EA Voices

<p>The topic of Data Management (DM) is increasingly important for many organizations. Much has been researched and written in this field, both from a business and a technical perspective. For example:</p><ul><li><a href=”http://www.amazon.com/The-Data-Asset-Companies-ebook/dp/B002JMV6LY”>The Data Asset</a> by Tony Fisher presents a strong argument for considering data from a business perspective and argues the case that quality data is quintessential for sustainable business success</li> <li><a href=”http://www.amazon.com/Master-Data-Management-Press-ebook/dp/B001FA0HAM/”>Master Data Management</a> and <a href=”http://www.amazon.com/Practitioners-Guide-Quality-Improvement-ebook/dp/B004HD63OS”>The Practitioner’s Guide to Data Quality Improvement</a> by David Loshin provide an excellent technology independent overview of several key aspects of data management with attention for business and technology concerns</li> <li>The <a href=”http://www.amazon.com/Management-Knowledge-DAMA-DMBOK-Portuguese-Edition/dp/1935504177/”>DAMA DMBOK</a> is considered to be the most comprehensive overview of the field of data management in existence</li></ul><p>It is increasingly recognized that enterprise architecture (EA) models are a valuable tool in this field. At the recent MDM/DG summit, hosted by IRM UK, (see also our previous <a href=”http://www.bizzdesign.com/blog/mdm-dg-summit-recap/”>blogpost</a>) it was agreed that:</p><ul><li>Architects and Data Management Professionals often talk to the same stakeholders</li> <li>Share a common mindset, tools,and models</li> <li>Tackle similar issues</li></ul><p>Given BiZZdesign’s proposition in this field with ArchiMate and Architect, it makes sense to investigate how ArchiMate can be leveraged in the field of Data Management – at least from a modeling perspective. Obviously, the Data Management -space covers much more than models but that is beyond the scopeof this series. This subject is too large to tackle in one go though, so we follow an incremental approach and tackle various aspects one by one, as depicted in the figure below:</p><p><img alt=”Data management. Incremental approach” id=”” longdesc=”An incremental approach to tackle various aspects one by one” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/20130506_Data-Management-Introduction/Data-Management-Incremental-approach.png” style=”width: 550px; height: 334px;” title=”An incremental approach to tackle various aspects one by one”/></p><p>For each aspect we will give a short introduction describing context and relevance, after which we explore the relevant modeling concepts and how they could be translated to ArchiMate:</p><ul><li><strong>Subject Area &amp; objects</strong>: an overview of how the information landscape can be subdivided into coherent subject areas, which can be decomposed into business entities</li> <li><strong>Realization of Entities in applications</strong>: entities represent business concepts, and may be realized by some IT system. In this post we will show how to model this</li> <li><strong>Stewardship</strong>: a steward is the person responsible for the quality of information, i.e. the entities that are part of a subject area</li> <li><strong>Mastering data</strong>: many organizations have dispersed data about key entities. It is not uncommon for these versions to mismatch. Master Data Management (MDM) is about creating a master record for these key entities</li> <li><strong>Meta Data</strong>: meta data is often defined as data about data. This is a broad discipline which covers various topics including  business- and technical metadata</li> <li><strong>Business Intelligence</strong>: is a discipline in its own right. Loosely defined it is the discipline that is concerned with providing management with the ‘intelligence’ necessary to run the business. It is often associated with such things as an Enterprise Data Warehouse.</li> <li><strong>We end the series with</strong>:an overview of the relevant concepts from the ArchiMate metamodel and provide an idea of what advanced / custom visualization in this context would look like.</li></ul><p>Stay tuned for the next posting in which we dive into the “meat” of the series. If you have a question or suggestion, please leave a comment.</p>

