Align IT and Enterprise Operating Models.pdfJoelRodriguze
This webinar from Gartner discusses aligning enterprise and IT operating models. It emphasizes that the IT operating model is part of the overall enterprise operating model and should be shaped by business strategy. The webinar explores how evolving components like business capabilities, governance, resources and value streams can improve digital execution speed and better support business objectives. It provides examples of how organizations can refine their operating models to become more adaptive through practices like establishing composable business capabilities.
Business architecture provides a blueprint of an organization that creates a common understanding used to align strategic objectives and tactical demands. It includes models like business models, operating models, value chain models, and capability models. Business architecture aligns strategic objectives and tactical demands by linking execution to strategy through tools like a VMOST model and by associating capabilities to strategy pillars. The benefits of business architecture include linking execution to strategy, providing a 360 degree enterprise view, fostering a common language, better defining the business, enabling reuse of IT assets, and breaking down business and IT silos.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
The document outlines an agenda for a presentation on digital transformation, including introducing concepts like the internet of things, big data, and digital initiatives. It then provides examples of using big data for applications in areas like retail stores, disaster warnings, and outbreak detection. The document concludes by presenting a digital transformation reference model and discussing elements like digital platforms, business services, and digital organizations.
WHAT IS DIGITAL TRANSFORMATION?
“Digital transformation is an ongoing process of changing the way we do business. It is an investment in skills, tools, technologies and IT infrastructure. Digital transformation is a cultural shift integrating people, technology and business together.”
-Devansh
What is digital transformation?
What is Business transformation?
Use case scenario in logistics
Challenges in digital transformation and how to over come
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural and team location constraints has proven to be challenging. From the perspective of the client, let’s see: how to create definition of done, how to obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view we will address: what to ask from the client, what to give to the client and how to communicate with the client during the development.
The document discusses the major changes in TOGAF 9.2 including restructuring the framework and introducing the TOGAF Library. Key changes include enhancements to business architecture with new artifacts related to value streams and business capabilities, updated terms and definitions, and additional details in the ADM. Security architecture was also enhanced with its own guide. The presentation provides an overview of ITpreneurs' TOGAF training offerings and pathways for architects to become certified or take additional courses in related frameworks like DevOps and CCC.
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact [email protected]
Mohamed Sami provides an overview of enterprise architecture and TOGAF. He explains that enterprise architecture is a conceptual blueprint that defines the structure and operation of an organization to help it achieve its objectives. TOGAF is introduced as the most widely adopted architecture framework, with components that include the Architecture Development Method, guidelines and techniques, and a framework for architecture content and building blocks.
The document discusses Flexera Software's Operational Model Design consulting service. It helps organizations understand the complexity of entitlement management system design by cataloging business processes from prospect to support. Through workshops, Flexera analyzes the organization's operations and designs a blueprint architecture and operational model document detailing use cases. This provides requirements for developing a robust entitlement management solution and addresses issues causing high costs or limiting new products.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
This document outlines a framework for developing an ICT strategic plan. It includes sections on strategic analysis using tools like SWOT analysis, formulating vision, mission and strategic themes, strategic implementation through focus areas and programs, and project management. A sample ICT strategic plan development process is outlined involving business and ICT analysis, strategy formulation, implementation, and project initiation, proposal, team structure and costing. The goal is to assess the current ICT environment, identify gaps, and create an action plan to address gaps and support business goals through ICT programs and roadmaps.
Metadata is hotter than ever, according to a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
There are several models that exist for assessing Enterprise Architecture (EA) maturity. The most commonly referenced models include the US Government's Department of Commerce Architecture Capability Maturity Model (ACMM), Gartner's ITScore for EA, and Forrester's EA Maturity model. These models generally define maturity levels from initial to optimized and provide attributes for measurement. The ACMM and Gartner models are very similar, using 6 or 5 maturity levels respectively and focusing on attributes like architecture process, business linkage, and governance. Forrester's model takes a different approach using archetypes but is considered too lightweight. The US GAO also provides a free, open framework for assessing EA management maturity across 7 levels.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Enterprise architecture is a rigorous description of an organization's structure including components, relationships between components, and principles guiding the organization's design and evolution. It describes the terminology, composition of components, and relationships between the organization and external environment. Common frameworks for enterprise architecture include TOGAF, FEAF, DODAF, and Zachman, which differ in areas like customizability, technical documentation quality, and tool support. Enterprise architecture provides benefits like flexibility, aligning IT and business strategies, and reducing project risk.
Five building blocks of digital transformation Maziar Ebrahimi
For the past six years I have been engaged in several digital transformation initiatives, Corona gave me the time to create this presentation on inspirations and reflections on how companies can strengthen the core of their business while reimagining scalable digital futures.
Special thanks to Jeanne Ross of MIT CISR for the wonderful course and book on Organisational Design for Digital Transformation.
