Analysis of Enterprise Awareness and Key Skills for Business Success

This report delves into the concept of enterprise awareness, emphasizing its importance in disciplined agile environments. It outlines the different levels of awareness, including individual, team, departmental, enterprise, and community, highlighting how each contributes to organizational success. The report also details various strategies for enhancing enterprise awareness, such as working with enterprise professionals, adopting enterprise guidance, leveraging enterprise assets, and sharing learning. Furthermore, it addresses the challenges associated with fostering enterprise awareness and the skills required for running a successful business, including financial management, marketing, communication, leadership, project management, delegation, problem-solving, and networking. The report concludes by summarizing the key takeaways, emphasizing the importance of developing these skills for individual and organizational success.

Managing
Enterprise

Table of Contents
INTRODUCTION 1
1.Enterprise awareness 1
2. Necessary skills for successful business 3
CONCLUSION 5
REFERENCES 6

Introduction
Enterprise awareness is one of the key principles behind disciplined agile. Enterprise
awareness is an important aspect of Self Discipline as a professional should try what’s write for
his organisation and not focusing only on what he wants (Dreyer, and Et. Al., 2017) The
disciplined Agile teams work within your organisation enterprise ecosystem. There are basically
5 levels of awareness which are described below
Individual awareness: This includes all about how someone can change themselves by gaining
new insights experiences and skills
Team awareness: The main focuses on how team can learn and improve together solutions are
developed by teams and by promoting a greater focus on team teamwork leaders are able to
improve the overall productivity
Departmental awareness: People consider the requirements of the department as well as team.
The developers are focusing on improvement of overall it processes by adopting more than one
mind set instead of simply a development mind set
Enterprise awareness: Employees are motivated to consider the overall requirements of the
organisation. This ensures that what they are doing contributes positively to the goals and
objectives of the company as well as the suboptimal goals of the team.
Community awareness: People consider the needs of our community by doing what they can
give back by sharing knowledge, striving them to help others in the organisation.
The enterprise awareness is about enhancing team work and understanding team
members (Maylor, Blackmon, and Huemann, 2016). There are some measures by which an
individual can enhance its skills of team work. These are listed below-
Work closely with enterprise professionals. This includes working closely with enterprise
technical architects and reuse engineers to leverage and enhance the existing technical
infrastructure; enterprise architects and portfolio managers to fit into the overall business
ecosystem. senior managers who should be governing the various teams appropriately;
operations staff to support your organization’s overall development and operations efforts; data
administrators to access and improve existing data sources; IT development support people to
understand and follow enterprise IT guidance; and business experts who share their market
insights, sales forecasts, service forecasts, and other important concerns.
Adopt and follow enterprise guidance. Every organization has specific standards and
guidelines that it has to follow for achieving goals and objectives of the company. This may
include guidance for coding, user interface development, security, and data conventions to name
a few. Following common guidance increases the consistency and maintainability of solutions,
and thus your overall quality.
Leverage enterprise assets. There are some enterprise assets which a company can use and
evolve. Disciplined agile teams strive to work to a common infrastructure; for example, they use
the enterprise-approved technologies and data sources whenever possible. They are the vision of

the infrastructure (Bates, and Robb, 2016). If the organization uses a disciplined architecture-
centric approach to building enterprise software, there will be a growing library of service-based
components to reuse and improve upon for the benefit of all current and future solutions. For
doing so, teams will collaborate with enterprise professionals throughout the lifecycle and
particularly during Inception during envisioning efforts.
Enhance your organizational ecosystem. The business processes and systems should support
ecosystem. To do this, the first step is to leverage existing enterprise assets wherever possible
and often working with enterprise architects to do so. In addition to the enterprise will also work
with operations and support staff closely throughout the lifecycle to ensure that they understand
the current state and direction of the organizational ecosystem. These are supported by an
additional independent test team that will perform production integration to ensure that solution
works within the target production environment which it will face at deployment time.
Share learning. Disciplined agile teams are learning oriented, and one way to learn is to hear
about the experiences of others. The implication is that DA teams must also be prepared to share
their own leanings with other teams (Wang, Y. S and Et. Al., 2016). To do this organizations
might choose to support agile discussion forums, informal presentations, training sessions
delivered by senior team members, and internal conferences to name a few strategies.
Adopt appropriate governance strategies. Effective governance strategies should enhance that
which is being governed. An appropriate approach to governing agile delivery projects, and we
suspect other types of efforts, is based on motivating and then enabling people to do what is right
for your organization. What is right will of course vary, but this typically includes motivating
teams to take advantage of, and to evolve, existing corporate assets following common
guidelines to increase consistency, and working towards a shared vision for your organization.
Appropriate governance is based on trust and collaboration. Appropriate governance strategies
should enhance the ability of DA teams to deliver business value to their stakeholders in a cost
effective and timely manner. Unfortunately many existing IT governance strategies are based on
a command-and-control, bureaucratic approach which often proves ineffective in practice.
Open and honest monitoring. Although agile approaches are based on trust, smart governance
strategies are based on a “trust but verify and then guide” mindset. An important aspect of
appropriate governance is the monitoring of project teams through various means. One strategy
is for anyone interested in the current status of a DA team to attend their daily coordination
meeting and listen in, a strategy promoted by the Scrum community. Although it’s a great
strategy we highly recommend, it unfortunately doesn’t scale very well because the senior
managers responsible for governance are often busy people with many efforts to govern.
There are two main challenges to supporting enterprise awareness on teams (Kew and Stredwick,
, 2016). First is the cultural challenge Reasons for this misunderstanding include a lack of
understanding of the overall enterprise picture or some individuals who have previous
experiences with enterprise professionals who struggle to work in different manner. The second
challenge is that enterprise professionals don’t understand how to work effectively. Companies
should follow Disciplined Agile as it describes an agile/lean workflow for enterprise IT. These