<p><a href=”http://www.kpiusa.com/index.php/The-Decision-Model/the-decision-model.html”>The Decision Model</a> (TDM) is new and rapidly growing methodology and framework for modelling the business logic (business rules) behind business decisions, using a powerful graphical notation, that is easy for both business and IT to understand and implement.</p><p><span style=”font-size: 11px; line-height: 19px;”><img alt=”” class=”right” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/20130506_Three-Decision-Model-Predictions-and-The-Decision-Modele/Decision-Modeler-Method-KPI.png” style=”width: 120px; height: 124px; float: right;” title=””/>The Decision Model was co-invented by </span><a href=”http://www.linkedin.com/in/larrygoldbergkpi” style=”font-size: 11px; line-height: 19px;”>Larry Goldberg</a><span style=”font-size: 11px; line-height: 19px;”> and </span><a href=”http://www.linkedin.com/pub/barb-von-halle/1/7ab/130″ style=”font-size: 11px; line-height: 19px;”>Barbara von Halle</a><span style=”font-size: 11px; line-height: 19px;”>, who are the co-authors of the seminal book </span><a href=”http://www.amazon.com/Decision-Model-Framework-Technology-Management/dp/1420082817″ style=”font-size: 11px; line-height: 19px;”>“The Decision Model: A Business Logic Framework Linking Business and Technology“.</a> <span style=”font-size: 11px; line-height: 19px;”>In early January 2012, I made <a href=”http://www.azintablog.com/2012/01/08/three-predictions-for-the-decision-model-in-2012/”>three predictions</a> about the urgent need for a low cost software tool that would support the modelling of TDM models, and, that this tool would be available by the end of 2012.</span></p><p>It is now 5 months after my original predictions were expected to be fulfilled and this blog post briefly outline the three original TDM predictions and compare them with the functionality of the new TDM tool, The Decision Modeler, which will be launched in early June 2013 by <a href=”http://www.bizzdesign.com”>BiZZdesign</a></p><h2><span style=”font-size: 11px; line-height: 19px;”><img alt=”” class=”right” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/20130506_Three-Decision-Model-Predictions-and-The-Decision-Modele/the-Decision-Modeler-logo.jpg” style=”width: 100px; height: 120px; float: right;” title=””/>My Original Decision Model Prediction 1</span></h2><p>By the end of 2012 a low cost entry-level TDM modelling tool will exist that will enable modellers to create and validate that their TDM models comply with the TDM 15 principles. There is currently only one tool that has this capability and that is the <a href=”http://www.sapiensdecision.com/”>heavy-weight Sapiens DECISION tool.</a>  DECISION is designed for enterprise TDM modelling, life-cycle management and governance.</p><p>My reasons for an entry-level low cost TDM modelling tool are:</p><ul><li>There are a large number of small to medium size companies who in the coming months and years would like to use TDM but who will not be able to afford heavy-weight tools such as Sapiens DECISION. Using Excel and Visio for TDM modelling is better than nothing but a modelling tool with proper validation would be much better.</li> <li>Many departments in many large companies may still like to experiment with TDM using a low-cost entry tool to get started and after the success of an initial TDM project move up to governance products such as Sapiens DECISION.</li> <li>Having a low-cost or open source TDM modelling tool will empower many thousands to experiment on their own and drive the bottom-up adoption of TDM within organisations of all sizes.</li></ul><h2><span style=”font-size: 11px; line-height: 19px;”>My Original Decision Model Prediction 2</span></h2><p>By the end of 2012 a low cost TDM model translator will exist that will be able to automatically convert high-level graphical TDM models into actual “business rules code” for a number of business rules engines.</p><p><em>This tool will enhance the productivity of business rules programmers and ensure that Decision Models are converted without error into code that can execute within different rule engines.</em></p><h2><span style=”font-size: 11px; line-height: 19px;”>My Original Decision Model Prediction 3</span></h2><p>From my perspective Business Decision Management = BPMN + TDM. It is therefore my prediction is that by end of 2012 that a low-cost entry tool will exist that will enable business analysts and TDM modellers to model TDM and BPMN process models in an integrated modelling environment. <span style=”font-size: 11px; line-height: 19px;”>Let’s not forget that actions required to be executed on completion of a TDM decision should be executed within a BPMN process task. See The Decision Model Book by Barbara von Halle and Larry Goldberg. Also for more information on the integration of TDM with BPMN process models see the <a href=”http://brsilver.com/integrating-process-and-rules-part-2/”>BPMN guru Bruce Silver’s blog post</a></span></p><h2><span style=”font-size: 11px; line-height: 19px;”>The Three Predictions and The Decision Modeler</span></h2><p>At the time that I made these prediction I was not aware that BiZZdesign was about to embark on developing a TDM tool.  It was only until the autumn of 2012 that I became aware of BiZZdesign TDM plans and finally an alpha version of the tool was available by end of 2012.</p><p>So how does BizzDesign’s The Decision Modeler compare with the three TDM predictions?</p><ul><li><strong>TDM Prediction 1 and The Decision Modeler </strong>– BiZZdesign’s The Decision Modeler is priced at around $5,000 for a single user licence and later a lower priced SaaS/Cloud version is planned. The Decision Modeler current checks for some of the 15 principles, including the structural principles and some other checks. In forthcoming releases the software will validate for all the 15 principles. I can therefore confirm that The Decision Modeler meets TDM Prediction 1.</li> <li><strong>TDM Prediction 2 and The Decision Modeler</strong> – BiZZdesign has the ability to export TDM models into Excel format that enables TDM models to execute on the <a href=”http://openrules.com”>OpenRules open source business rules platform</a>.  The ability to export to other business rules platforms such as Drools and ILOG are on the roadmap. I can therefore confirm that The Decision Modeler meets TDM prediction 2.</li> <li><strong>TDM Prediction 3 and The Decision Modeler</strong> –The Decision Modeler has excellent integration with process modelling tools. Both BPMN 2.0 standard and proprietary Amber process modelling languages are fully supported and integrated with The Decision Modeler into an integrated modelling environment. I am therefore very pleased to say that the Decision Modeler fully implements TDM Prediction 3.</li></ul><p><span style=”font-size: 11px; line-height: 19px;”>The Decision Modeler enables a TDM modeller view all the process models that are using a specified TDM model. From a process model, one can click on a business decision task and automatically view the associated TDM model. No other TDM tool has this tight execution with process models, out of the box, as does The Decision Modeler.</span></p><p>I can therefore confirm that The Decision Modeller meets all the three TDM Predictions.</p><p>Given that TDM is rapidly revolutionising enterprise business decision management, by enabling the business to re-gain control of the business decisions that business managers are responsible for managing, I believe that the Decision Modeler will have a significant impact by reducing the costs of engaging with TDM.</p><h2>Future Predictions for Decision Modeler</h2><p>It is my view that the Decision Modeler, including the integration of TDM with other BiZZdesign modelling tools and languages will rapidly grow from strength to strength in subsequent releases. It is my prediction that BiZZdesign will become the de facto modelling tool for doing TDM modelling within the enterprise.</p><p>The second post in the 3-part series will look at how BiZZdesign has integrated TDM with its other modelling tools and languages and some of the implications of this integration for the business and IT.</p><p>In the olden days, thousands of years ago, prophets who made predictions that did not materialise were either ignored or more often stoned to death as false prophets.  So my thanks BiZZdesign for developing its TDM product, The Decision Modeler, just in time!</p><p>By <a href=”http://suleiman.shehu@azinta.com”>Suleiman Shehu</a></p><p><span style=”font-size: 11px; line-height: 19px;”>Suleiman Shehu is the CEO, of Dublin based <a href=”http://www.azinta.com”>Azinta Systems Ltd</a>. Azinta Systems is a business transformation, business integration and consultancy company. Azinta is a KPI The Decision Model consulting partner for the Europe, Middle-East and Africa (EMEA).</span></p><p><span style=”font-size: 11px; line-height: 19px;”>Azinta has recently signed a strategic business partnership with BiZZdesign for EMEA region and Azinta will be providing TDM consulting and TDM methodology training services for those looking to start using TDM with the Decision Modeler.</span></p><p><span style=”font-size: 11px; line-height: 19px;”>Suleiman can be contacted at Suleiman,shehu@azinta.com. The <a href=”http://www.azintablog.com/2012/01/08/three-predictions-for-the-decision-model-in-2012/”>original article on the three TDM predictions can be viewed.</a></span></p>