Why do we need practical enterprise architecture?Apple Taton
Practical Enterprise Architecture Seminar
21 January 2558
@Software Park Thailand
Why do we need practical enterprise architecture? by PIPAT EAMSHERANGKOON
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural and team location constraints has proven to be challenging. From the perspective of the client, let’s see: how to create definition of done, how to obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view we will address: what to ask from the client, what to give to the client and how to communicate with the client during the development.
The document discusses the major changes in TOGAF 9.2 including restructuring the framework and introducing the TOGAF Library. Key changes include enhancements to business architecture with new artifacts related to value streams and business capabilities, updated terms and definitions, and additional details in the ADM. Security architecture was also enhanced with its own guide. The presentation provides an overview of ITpreneurs' TOGAF training offerings and pathways for architects to become certified or take additional courses in related frameworks like DevOps and CCC.
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact [email protected]
Mohamed Sami provides an overview of enterprise architecture and TOGAF. He explains that enterprise architecture is a conceptual blueprint that defines the structure and operation of an organization to help it achieve its objectives. TOGAF is introduced as the most widely adopted architecture framework, with components that include the Architecture Development Method, guidelines and techniques, and a framework for architecture content and building blocks.
The document discusses Flexera Software's Operational Model Design consulting service. It helps organizations understand the complexity of entitlement management system design by cataloging business processes from prospect to support. Through workshops, Flexera analyzes the organization's operations and designs a blueprint architecture and operational model document detailing use cases. This provides requirements for developing a robust entitlement management solution and addresses issues causing high costs or limiting new products.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
This document outlines a framework for developing an ICT strategic plan. It includes sections on strategic analysis using tools like SWOT analysis, formulating vision, mission and strategic themes, strategic implementation through focus areas and programs, and project management. A sample ICT strategic plan development process is outlined involving business and ICT analysis, strategy formulation, implementation, and project initiation, proposal, team structure and costing. The goal is to assess the current ICT environment, identify gaps, and create an action plan to address gaps and support business goals through ICT programs and roadmaps.
Metadata is hotter than ever, according to a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
There are several models that exist for assessing Enterprise Architecture (EA) maturity. The most commonly referenced models include the US Government's Department of Commerce Architecture Capability Maturity Model (ACMM), Gartner's ITScore for EA, and Forrester's EA Maturity model. These models generally define maturity levels from initial to optimized and provide attributes for measurement. The ACMM and Gartner models are very similar, using 6 or 5 maturity levels respectively and focusing on attributes like architecture process, business linkage, and governance. Forrester's model takes a different approach using archetypes but is considered too lightweight. The US GAO also provides a free, open framework for assessing EA management maturity across 7 levels.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Enterprise architecture is a rigorous description of an organization's structure including components, relationships between components, and principles guiding the organization's design and evolution. It describes the terminology, composition of components, and relationships between the organization and external environment. Common frameworks for enterprise architecture include TOGAF, FEAF, DODAF, and Zachman, which differ in areas like customizability, technical documentation quality, and tool support. Enterprise architecture provides benefits like flexibility, aligning IT and business strategies, and reducing project risk.
Five building blocks of digital transformation Maziar Ebrahimi
For the past six years I have been engaged in several digital transformation initiatives, Corona gave me the time to create this presentation on inspirations and reflections on how companies can strengthen the core of their business while reimagining scalable digital futures.
Special thanks to Jeanne Ross of MIT CISR for the wonderful course and book on Organisational Design for Digital Transformation.
Why do we need practical enterprise architecture?Apple Taton
Practical Enterprise Architecture Seminar
21 January 2558
@Software Park Thailand
Why do we need practical enterprise architecture? by PIPAT EAMSHERANGKOON
Slide บรรยายพิเศษ หัวข้อเครื่องมือและเทคโนโลยีสำหรับสร้างธุรกิจอัจฉริยะ (Internet of Things for Business)
