality and quantity, late work, almost no class participation

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The following activities will be included in the course grading: Activities Points Percent Attendance 100 10 Quizzes 100 10 Final Exam 100 10 Project (individual) 200 20 Paper (individual) 100 10 Homework 200 20 Class work 100 10 Class participation 100 10 Total 1,000 100%

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12. Course Scheduling:

This is a tentative schedule and may be subject to changes to be announced in class. It is your responsibility to be aware of schedule changes discussed in class even if you miss one or more class meetings. Bring your textbooks to all meetings. Read the chapters assigned to each meeting before you come to class. This graduate (MS degree) course is of a SEMINAR type. Your preparation before each class meeting is very important. The class meetings will be used for discussion, not for lecturing . Your participation in all meetings is very important!

OBS: EAS = Enterprise Architecture as a Strategy (Textbook#1) JAAP = How to survive in the jungle of Enterprise Architecture Frameworks (Textbook#2)

The EAS textbook will be used in all class meetings.

Week#01 What do I need to do to succeed in this course? Topics

What is a Foundation for Execution? Do You Have a Good Foundation for Execution? Why Don’t Companies Have the Right Foundation? Building a Foundation for Execution Three Disciplines for Building a Foundation for Execution Why is a Foundation for Execution Important? Growing Complexity in Companies’ Systems can Fossilize Operations Business Agility Increasingly Depends on a Foundation for Execution. Current National and Political Environments Demand the Discipline Embedded in a Foundation for Execution Building a Foundation Is Less Risky and Expensive Than the Alternative How a Foundation for Execution Creates Business Value: Two Examples UPS: Building New Services on a Solid Foundation Washington, DC Government: Customer-Focused Service Delivery Goals and Overview of the Book

Readings EAS, Chapter#1 To Execute your Strategy, First Build your Foundation http://www.architectureasstrategy.com/book/eas/index.cfm

http://www.enterprise-architecture.info/EA_Book_EABenefits.htm

JAAP, Chapter#1, What is Enterprise Architecture About? JAAP, Chapter#2, Enterprise Architecture in Context Project Consider possible EAS project alternatives (for a real company) Paper Consider possible EAS Research Paper alternatives (one of the methodologies in JAAP) Other Visit the ITM342 course web page in CyberCampus and become familiar with ITM342 materials, assignments and the course syllabus.

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Week #02 Description of activities Discussion

Integration and Standardization: Key Dimensions of an Operating Model Business Process Standardization Business Process Integration Four Types of Operating Models Diversification Model—Independence with Shared Services Coordination Model—Seamless Access to Shared Data Replication—Standardized Independence Unification—Standardized, Integrated Processes Applying the Operating Model Deploying Operating Models at Different Organizational Levels Transforming to a New Operating Model The Operating Model as Company Vision

Readings EAS, Chapter#2 Define Your Operating Model JAAP, Chapter#3, Critical Success Factors for Enterprise Architectures JAAP, Chapter#4, Key Concepts of holistic Enterprise Architectures JAAP, Chapter#5, Extended Enterprises Project Submit 1-page proposal Paper Submit 1-page proposal

Week #03 Description of activities Discussion The Enterprise Architecture Encapsulate Enterprise Architecture in a Core Diagram Enterprise Architecture for a Unification Model Enterprise Architecture for a Diversification Model Enterprise Architecture for a Coordination Model Enterprise Architecture for a Replication Model Who Should Design Enterprise Architecture? IT Facilitates Senior Management Discussions IT Leaders Design the Core Diagram Now What?

Readings EAS, Chapter #3 Implement the Operating Model via Enterprise Architecture JAAP, Chapter#6, Enterprise Architecture Program and Validation JAAP, Chapter#7, Enterprise Architecture Measurement Process JAAP, Chapter#8, Todays’s EA Frameworks Practice JAAP, Chapter#9, Enterprise Architecture in the United States Government Project Produce a plan for your project Paper Produce an OUTLINE for your research paper

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Week #4 Description of activities Discussion

The Four Stages of Architecture Maturity Business Silos Stage Standardized Technology Stage Optimized Core Stage Business Modularity Stage Organizational Learning: Key to Generating Value from Enterprise Architecture Changing from a Local to a Company-Wide Perspective Learning How to Benefit from the Four Architecture Stages How to Apply Architecture Maturity Stages in Your Company

Readings EAS, Chapter #4 Navigating the Stages of Enterprise Architecture Maturity JAAP, Chapter#10, Enterprise Architecture in Europe JAAP, Chapter#11, Creating or Choosing an Enterprise Architecture Framework JAAP, Chapter#12, The Enterprise Architecture Frameworks History Overview Project Continue Paper Continue

Week #05 Description of activities Discussion The Benefits of Enterprise Architecture Reduced IT Costs Increased IT Responsiveness Improved Risk Management Increased Management Satisfaction Enhanced Strategic Business Outcomes Management Practices for Realizing Value from Architecture Maturity Stage 1 Management Practices Stage 2 Management Practices Stage 3 Management Practices Stage 4 Management Practices Lessons from Top-Performers–What Helps the Most? Greater senior management involvement Architecture built into project methodology Greater architecture maturity The Evolving Role of the CIO

Readings EAS, Chapter#5 Cash in on the Learning JAAP, Chapter#27, Enterprise Architecture Tools JAAP, Chapter#28, Examples of some EA Repository Tools and Suites Project Continue Paper Produce your research paper draft #1