I recently co-authored a journal paper [1] on Enterprise Architecture, in which we propounded that architectural work in an enterprise be designed and built around organizational accountability levels and be divided into three distinct yet interlinked …

I recently had the opportunity to work with a team who were trying to take a fresh look at the performance measured used by the team. My view on such a situation is that there are really only 2 questions you need to ask yourself:

1. What is the vision?

2. What measurements can I put in place to help me achieve the vision?

In reality, as our discussion progressed it became clear that these two questions were not at the forefront of the teams minds, instead the questions were:

1. What do we measure now that other people expect us to continue measuring?

2. Can we measure something if no one else in the org is measuring the same thing?

3. What if we measure something that gives someone else leverage over us?

4. What if we measure something that makes us look bad?

5. How can I use measurement to push my own agenda?

These are all useless and distracting questions but I think breaking down 4 and 5 provides some interesting insight.

Regarding 4. So what? Isn’t that a good thing? demonstrating poor performance in an era where you want to perform is the first step in improving that performance.

Regarding 5, I think this is an inherently selfish perspective about ‘how can I use measurement to support my individual goals’. Is it naive to think that if an org has a clear and coherent vision then there should be no need for personal agendas because personal agendas are overridden  by buy-in to and pull towards the organisations vision?

The fact that both of these questions exist in the minds of the team hints at a more fundamental set of problems.

What if we returned to the to initial questions I posed and did so from a perspective of openness? Measurement has context, and therefore a commentary, the context is your vision. Does it matter if a measure shows a lack of progress toward achieving the vision? If your vision is valid and aligns with the organisations goals then surely it’s a good thing for others to be aware of something that isn’t contributing as it should so remedial action can be taken?

A problem within a team that constrains the wider organisations ability to achieve its vision is a problem for the whole org, Not just within the team in which it was identified.

Concern over highlighting bad performance against a measurement is a symptom of problems within the culture of the organisation. Blame, lack of responsibility, accountability and ownership, manifest themselves in desire to reduce transparency and question the rationality of openness. 

I believe there is a better way based on radical openness and transparency that permeates organisations, silos and agendas. I’ll write more about this soon. If reading this has sparked some thoughts then i’d welcome any comments either on this blog or @ me on twitter or use the #openwork hashtag