โครงการสัมมนาทางวิชาการการสร้างนวัตกรรมใหม่สำหรับธุรกิจด้วย Internet of Things สาขาวิชาระบบสารสนเทศและคอมพิวเตอร์ธุรกิจ คณะบริหารธุรกิจและเทคโนโลยีสารสนเทศ มหาวิทยาลัยเทคโนโลยีราชมงคลสุวรรณภูมิ ศูนย์หันตรา
26 มีนาคม 2562
เมื่อข้อมูลเปลี่ยนโลกการแข่งขัน The new deal on data maruay songtanin
เมื่อข้อมูลเปลี่ยนโลกการแข่งขัน
เทคโนโลยีสารสนเทศ เป็นผลิตภัณฑ์ที่มีการปฏิวัติอย่างรวดเร็ว
แต่ก่อนเป็นเพียงชิ้นส่วนเครื่องจักรกลและไฟฟ้า ต่อมาได้กลายเป็นระบบที่ซับซ้อนในรูปแบบนับไม่ถ้วน ประกอบด้วยฮาร์ดแวร์ เซ็นเซอร์ การจัดเก็บข้อมูล หน่วยประมวลผลขนาดเล็ก และมีการเชื่อมต่อ
ผลิตภัณฑ์เชื่อมต่อแบบฉลาด (smart, connected products) มีความเป็นไปได้โดยการปรับปรุงการประมวลผล อุปกรณ์ขนาดจิ๋ว และระบบเครือข่ายไร้สายที่เชื่อมต่ออย่างแพร่หลาย ทำให้เกิดเป็นยุคใหม่ของการแข่งขัน
คลื่นลูกแรกของ IT ในช่วงปี1960 ถึง 1970 เป็นกิจกรรมอัตโนมัติในแต่ละห่วงโซ่มูลค่า มีการใช้คอมพิวเตอร์เพื่อช่วยการออกแบบและใช้วางแผนทรัพยากรการผลิต
ระบบอินเทอร์เน็ตที่มีการเชื่อมต่อที่ไม่แพงและแพร่หลาย เป็นคลื่นลูกที่สองของ IT เป็นการขับเคลื่อนการเปลี่ยนแปลงในช่วงปี 1980 ถึงปี 1990
ขณะนี้เป็นคลื่นลูกที่สามของ IT เพราะส่วนหนึ่งของสินค้าเองมีเซ็นเซอร์ ตัวประมวลผล ซอฟแวร์ และมีการเชื่อมต่อในผลิตภัณฑ์ควบคู่ไปกับระบบคลาวด์ โดยข้อมูลจะถูกจัดเก็บและมีการวิเคราะห์การทำงานของผลิตภัณฑ์
คลื่นลูกที่สามของการเปลี่ยนแปลงด้าน IT มีศักยภาพใหญ่ที่สุด ทำให้เกิดนวัตกรรมมากยิ่งขึ้น กำไรจากการผลิตและการเติบโตทางเศรษฐกิจ มากกว่าสองคลื่นก่อนหน้านี้
The new deal on data
How Smart, Connected Products Are Transforming Competition
By Michael E. Porter and James E. Heppelmann
This document provides an overview of 4 solutions for processing big data using Hadoop and compares them. Solution 1 involves using core Hadoop processing without data staging or movement. Solution 2 uses BI tools to analyze Hadoop data after a single CSV transformation. Solution 3 creates a data warehouse in Hadoop after a single transformation. Solution 4 implements a traditional data warehouse. The solutions are then compared based on benefits like cloud readiness, parallel processing, and investment required. The document also includes steps for installing a Hadoop cluster and running sample MapReduce jobs and Excel processing.
The document discusses solutions for processing big data using Hadoop as compared to a traditional data warehouse. It describes 4 solutions: 1) using core Hadoop with no data staging or movement required, 2) using BI tools to analyze Hadoop data with one transformation, 3) creating a data warehouse in Hadoop with one transformation, and 4) implementing a traditional data warehouse. Each solution is compared based on benefits like being cloud ready, parallel processing, and having an IoT architecture roadmap. The document also includes examples and steps for installing a Hadoop cluster, importing and analyzing sample data, and processing an Excel worksheet.
The document provides an overview of a training course on advanced file processing and system automation using Perl. It covers topics like opening and reading files in different modes, file locking, reading directories and files recursively, and interacting with the operating system. The document also lists modules to be covered including file processing, system interaction, network management, and Perl coding guidelines.
This document provides information on using Perl to interact with and manipulate databases. It discusses:
- Using the DBI module to connect to databases in a vendor-independent way
- Installing Perl modules like DBI and DBD drivers to connect to specific databases like Postgres
- Preparing the Postgres database environment, including initializing and starting the database
- Using the DBI handler and statements to connect to and execute queries on the database
- Retrieving and manipulating database records through functions like SELECT, adding new records, etc.
The document provides code examples for connecting to Postgres with Perl, executing queries to retrieve data, and manipulating the database through operations like inserting new records. It focuses on
The document discusses Perl programming for file processing. It covers opening, reading, writing, and closing files in Perl. It provides examples of using filehandles to read a file and write to another file, copy a file, delete a file, rename a file, and get file statistics. It also discusses using regular expressions for file processing, such as reading configuration files.
Perl regular expressions provide powerful and flexible text processing capabilities. Regular expressions allow users to verify if input matches a text pattern within a larger body of text or replace text matching a pattern. The document discusses various regular expression operators like match, substitution, and translation operators and their modifiers. It also covers regular expression elements such as metacharacters, character classes, anchors, quantifiers, and backreferencing. Examples are provided to demonstrate the usage of different regular expression features in Perl programs.
The document discusses Perl programming and is divided into 5 modules: 1) Introduction to Perl, 2) Regular Expressions, 3) File Handling, 4) Connecting to Databases, and 5) Introduction to Perl Programming. It provides an overview of Perl variables, data types, operators, and basic programming structures. It also covers installing Perl, Perl modules, and interacting with files and databases.
