Enterprise architecture is an important enabler for strategic change. As organizations like yours seek to become more agile and responsive, adopting a solid architectural approach is key. Taking advantage of new technologies and cleaning up legacy systems requires more than simply implementing a framework. It’s about connecting corporate strategy to each individual project — for which you’ll need new knowledge and skills to accomplish.
Our enterprise architecture courses provide practitioners opportunities to learn from experts with real-world experience to design capabilities that support and sustain your organizational transformation efforts.
Our course materials are written by our instructors who are also our hands on consultants, so you are guaranteed to receive real life experience training delivered by experienced consultants who aren’t afraid to “get their hands dirty”. This also enables us to easily customize our courses to suit the specific needs of our clients.
The Enterprise Architecture training program is based on intensive classroom-training models supported with in-depth Individual performance coaching on a selected project. The hands-on experience ensures that the enterprise architecture, business process, business value and business service management and modelling skills are applied within the following disciplines:
Strategy Modelling
Strategy matrix with strategic business objectives (SBOs), critical success factors (CSFs) and business competency groups and balanced scorecard map with strategic business objectives (SBOs), critical success factors (CSFs) and value and performance models.
Business Layer Modelling:
Business model, service model, process modelling, business workflow, business and system measurements, scorecards, dashboards and cockpits.
Application Layer Modelling:
Application component (e.g. logical/physical), application feature, functionality, task and service and data component, entity and service and system flow. Technology Layer Modelling: Platform component (e.g. logical/physical), devices and services as well as infrastructure component (e.g. logical/physical) and infrastructure service.
Business Service Management:
Service ownership, service roles, continuous service improvement approach and service level agreements (SLAs), service media and service channel.
Value:
Value expectations and requirements (e.g. service, process, data etc.), value drivers (external and internal), value bottlenecks/value clusters, value measurements, value maps, matrixes and models, revenue model, value-based costing, value-based modelling as well as value management.
Performance:
Performance expectations and requirements (e.g. service, process, data, etc.), performance drivers (external and internal), performance bottlenecks, performance measurements, business performance indicators (BPIs) and key performance drivers in performance maps, matrixes and models as well as performance management.
Measurements:
Business measurements in terms of value and performance measurements as well as system measurements in terms of system key performance indicators (KPIs) and process performance indicators (PPIs), cockpits, scorecards and dashboards.
Service Modelling:
Service flow with service provider and service consumer, service pain points, service weakness clusters/bottlenecks, service value clusters, service rules, service compliance, business service measurements and service modelling.
Service Measures:
Service level agreements (SLAs), business service measurements and system service measurements.
Automated Services:
Application services, data services, platform services, infrastructure services, service construct/delivery, service roles, service flow (service provider and service consumer) and automated service measurements.
Business Process Principles:
BPR, Six Sigma, TQM and LEAN process tracking, process pain points and process bottlenecks.
BPMN 2.0:
Process modelling notations, tasks, objects, activities, events, gateways and eXtended BPMN.
Process Monitoring: Identify, categorize and develop organizational process control and monitoring and link them to the organizational reporting (e.g. scorecards, dashboards and cockpits).
Value-based Process Modelling:
Process mapping based on strategy and value principles and process value clusters.
Continuous Improvement Approach:
Process ownership, process office, measurements, monitoring, continuous improvement approach and process change methods.
General Inquiries