challenges are cultural in nature, and thus difficult to overcome (Kew, J. and Stredwick, J.,
2016). The enterprise professionals need to respect one another and strive to learn more about
what the other group is trying to accomplish. They must strive to work with one another and thus
learn from each other. They must build a culture of shared commitment and responsibility to the
organization.
Skills required to run a successful business
There are a number of skills which are required to start and run a successful business. It is
important for the companies to identify the skills which are needed to be developed or improved
so that an individual can succeed in day-to-day business operations. These skills are described
below-
Financial management
The person should know how to effectively manage finance. A successful business person should
be able to forecast cash flow and sales, as well as, monitor profit and loss (Hutchinson, R.,
Giubileo, J. and O'brien, D., CA Inc, 2015). The company should declare it’s income to the Tax
Office. If a company has sound financial management skills, it will help in running the business
profitably and protecting the financial investment.
Marketing, sales and customer service
It is important for a successful business to be able to promote the products or services
effectively. Providing good customer service and having a marketing strategy in place will help
in generating profits and sales.
Communication and negotiation
In running any business, an individual needs to communicate and negotiate with the suppliers,
potential investors, customers and employees (Kephart, A.D., Kilpatrick, B.R., Kirkland, W.A,
2014). Therefore by having effective written and verbal communication skills will help in
building good working relationships. It is advisable for individuals for making a business
successful every communication should reflect the image he is trying to project in front of
stakeholders.
Leadership
Leadership is a key skill for employing and recruiting new and talented people. Leaders and
managers must be able to motivate the staff in order to get the best out of them and improve
productivity. They must allocate time to mentor and coach their subordinates or employees.
Project management and planning
Starting a business means managing a range of projects, such as setting up a website, arranging
the fit-out of your premises and developing a range of policies and procedures. A successful
leader knows how to effectively manage the resources, including time, money and staff.
Delegation and time management

Failure to delegate is a trap for business owners and many business persons are trapped in this.
This happens because they are reluctant to let go of control. Managing the time effectively may
mean delegating responsibility to someone else in the business or outsourcing. The business
owners must Identify who they can delegate tasks to and concentrating on those tasks that helps
in generating revenue.
Problem solving
Problems are a part of every business (Norton, K., Douglas, J. and Panec, P., salesforce com Inc,
2015). The business owners must know how to tackle business problems and stay productive in
every situation. This enhances the ability to make good decisions sometimes under pressure for
business profit
Networking
Building good relationships through networking will help individuals to grow and develop
business (Marques, J.R., Red Hat Inc, 2014). A good networking with right people can help in
some business problems.
CONCLUSION
From the above report, it has been concluded that enterprise awareness is an important
aspect in the organisation. It recognises enterprise of effective strategies which improves value of
the company in front of stakeholders. Moreover there are different skills that should be
developed by an individual for running a successful business such as good communication,
networking, planning and resourcing, problem solving, delegation and time management,
financial management and many more.

REFERENCES
Books and journals
Dreyer, B and Et. Al., 2017. Upsides and downsides of the sharing economy: Collaborative
consumption business models' stakeholder value impacts and their relationship to
context. Technological Forecasting and Social Change. 125. pp.87-104.
Maylor, H., Blackmon, K. and Huemann, M., 2016. Researching business and management.
Macmillan International Higher Education.
Bates, T. and Robb, A., 2016. Impacts of owner race and geographic context on access to small-
business financing. Economic Development Quarterly. 30(2). pp.159-170.
Wang, Y. S and Et. Al., 2016. A conceptual model for assessing blog-based learning system
success in the context of business education. The International Journal of Management
Education. 14(3). pp.379-387.
Kew, J. and Stredwick, J., 2016. Human Resource Management in a business context. Kogan
Page Publishers.
Al-Ansaari, Y., Bederr, H. and Chen, C., 2015. Strategic orientation and business performance:
An empirical study in the UAE context. Management Decision. 53(10). pp.2287-2302.
Hutchinson, R., Giubileo, J. and O'brien, D., CA Inc, 2015. Methods and systems for managing
enterprise assets. U.S. Patent 9,047,582.
Kephart, A.D., Kilpatrick, B.R., Kirkland, W.A., Bank of America Corp, 2014. System and
method for managing the configuration of resources in an enterprise. U.S. Patent 8,782,201.
Brouk, L., Norton, K., Douglas, J. and Panec, P., salesforce com Inc, 2015. Method, system, and
computer program product for managing interchange of enterprise data messages. U.S. Patent
9,083,601.
Lech, P., 2014. Managing knowledge in IT projects: a framework for enterprise system
implementation. Journal of Knowledge Management, 18(3), pp.551-573.
Marques, J.R., Red Hat Inc, 2014. Dynamic grouping of enterprise assets. U.S. Patent 8,918,507.