The document outlines the steps to set up a Hadoop cluster and run a MapReduce job across the cluster. It describes cloning Hadoop from the master node to two slave nodes, configuring settings like the hosts file and SSH keys for access. The document then details formatting the HDFS, starting services on all nodes, importing data and running a sample MapReduce word count job on the cluster. Finally, it discusses stopping the Hadoop services on all nodes to shut down the cluster.
The document discusses Module 03 of a course outline on JEE and web application development. Module 03 covers the Model-View-Controller (MVC) design pattern. MVC isolates domain logic from the user interface, allowing independent development, testing and maintenance. In MVC, the controller receives requests, the model manages the data, and the view displays the user interface. The controller accesses the model, which may forward data to the view for display as the response.
This document provides an overview of Java Server Pages (JSP) in the Model-View-Controller (MVC) design pattern:
1. JSP allows Java code and web markup to be combined, with the page being compiled and executed on the server to generate HTML/XML responses.
2. JSP is compiled into a servlet during runtime. The servlet interfaces handle processing requests and generating responses.
3. In MVC, a servlet acts as the controller, receiving and handling requests. The servlet then accesses the model (EJB) and forwards processing to the JSP view to generate the response.
The document provides an outline and instructions for a hands-on lab on Java servlets. The lab covers creating basic servlets, connecting servlets to a database via JDBC, handling HTTP sessions in servlets, invalidating HTTP sessions, and deploying servlets in a WAR file on WebLogic server. The lab instructions include screenshots and steps for setting up servlet classes, making code changes, running servlets, and testing the servlets.
This document provides instructions for a hands-on lab on packaging and deploying an enterprise application with EJBs, data objects, servlets, and JSPs. It describes creating an enterprise application archive (EAR) file by selecting projects to include from an IDE. It then explains deploying the EAR file to an application server using the server's administrative console and testing the application by invoking test points from JSPs. The goal of the hands-on lab is to demonstrate how to package and deploy the different components of an enterprise application together in a single EAR file.
This document provides an overview of Module 07 - Enterprise JavaBeans from a training course on JEE and Web Application Development. It begins with an introduction to Enterprise JavaBeans (EJBs), describing them as server-side components that encapsulate business logic. It then discusses EJBs in the Java EE architecture and their use as models in the MVC pattern. The document outlines the different EJB types (session, message-driven), their life cycles, and how they are deployed in an EJB JAR file. It concludes with a hands-on lab guiding students through creating a basic EJB, creating EJBs that invoke remote and local beans, and integrating EJBs with data sources, data objects, serv
This document outlines the steps for packaging and deploying a Java web application. It discusses creating a WAR file from a web application project, deploying the WAR to an application server, and testing the deployed application. The key steps are: 1) selecting "Deploy to WAR" from the project, 2) deploying the WAR using the application server's administrative console, and 3) accessing the application and verifying it runs as expected.
This document provides an overview of Module 01 from a course on Java Enterprise Edition (JEE) and web application development. It covers the history and evolution of Java, the Java platform editions, key Java principles, and an introduction to the HotSpot Java Virtual Machine (JVM).
Module 02 discusses the JEE containers. Containers provide an interface between components and low-level platform functionality, allowing components to be executed only after being assembled into a module and deployed into their container. JEE containers offer security, transactions, lookup services, and remote connectivity. The JEE server provides EJB and web containers to manage enterprise beans and web components respectively, while the application client container manages clients.
This document discusses Java EE and Glassfish Server administration. It covers topics like the Java EE platform including containers, the Model View Controller pattern, and roles. It also outlines modules on Glassfish enterprise server architecture, clustering, load balancing, monitoring, backup and restore. The presentation is by Danairat T. and includes his contact information.
This document provides instructions on installing, configuring, and using Glassfish Enterprise Server. It describes installing Glassfish 2.1.1, starting and stopping the domain, using the domain administration server, reviewing installed locations, backing up and restoring the server, deploying and testing applications, and monitoring server performance. The steps covered include installing Glassfish, configuring the domain, deploying a sample application, monitoring logs and application performance, deleting and restoring the application, and verifying it can be accessed again after restoring from backup.
Enterprise Architecture and Agile Organization Management v1076 Danairat
1. Danairat T.
อ.ดนัยรัฐ ธนบดีธรรมจารี
Line ID: danairat
FB: www.facebook.com/tdanairat
Agile Organization Management
สถาปัตยกรรมองค์กร – Agile Architecture
Digital Initiatives
Digital Platform
Business Services &
Business Objectives
N
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D
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t
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t
a
l
S
e
c
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r
i
t
y
“Innovation”
“Efficiency”
“Sustainability”
Cloud
Data Monetization
New
Customers,
Channels
IoT, Smart Devices
Business Process
Optimization/Outsou
rcing
Smart Workforce
Enterprise
Metamorphosis
Digital Organization
Business Process as a Service
More Control
More Flexible
Vision,
Mission
Statements
The Digital Transformation Series
1. การกําหนดทิศทางและ Flagship ขององค์กรในยุค New Normal
2. การจัดทําพิมพ์เขียวองค์กร (Enterprise Blueprint)
3. การทํา Target state และ change management แบบ self management.
