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Enterprise Architecture Sample

INTRODUCTION

Cloud computing is a major part of lives of many people already. Services such as Google Maps, Amazon Web Services, Microsoft Hotmail and Apple iTunes are taken for granted as convenient and simple ways to use sophisticated systems of computer. Services of cloud computing can be used to deliver a wide services range to users and have been in practice for many years.

This report analyzes the situation and identifies the elements of the business model that cloud computing as a new opportunity could transform, describes the concept of business that draws the vision of the strategic objectives and goals, and the principle that should direct this transformation. Further, report aims at detailing the strategy to implement the vision, and explains what is involved in business transformation model to realize an envision future by using a dynamic model of Managemnet Assignment help.

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1. Identification of Business

Describing government IT sector of Australia

Australian Government Information Management Office (AGIMO) – AGIMO works with government to make sure position of Australia as a leader in the creative application of communication and information technologies to administration of government, its services and information. AGIMO supervises the whole-of-government policy, strategies and standards’ development in regards to the Government of Australia use of communications and information technology (ICT) (Ojala andTyrväinen, 2011).

AGIMO promotes the effective and efficient use of departments and agencies of government of Australia to increase national productivity and public sector. It achieves these aims and objectives by building ICT policies of whole-of-government to meet emerging issues and technology, analyzing and offering advice on important ICT proposals of government, providing rational direction to agencies, delivering programs to build skills of ICT, and supporting governance of ICT across government (Scale, 2009).

2. Strategy to Implement the Vision

2.1 Strategic goals and objectives to be achieved to implement the vision

Strategic goals and objectives can be achieved with the help of performance indicators as well as critical success factors. A key performance indicator or performance indicator is a kind of measurement of performance. A company may use KPIs to assess a particular activity’s success in which it is involved. Sometimes success is described in terms of making growth toward goals that are strategic, but often it is simply the periodic, repeated achievement of some operational goal level.

Accordingly, decide on the right KPIs relies upon a good comprehending of what is significant to the company. What is significant often depends on section measuring the performance, for e.g. the KPI’s helpful to finance will be too different from that of KPIs assigned to sales. Since there is a requirement to comprehend well what is significant to a company, various methods to review the present business state, and its major activities, are concerned with the performance indicators selection (Andrew, 2012).

These reviewing often leads to determination of prospective improvements, so indicators of performance are regularly associated with improvement of performance initiatives. A quite common way to select KPIs is to apply a framework of management such as the balanced scorecard. Indicators marked and identifiable as likely candidates for KPIs can be sum up into the following sub-categories (Dihal and et.al., 2013)

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Quantitative indicators , Qualitative indicators, Leading indicators, Lagging indicators, Input indicators, Process indicators, Output indicators, Practical indicators, Directional indicators, Actionable indicators, Financial indicators.

A company may apply all the above indicators which are commonly used to achieve strategic goals and objectives of the business.

Organizational Principles:

  • Chronological order – events, items or even ideas are positioned in the order in which they take place.
  • Spatial order – In this, items are arranged in accordance to their physical relationships and position.
  • Climactic order – In this, items are arranged to the most important from the least important.
  • Topical order – It refers to the company which appears from the topic itself.

Human Resource Principles

  • Comprehensiveness – the strategies of human resources are to be adopted with broad comprehension (Kefel, 2013).
  • Credibility – the strategies of HR should be developed with the credibility of organization in mind.
  • Communication – the HR policies should take into account the communication system of organization.
  • Cost effectiveness – the HR policies should be developed as much cost effective as possible (Chabrow, 2012).
  • Creativity – HR strategies and policies must be creative.
  • Coherence – there should be consistency in the strategies and policies adopted for HR.
  • Competence – the HR of an organization must be competent enough to develop its workforce.
  • Control – it should have appropriate control over its workforce.
  • Change – it should employ change in the organization.
  • Commitment – It should be developed with the commitment to succeed in the organization.

Process management principles (Amberg and Wiener, 2007):

Business processes should be recognized and documented, Actual performance should have consent with documentation of process, Processes should support the company’s goals, Every process should have a proprietor, Effectiveness of process and value should be assessed at regular intervals, and Measure key processes.

REFERENCES

  • Amberg, M., and Wiener, M., 2007. Critical success factors of offshore software development projects: the perspectives of german companies. Springer.
  • Andrew, M. A., 2012. Cloud computing: views on cybersyn. Kybernetes. 41(9). Pp. 1396-1399.
  • Buyya, R. Broberg, J. and Gosinski, A., 2011. Cloud Computing: Principles and Paradigms. Wiley.
  • Buyya, R., 2008. Market-Oriented Cloud Computing: Vision, Hype, and Reality for Delivering IT Services as Computing Utilities. High Performance Computing. 10(5).pp. 5-13.
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