SBM4303 Assessment 3: Enterprise Architecture Report

This report provides a detailed analysis of Enterprise Architecture concepts through three case studies: SteelCo, MultiCorp, and FinCorp. The report begins by examining SteelCo's architecture function, including necessary positions and architect requirements. It then delves into MultiCorp's operational model, exploring its strategic business units, standardized business processes, data integration, and IT landscape. Finally, the report addresses FinCorp's experience with an EA tool, discussing installation issues, the value of the tool, and strategies for aligning business and IT, along with steps to maximize the tool's value. The report covers various aspects of enterprise architecture, including organizational structure, business processes, data integration, and the effective utilization of EA tools for business and IT alignment, providing a comprehensive overview of EA principles and practices.

Enterprise Architecture

Table of Contents
Assessment 3....................................................................................................................................1
Report 1.1. (Case Study)..................................................................................................................1
1. Report on way to structure the architecture function by SteelCo in terms of necessary
architecture positions...................................................................................................................1
2. Architects need for each position require to structure the architecture function.....................1
Report 1.2 (Operational Model of a Multi-profile company)..........................................................2
1. Operating Model of MultiCorp with explanation of three strategic business units.................2
2. Business process that standardised company at wide level and within each business units. . .5
3. Data integrated across company and in its each business units...............................................7
4. Highest-level structure of IT landscape in MutliCorp and in its each business units..............7
Report 1.3.......................................................................................................................................11
1. Issues with installation of EA tool.........................................................................................11
2. Arguments on whether EA tool adding value to FinCorp.....................................................11
3. Way to utilise EA tool for facilitating the business and IT alignment..................................11
4. Steps for maximising the value of tool for FinCorp..............................................................12

Assessment 3
Report 1.1. (Case Study)
1. Report on way to structure the architecture function by SteelCo in terms of necessary
architecture positions
SteelCo is one of the largest steel manufacturing companies, which has grown its business
through merger and acquisition strategies. It’s business at present is split into the two main
divisions as Division Alpha and Division Beta, where both are governed under central head
office. Since, both companies have their own agendas and work individually without overlapping
their suppliers, distributors and more. Therefore, it is essential for this company to must follow
appropriate structure for monitoring performance of each division, as shown below –
2. Architects need for each position require to structure the architecture function
As SteelCo Company has two main branches which are working independently from each
other, therefore, it needs to employ architects individually for both branches. It has evaluated that
first branch i.e. Division Alpha specialises on fabricating the single unit of product therefore, one
architect is enough for this firm, who has capabilities to design specific structure for monitoring
performance of each and every function separately. While the other branch i.e. Division Beta, as
it has three product lines, therefore, architects for each position needs to employed.
1
Centre Head Office
(SteelCo)
Division Alpha Division Beta
Only one core line of
product
First Core Line of
Product
Second Core Line of
Product
Third Core Line of
Product

Report 1.2 (Operational Model of a Multi-profile company)
1. Operating Model of MultiCorp with explanation of three strategic business units
As MultiCorp is the diversified and multi-profile company, whose main role is to oversight
the subsidiary units of business as well as measure financial performance indicators. But, it has
no operational interventions because the given three subsidiaries have their own managing
directors. Therefore, operating model of this company will be
Figure 1: Beta Operating model
With respect to its first business unit i.e. Unit Alpha it is food manufacturing business and
responsible to produce and distribute a range of goods to local food shops and major retailers at
marketplace. For managing quality of each range of product, it has separate product department,
having specialised production process, transportation approaches and arrangement for storage.
Along with this, all product lines are specifically served by number of functions such as logistics,
legal, accounting, HR and more. Therefore, operating model of Unit Alpha (the subsidiary
branch of MultiCorp) could be –
2

Figure 2: Operating Model of Unit Alpha
In context with second subsidiary unit of MultiCorp i.e. Unit Beta, it competes within
restaurant business and controls a chain of fast-food restaurants. Currently, near about 80 chain
of restaurants that are located within various geographies, all having same interior, menus, meals
and other services. But each restaurant has its own management, marketing and branding system
to run independently. Therefore, it follows the below operating model –
3

Figure 3: Operating Model of Beta
While the third subsidiary of MultiCorp – Unit Gamma, it operates a chain of the resort
hotels which are gravitated towards offering the premium quality of services to targeted
customers, with high-end price. Its competitive strategy mainly implies on making improvement
in brand recognition, in order to achieve the high customer experience. It follows the given
operating model to achieve its current objective –
4

Figure 4: Operational Model of Unit Gamma
2. Business process that standardised company at wide level and within each business units
In order to standardised the company at wide level, it is essential for managing director of
each firm to make strategic choice, for earning high-satisfaction of customers. Standardise means
to produce maximum variety of goods and services, through minimum resources and materials.
Steps to standardise the food safety by Unit Alpha –
For standardising business, this subsidiary of MultiCorp needs to adopt operative
marketing instruments. It must work on Front-end offers and Back-end process, by digitising the
marketing and supply chain process. For this purpose, by considering on following procedure, its
5

management or each department will analyse manner in which they have to perform their role for
enhancing its image at marketplace.
Figure 5: Supply chain process
Steps to standardise the food safety by Unit Beta –
As restaurant chains need to work more harder to develop and maintain standardisation of
business, to remain longer at marketplace. For this purpose, they must adopt the digital work
management process which would help in digitising the processes, by guiding the staff how to
enforce process for leading the customers to receive consistent experience, at their each and
every site. This process also helps in enhancing food safety management; improving control and
monitoring performance in real-time manner; ensuring that customer gain consistent taste
6

experience; and supporting greater productivity to ensure that each chain operates efficiently
with productive staff.
Steps to standardise the business by Unit Gamma –
To develop and meet standardisation of business, management of Unit Gamma need to
consider on maintaining the four standards. It includes time (reservation confirmation must
deliver within 24 hours via e-mail), productivity (in terms of norms), quality (must be subjective
but less measurable); and last is cost (amount of inventories, labour costs etc.). All these aspects
will aid to this subsidiary to maintain its business standardisation. Along with this, management
of this unit also need to develop efficient marketing strategy to oversee the customers’ views for
maintaining consistency of their experience. This would help in making modification in
operational activities, for providing best services to customers, that will lead further to develop
brand image of given firm.
3. Data integrated across company and in its each business units
Data which needs to be integrated in MultiCorp includes profit & loss statement of each
subsidiary, that helps this firm in measuring the financial condition of them at individual level.
While data regarding with inventories, quality of food and delivery report could integrate into
Unit Alpha, to manage its inventories. In context with Unit Beta and Gamma, both are required
to collect data about customer satisfaction, so that brand image can be improved and
management, by making changes in business process if needed.
4. Highest-level structure of IT landscape in MutliCorp and in its each business units
As MultiCorp is responsible to handle all three subsidiaries therefore, highest level
structure followed by this company is -
7

The Unit Alpha follows the given IT landscape structure to manage all its functions –
8

While Unit Beta follows given structure –
9

The Unit Gamma follows structure as given below –
10