4. Danairat T.
Business Silos
Real example of Spaghetti process describing the diagnosis and treatment of 2,765 patients in a Dutch hospital.
http://www.processmining.org/_media/processminingbook/process_mining_chapter_12_analyzing_spaghetti_processes.pdf
5. Danairat T.
Silos create issues
1. Business units provide inconsistent information to customers
2. Problems from Business Process Redundancy
and desperate data management
3. Slow response to the user and market change
4. Too much effort investment for new Regulatory Compliance
5. Difficult to maintain too many IT skills
6. IT as a Bottleneck for digital transformation
7. Danairat T.
Why you need an Enterprise Architecture
Designing digital organizations – Summary of survey findings
https://media-publications.bcg.com/MIT-CISR-Designing-Digital-Survey.PDF
https://sloanreview.mit.edu/article/why-you-yes-you-need-enterprise-architecture/
8. Danairat T.
Without Blueprint vs. with Blueprint
Quick build and difficult to scale Design for scale and maintain
VS.
9. Danairat T.
Without Blueprint vs. with Blueprint
Quick build and difficult to scale
Risky Growth
Design for scale
Sustainable Growth
VS.
10. Danairat T.
Without Blueprint vs. with Blueprint
Inefficient
Complex and Delay Response
Productive
Business and IT Alignment
Cloud, IOT, Big Data, AI, RPA,
Blockchain, FaaS, BaaS, IaC
VS.
FBT PAY G
NTS
TRDS
Client
Customs
RRE
IPS Integrated A/C Refunds
RBA
Def
Payments
Excise
CR
PKI
ECI ADD AWA ELS
Client Staff
Remote
Staff
TAX
AGENTS
GCI
Call Centres
WOC
CCD
TASS
Staff
Phone
Compliance
Staff
BOA
Ref
material
Bus. Intel
NTS A/c
BEP
CDCC
CWMS
BANK
DDDR
1
Data…….
Penalty
Business
IVR
1
FBT PAY G
NTS
TRDS
Client
Customs
RRE
IPS Integrated A/C Refunds
RBA
Def
Payments
Excise
CR
PKI
ECI ADD AWA ELS
Client Staff
Remote
Staff
TAX
AGENTS
GCI
Call Centres
WOC
CCD
TASS
Staff
Phone
Compliance
Staff
BOA
Ref
material
Bus. Intel
NTS A/c
BEP
CDCC
CWMS
BANK
DDDR
1
Data…….
Penalty
Business
IVR
1
Insight
and
Monitoring
Innovation,
Citizen
Relationship
Management
Regulatory
Compliance
Corporate
Admin.
Core Services
System
Monitoring
and
Management
Security/
Auditing
and
Identity
Management
Technology Infrastructure
Data
• เป้าหมาย (Goals, Directions)
• People & Roles
• Policies & Processes
• Web, Mobile Apps
• Analytics, AI
• Application Data
• Integration Data
• Historical Data
• IOT, Cloud Platform
• Security and Monitoring
• H/W, Network
13. Danairat T.
Types of Architectures
Architecture Description
Enterprise Architecture
Creating enterprise blueprint with facilitate all architects and key
business executives to build organizational transitioning roadmap.
Business Architecture
Creating business operating model, business services, organization
and business process/policy.
Application Architecture
Creating an application touch points with screen flows and
creating report results.
Data Architecture
Creating data model both structured and unstructured data and
governance framework.
Cloud and Infrastructure Architecture
Creating digital infrastructure and smart office including network,
office automation, wireless, storage, cloud, big data and security
infrastructure.
14. Danairat T.
The related standards and frameworks
CMMi
Six
Sigma TQM
ISO9000
Score-
cards
Abstraction
IT
Relevance
Holistic
Specific
Low High
CobiT
ISO
38500
ITIL
ISO 20000
ISO 27001
27002
(17799)
SOX
COSO
Basel III
TOGAF
ISO 42010
15. Danairat T.
Enterprise Architecture Framework History
TOGAF9.1
2011
TOGAF9.2
2018
TOGAF9
2009
https://www.leanix.net/en/blog/the-pain-of-using-a-non-cloudbased-eam-tool
16. Danairat T.
Zachman Framework
• Zachman developed a
structure or framework
for defining and
capturing an
architecture
• This framework
provides for 6
perspectives or
“windows” from which
to view the enterprise.
ภาพกว้าง
รายละเอียด
What How Where Who When Why
17. Danairat T.
TOGAF – The Open Group Architecture Framework
The ADM method consists of eight main phases. As preliminary work, the enterprise
architecture framework and architecture principles are fixed for the effort. In the
following, a short description of the phases.
