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Understanding togaf's ADM methodology from the perspective of human resource Sanjog Zawar

2021-05-04 16:51:21 Jiedao jdon

TOGAF( Open group architecture framework ) It's Enterprise Architecture (EA) One of the most widely used frameworks . I've been working with for the past few days EA Related topics , And found that this is a very interesting area : Mainly because , It's not about me thinking IT Roles in any business are very similar !

up to now , Because most of my experience is in HR In the field of , So in studying these subjects , I can see EA Whole HR Many of the touchpoints in the design process - System , technological process , Strategy, etc. .

In my submission , If EA The team works with HR Team work closely , It will really help the organization . meanwhile , The human resources department also has some important points , This will help them better adapt to business needs . After all ,EA The main purpose of is to build a robust framework for the normal operation of the business . In my submission ,HR The main purpose of the company should also be to establish it as a partner function of the business . therefore , I think this synergy is very important .

ADM cycle

In order to construct this article , I will follow TOGAF Described in the ADM( Architecture development methods ) cycle , And explain in each step HR How and where to have contact points .

Preliminary stage

This stage focuses on “ Build architecture capabilities ”. Human resources can play a very important role in it , Can be a partner , adopt “  skills bank  ”  Provide input to assess current capabilities , And by creating the right “  training plan  ” To bridge the gap , Strive to build more capabilities .

“ Enterprises ” Or determine the scope of the affected business organization is also one of the important steps in this stage .“  Organizational structure  ” Data maintenance can come in handy at this stage , So as to cut into the enterprise boundary for the first time .

Stage A: Architecture vision

One of the main tasks of this stage ( I can see the involvement of the human resources department ) yes “ Identify stakeholders , Focus and business needs ”. Human resources can provide reporting structures ( Direct and matrix ), Organizational relationships , Input like organizational structure , It can help identify stakeholders as a whole .

We also need to identify possible constraints at this stage . The lack of technological resources may be an important constraint , And human resources can provide that . Again , In terms of capacity assessment , Human resources can help again from the perspective of human resource capability .

Stage B: Business structure

“ The business architecture represents the whole of , Multidimensional business view : Ability , End to end value delivery , Information and organizational structure ; And these business views and Strategies , product , policy , The relationship between the plan and the stakeholders  ”( To quote “ TOGAF standard 9.2”)

The projects highlighted in the business architecture definition above are easily available / Discuss and draw a conclusion through the human resources department . It's also important for HR departments to work together in the process of defining the business architecture , Because this is the core of the whole organization , If the human resources department has a thorough understanding of this , They can also adjust their activities accordingly ( In my opinion , Human resources departments are based on how closely they relate to the overall business of the organization )

Stage C: Information system architecture

as everyone knows , This phase actually consists of two architectures listed below , I will also share my thoughts separately :

  • The data architecture
  • Application Architecture

Data architecture fundamentally defines the structure of data in an organization , If we look at the data from a human resource perspective , Link directly to “  Sector structure  ”. Besides , This phase also defines enterprise wide master data management (MDM) Strategy , The strategy must also be in HRIS(HR The information system ) Comply with in design .

Another important element of the data architecture phase is “  Data governance  ”. according to TOGAF Definition in the standard , Data governance has three dimensions . structure , The management system , personnel .

“ personnel : This dimension solves the data related skills and roles needed by enterprises for transformation  ”( From the standard ) From this definition we can see that , This definition is useful for HR It's very useful to plan the personnel pipeline of the enterprise .

The data architecture phase also needs to define “  Access right  ”, I think the best way to give people access should be based on their “  Job function  ”, It can be downloaded from HRIS The system is easy to get .

Now let's talk about the application architecture , A basic input to consider when defining this architecture is the application to be used by employees in the organization . Human resources can provide valuable insights , For example, people's demographics and preferences .

Stage D: Technology Architecture

The evolution of new technology is the main driving force for enterprises to seek new innovative ways to operate and improve their business . Technology architecture needs to seize the transformation opportunities available to enterprises through the adoption of new technologies . Although enterprise architecture is dominated by business issues , But the impetus for change can often be found in the evolving capabilities of Technology .

Human resources are EA Key roles in the process , To ensure that the new technology training for employees and maintain the necessary level of competence .

Stage E: Opportunities and solutions

For human resources , I can see that there are two touch points at this stage . One of them will be input into human resources to coordinate their processes , The other will be exported from human resources , This stage can be used to plan .

This phase identifies “ Transition Architecture ” and “ Target architecture ”. If there is a gap in the availability of skills or resources to achieve the target architecture , We need a transitional architecture ( Of course , There are other reasons for having a transitional Architecture !). therefore , The availability of technicians can be an important input in determining the schedule . Again ,HR You can cancel the target architecture as its training / The investment in recruitment .

F Stage : Relocation plan

In my opinion ,“ Give business value to each work package ” Is one of the most important steps in this phase , Especially after solving the following two key problems in this step :

  1. Key success factors (CSF)
  2. Measurement of effectiveness (MOE)

I think the human resources department should regard these two parameters as KPI . This step determines the resources and time required for each project and their increments . Human resources can use this as an input to their plans , And make sure that through training / Recruitment meets the requirements .

Stage G: Implement governance

At this stage , The actual technical work is carried out through the implementation of the project , and EA The team supervises from the perspective of architecture . In addition to identifying deployment resources and Skills Management , I don't see a lot of human resources involvement here .

Stage H: Architecture change management

This phase is also primarily driven by business and technical teams , Only the primary purpose is to monitor the implementation of the architecture and ensure that the architecture achieves its original target business value . Human resources can play its role “ Ears ” function , If they find any need , It can be brought into the Governance Committee !

 

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