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Week #06 Description of activities

Discussion The IT Engagement Model IT Governance Project Management Linking Mechanisms Toyota Motor Marketing Europe: Continuous Architecture Improvement Architecture Principles Project Methodology Incentives Funding Enforcement Authority Initial Appraisal Outcomes of TMME’s IT Engagement Model What is Good Engagement? The Engagement Model in Action Designing IT Governance for Company-Wide Synergies Project Management at SOSCO Linkages Between IT Governance and Project Management Using Enterprise Architecture as an Organizational Compass

Readings EAS, Chapter#6 Build the Foundation One project at a Time Project Continue Paper Review your research paper draft #1 after the feedback

Week #07 Description of activities Discussion Three Types of Outsourcing Relationships Strategic Partnerships Co-sourcing Alliances Transaction Relationships Aligning Outsourcing Relationships with Architecture Stages Outsourcing for Architecture Maturity

Readings EAS, Chapter#7 Use Enterprise Architecture to Guide Outsourcing Project Continue Paper Produce your research paper draft#2

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Week #08 Description of activities Discussion Leveraging the Foundation for Profitable Growth Profitable Growth in a Unification Model Profitable Growth in a Replication Model Profitable Growth in a Coordination Model Profitable Growth in Companies with a Diversification Operating Model Managing the Architecture Through Mergers and Acquisitions The Acquisition Process at CEMEX: Rip and Replace The Acquisition Process at UPS: Moving to a Diversification Model The Acquisition Process at 7-Eleven Japan: Moving Toward Modularity What’s next? The Fifth Stage of Architecture Maturity The Dow Chemical Vision of Stage 5 Characterizing a Stage 5 Company Preparing for the 5 th Stage Readings EAS, Chapter#8 Now-Exploit Your Foundation for profitable Growth Project Continue Paper Review research paper draft#2 after feedback

Week #09 Description of activities Discussion Symptoms of an Ineffective Foundation for Execution Different parts of the company give different answers to the same customer questions. Meeting each new regulatory or reporting requirement is a major effort. Business agility is difficult and growth initiatives aren’t profitable. IT is consistently a bottleneck. There are different business processes completing the same activity across the company, each with a different system. Information needed to make key product and customer decisions is not available. A significant part of people’s jobs is to take data from one set of systems, manipulate it, and enter it into other systems. Senior management dreads discussing IT agenda items. Senior management doesn’t know if the company gets good value from IT. Key Steps in Rethinking Your Foundation for Execution Step One: Analyze your existing foundation for execution. Step Two: Define your operating model. Step Three: Design your enterprise architecture. Step Four: Set priorities. Step Five: Design and implement an IT engagement model. Step Six: Exploit your foundation for agility. Top 10 Leadership Principles 1. Commit to the foundation. 2. Initiate change from the top and remove barriers. 3. Feed the Core—Experiment. 4. Use architecture as a compass and communication tool. 5. Don’t skip stages. 6. Implement the foundation one project at a time. 7. Don’t do it alone; outsource. 8. Invest in your people. 9. Reward enterprise-wide thinking. 10. Empower employees with the foundation

Readings EAS, Chapter#9 Take Charge! The Leadership Agenda Project Work on your EAS project documentation and presentation Paper Work on your DB research paper

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Week #10 Description of activities Discussion Student Presentations: Extended Enterprise Architecture Framework (E2AF) Enterprise Architecture Planning (EAP)

Week #11 Description of activities Discussion Student Presentations: Federal Enterprise Architecture Framework (FEAF) Treasury Enterprise Architecture Framework (TEAF)

Week #12 Description of activities Discussion Student Presentations: The Open Group Enterprise Architecture Framework (TOGEAF) The Zachman Framework

Week #13 Description of activities Discussion Student Presentations: Integrated Architecture Framework (IAF) Joint Technical Architecture (JTA) Technical Architecture Framework for Information Management (TAFIM)

Week #14 Description of activities Discussion Student Presentations: Department of Defense Architecture Framework (DoDAF) Department of Defense Technical Reference Model (DoDTRM)

Week #15 Description of activities Discussion Student Presentations: Computer Integrated Manufacturing Open System Architecture (CIMOSA) Purdue Enterprise Reference Architecture (PERA) Standards and Architecture for eGovernment Applications (SAGA)

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Week #16 Description of activities *** LAST MEETING *** Discussion EAS Project Presentations Discussions, Q&A Readings Read the other EAS Project Documentations Project EAS project documentation due Paper EAS research paper due Final Exam Final Exam due

Congratulations! You have completed one more step towards your degree!

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Prof. Costa’s Bio

My name is Miro Costa. I have been a full time professor in the Information Technology area at

Golden Gate University since 1994. I received a Ph.D. degree and MS. Degree in Computer

Information Systems from the University of Texas. I also hold a Master of Science degree in Systems

Engineering and Computing from Rio de Janeiro Federal University in Brazil. I am available to meet you and to discuss any questions or concerns you may have about the courses and degrees offered by the School of Business. You can reach me via phone at (415) 442-6500, via fax at (415)

442-6579, via email at [email protected] , or you can visit me in my office in San Francisco. You have some additional information about me on my web page at http://courses.ggu.edu/~mcosta I have an open-door policy and I am here to help you achieve your learning objectives.

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