A. Architecture vision is the analysis phase of EA project. The project is organized; the
scope and domain requirements and constraints are stated. Business scenarios can be
used for this.
B. Business architecture phase, the current baseline architecture is stated, target
architecture is designed and a gap analysis between the two takes place.
C. Information systems architecture consists of the parts Data and Applications. For
Data architecture, the types and sources of data needed in the enterprise are defined
and a data model is created. A gap analysis is conducted and data model is compared
with the business architecture. As to the applications, the applications needed to
meet the specified business requirements and data model are turned into an
applications architecture and are checked back with the business architecture.
D. Technology architecture, the previous phases deliver inputs. In this phase, a
baseline architecture is stated, and the target technology architecture is designed.
E. Opportunities and solutions is the evaluation phase, where the solutions are
selected.
F. Migration planning is the point for checking dependencies in the environment and
preparing for implementation of the target architecture.
G. Implementation and Governance is about the administration of implementation
and deployment phase of the development project.
H. Architecture change management is the maintenance phase. A new baseline is
created and changes in business environment are monitored as well as new
technology opportunities.
www.opengroup.org
https://thunk.technology/blog/togaf-adm-big-bang-theory
18. Danairat T.
Agile Enterprise Architecture
https://bizzdesign.com/blog/enterprise-architecture-and-agile-development-opposites-attract/
20. Danairat T.
Vision, Mission
Products, Services
People
Process
Data, Technology
คนนํา Process ทําให้:-
- คนปรับกระบวนการทํางานให้เหมาะสม
- ร่วมสร้างเป้าหมายใหม่ร่วมกัน
Vision, Mission
Products, Services
Process
People
Data, Technology
Process นําคน ทําให้คนติดกรอบ:-
- ทํามากขึ้นโดยใช้เวลาเท่าเดิม
- ทําเท่าเดิมโดยใช้เวลาน้อยลง
21. Danairat T.
EA แบบดั้งเดิม VS. Agile EA
ทําข้อมูลครุภัณฑ์ไอที ทําการเชื่อมโยงงานธุรกิจสู่ไอที
ลงรายละเอียดมากเกินความจําเป็น ทํารายละเอียดเท่าที่จําเป็นต้องใช้
มุ่งแต่การวาดไดอะแกรมที่มากเกินไป มุ่งการสร้างความเข้าใจกับคน
เล่นบทบาทเป็นตํารวจจับ
ผู้ที่ไม่ทําตามมาตรฐาน
เล่นบทบาทเป็นตํารวจจับ
ผู้ที่ไม่ทําตามมาตรฐาน
เล่นบทบาทเป็นพี่เลี้ยง ช่วยเหลือ
มุ่ง Architecture Governance มุ่ง Architecture Innovation
Purpose driven
Document driven
Enterprise
Architecture
Enterprise
Architecture
Business
Centric
Technology
Centric
1
2
3
4
5
34. Danairat T.
Vision Builder Prepared by:________องค์กรดี ________________ Version: __1.0_ Date/Time: ____No 2019___
Danairat
Social/Environment Landscape: Global Trends and Country Directions:
Market Demands and Economy: Legal and Compliance:
Skills (Manned): Roles Behaviors:
Skills (Unmanned):
Your Vision
คุณค่าที0คู่ควรแก่การดําเนินการ
Digital literacy, Digital Security,
Digital project Management
Port 4.0
Ship Agent Alliance
EEC
Global Information Exchange
Ease of doing Business Index
GDPR
PDPA
พรบ.ไซเบอร์
One Stop Service
E-Payment
Service Innovation
Information Tracking
มีผู้ประกอบการนําเข้าส่งออกจํานวนมากขึ2น
มีแนวโน้มการค้าขายกับจีนเพิมสูงขึ2น
ผู้ประกอบการอายุน้อยลง
ผู้ส่งออกรายย่อยเพิมขึ2น
Cyber physical device, AI, Big
DATA, Cloud Computing
Digital Leader (CDO,PMO, CIO)
Social Listening Insights
การตลาด (Digital Marketing)
Automation Evangelist
Self Service Registration,
VBS, Gate Automation,
PCS (Container tracking
notification, e-payment),
Staff enablement Training
Stakeholder enablement
Training
Regional Ranking
Compliance Report
Government Reports
Risk Management
Organization Development
Top Ports
In ASIA
ตัวอย่าง
37. Danairat T.
Enterprise Blueprint
Core Business
System
Finance
Accounting
Risk Governance
Research,
Business
Development,
CRM
HR,
Procurement,
Smart Building
Enterprise
Performance
Management
Enterprise
Data
Management
Enterprise
Data
Government
Digital Security
Digital
Monitoring
Digital Platform
(Network, Cloud Infrastructure, Integration System, and Standard User Interface)
1
2 3 4 5
6
7 8 9
40. Danairat T.
Wrong Enterprise Blueprint vs. Right Enterprise Blueprint
ครุภัณฑ์ทางไอที
รวมเล่มส่ง
พิมพ์เขียวองค์กร
วิเคราะห์ ผลกระทบต่อกันเพื่อการพัฒนาองค์กร
การใช้ข้อมูลและเทคโนโลยีร่วมกัน
VS.
• เป้าหมาย (Goals, Directions)
• People Roles
• Policies Processes
• Web, Mobile Apps
• Analytics, AI
• Application Data
• Integration Data
• Historical Data
• IOT, Cloud Platform
• Security and Monitoring
• H/W, Network
Insight
and
Monitoring
Innovation,
Citizen
Relationship
Management
Regulatory
Compliance
Corporate
Admin.
Core Services
System
Monitoring
and
Management
Security/
Auditing
and
Identity
Management
Technology Infrastructure
Data
42. Danairat T.
ชื'อบริการ/งาน: ________________________
ชื0อหน่วยงานรับผิดชอบ:
เวอร์ชั0น : ______ วันที0บันทึก: _______________
ทําใหม่
ปรับปรุง
ยกเลิก
__________________________
Service Name:
Service Owner:
ประชาชน
(Citizen)
ชุมชน
(Community)
SME
บ.ขนาดใหญ่
(Enterprise)
รัฐวิสาหกิจ
(State-Enterprise)
หน่วยงานรัฐ
(Govt Department)
1. _____________________________________
2. _____________________________________
3. _____________________________________
วันที'เริ'ม: _______ วันที'แล้วเสร็จ: ________ กรอบงบประมาณ: _________
ผลที'มุ่งจะได้รับ:
กระบวนการทํางานหลัก ผลผลิต
1. _______________________ ____________________
2. _______________________ ____________________
3. _______________________ ____________________
4. _______________________ ____________________
5. _______________________ ____________________
Objective outcomes:
Key Processes Key Outputs
Key Business Supports: Key Technology Supports:
กฎระเบียบ วัฒนธรรมการทํางาน
ขวัญและกําลังใจ
ทักษะ
Laws Work culture
Moral
Skills
App Suite (CRM / Billing / ERP / HR / etc.)
Innovation ( Big Data / IOT / ML, AI / Blockchain / etc.)
Platform (Cloud, Data Platform, Social Network / etc.)
ความต้องการ การสนับสนุนด้านการทํางาน (Non Technology) ความต้องการ การสนับสนุนด้านTechnology
ผู้ที0เกี0ยวข้อง / ผู้ที0มีส่วนได้ส่วนเสีย
Key Persons / Key Stakeholders
DT Worksheet (Design and Track Worksheet)
Danairat
43. Danairat T.
DT Worksheet (Design and Track Worksheet)
Danairat
Service Name: ระบบช่วยเหลือนักท่องเทียว
Service Owner:
Version : __1______ Date: ___15/4/63_________________
Key Business Supports: Key Digital Supports:
/ New
Improve
Retire
Key Stakeholders
ประชาชน
(Citizen)
ชุมชน
(Community)
SME
บ.ขนาดใหญ่
(Enterprise)
รัฐวิสาหกิจ
(State-Enterprise)
หน่วยงานรัฐ
(Govt Department)
กระทรวง xxxx
Key Processes Outputs
1. รวบรวม App ด ้านการช่วยเหลือ นทท. นทท ค ้นหาข ้อมูลได ้ไวมากขึFน
2. ให้ความรู้และจัดเจ้าหน้าทีI Standby ให ้คําแนะนํา
ช่วยเหลือ
ให ้ความช่วยเหลือ นทท ส่งต่อ
ประสานงานหน่วยงานได ้เร็วขึFน
3. ประเมินความพึงพอใจของ นทท ต่อการให้บริการ นทท ประหยัดเวลาไม่ต้องเดินทางเพือไปแจ้ง
เหตุ
4. _______________________ ____________________
1. _เพืIอรวบรวมแอพลิเคชัIนจําเป็นในการช่วยเหลือนักท่องเทีIยว
2. เพืIอให ้คําแนะนําเบืFองต ้นแก่นักท่องเทีIยว
3. เพืIอประสานส่งต่อความช่วยเหลือนักท่องเทีIยวอย่างรวดเร็ว
Start date: 15/4/63_Go-live date: 15/8/63 Estimated Budget 3,000,000
Objective outcomes:
/
กฎระเบียบ วัฒนธรรมการทํางาน
ขวัญและกําลังใจ
ขั$นตอนซํ$าซ้อนหรือไม่ชัดเจน
Laws Work culture
Moral
Process redundancy/Unclear
ต ้องเรียนรู ้การใช ้เทคโนโลยี
มากขึFน ลดการใช ้กระดาษ
และใช ้การเก็บข ้อมูล
ออนไลน์
App Suite (CRM / Billing / ERP / HR / etc.)
Innovation ( Big Data / IOT / ML, AI / Blockchain / etc.)
/ Platform (Cloud, Enterprise Data Hub, Social Network / etc.)
ชือบริการ: เป้าประสงค์:
ขั2นตอนหลัก ๆ ผลลัพธ์
ผู้ทีมีส่วนได้ส่วนเสีย / ผู้ทีเกียวข้อง
ความต้องการ การสนับสนุนด้านการทํางาน (Non Technology) ความต้องการ ด้านTechnology
กรอบงบประมาณ:
สป.xx
ตร.xx ททท.
44. Danairat T.
DT Worksheet นําการออกแบบ Business Process
1. Business Service Worksheet 2. Business Process High Level
3. Business Process Details
45. Danairat T.
ข้อมูลเหตุการณ์ต่างๆ (Data001)
ข้อมูลผู้ใช้บริการ(Data002)
ข้อมูลด้านกฎระเบียบ (Data003)
Container based technology
Development Framework
Storage Management
Network Monitoring and Security
System Security
ระบบบริหารจัดการเนื้อหา (App001)
ระบบวิเคราะห์และติดตามสถานการณ์ (App002)
ระบบบริหารจัดการ (App003)
บริการและกระบวนการทํางานหลัก
บริการงานส่งเสริมและประชาสัมพันธ์
บรืการงานด้านบุคลากร
บรืการงานด้าน Back Office
Service and
Process
Strategic Alignment
47. Danairat T.
Performance
Management
Experience
Management
Laws,
Compliance
and Audit
Operational
Excellence
Core Services
Monitoring
Management
Security
Management
Digital Technology Management
Common Data
New
Changed
Retired
Unchanged
From current Enterprise Blueprint to target Enterprise Blueprint
Targeted Architecture
Performance
Management
Experience
Management
Laws,
Compliance
and Audit
Operational
Excellence
Core Services
Monitoring
Management
Security
Management
Digital Technology Management
Common Data
Current Architecture
Transitioning
48. Danairat T.
Strategic Roadmap
Tradition
Digitization
Connected
Smart
องค์กรดั2งเดิม เน้นการขับเคลือน
ด้วยกระดาษ
มีการทําลองทําบริการดิจิทัล
Traditional
“Paper Based”
องค์กรทีใช้ดิจิทัลเข้ามา
ให้บริการทั2งภายในและ
ภายนอก มีมาตรฐานการ
ทํางานบนดิจิทัล
Focus on Paperless
“Mobile App”
องค์กรแห่งการเชือมโยง
สามารถเชืองโยงการทํางานกัน
และแลกเปลียนข้อมูลดิจิทัล
Focus on Data
”One stop service”
องค์กรทีใช้ดิจิทัลทีสามารถเปิดให้ผู้ที
เกียวข้องเข้ามาพัฒนาบริการดิจิทัล
หรือแอบพลิเคชันต่อยอดการพัฒนาใน
ทุกภาคส่วนร่วมกันอย่างยังยืน
Focus on Services
“Platform for All”
Level 1: Silo
Level 2: Standard
Level 3: Optimization
Level 4: Modularity
The Transitioning States
49. Danairat T.
Integrated Architecture Layers – Targeted State
การเชื่อมโยงระหว่างชั้นของสถาปัตยกรรมทําให้เราสามารถมองเห็นการทํางานขององค์กรตั้งแต่ส่วนหน้า
ถึงส่วนหลังในแต่ละเลเยอร์ (Business, Application, Data, Technology) อย่างเป็นระบบ
Technology Public Cloud Infrastructure Private Cloud Infrastructure
Core
API Gateway API Gateway
Service/
52. Danairat T.
Digital Organization Health Check Tool
Ref: https://www.ocsc.go.th/sites/default/files/attachment/page/mda_220762_v3.pdf
53. Danairat T.
Digital Organization Health Check Tool
Ref: https://www.ocsc.go.th/sites/default/files/attachment/page/mda_220762_v3.pdf
54. Danairat T.
Digital Organization Health Check Tool
Ref: https://www.ocsc.go.th/sites/default/files/attachment/page/mda_220762_v3.pdf
55. Danairat T.
Digital Organization Health Check Tool
Ref: https://www.ocsc.go.th/sites/default/files/attachment/page/mda_220762_v3.pdf
56. Danairat T.
Digital Organization Health Check Tool
Ref: https://www.ocsc.go.th/sites/default/files/attachment/page/mda_220762_v3.pdf
58. Danairat T.
E
E
E
Enterprise A
A
A
Architecture
leads to A
A
A
Autonomous E
E
E
Enterprise
Autonomous
Organization learns and
adapts in dynamic
environments (as an organs).
Empower them to self-lead
to the mission.
Automation
Process or tasks automation
based on parameters
and business rules
in fixed environment and
control by centralized.
Silos
ต่างคนต่างทํา
Optimize and modular the organization