Enterprise Architecture Management

MANAGEMENT

Technologies

Experience

Skills

Competencies

Information

Data

Processes

Strategy

Markets

Competitors

Investments

Revenue

Costs

Asset

Life Cycle

Industry

Depreciation

Management provides me the capability to lead, mentor and adminster an organization's work effort and asset portfolio.

Managment provides insight into the organizational context, organizational boundaries and the business capabilities of the organization .

It informs me as to what areas need to be focused on when creating organizational

structures and physical structures that enable human efforts.

Work

Governance

Assets

People

Tools

Governance

I have an MBA and a GDM (graduate diploma in management - finance & economics).

But its not the degrees that define me as a manager.

I have walked the halls of organizations big and small, worked with executives and subject matter experts on complex organizational problems, sat at the boardroom table and made important decisions, worried over return on capital employed and made tough decisions about people - their opportunity to contribute, their career paths, their livelihoods.

Most would agree that management is the organizational effort focused on controlling, monitoring and measuring work.

However, I do not think of management as a discipline of "telling"...it's leadership and mentorship...it's about ensuring that professional contributors are enabled to be as innovative and successful as possible.

Management is as much about understanding the organizational environment as it is about guiding people.

elements of management

More specifically, my management experience confirms that:

Decision makers require a deep understanding of the organizational context in which people accomplish their work, share knowledge, exchange information and create assets;
The evolution, merging and increased pervasiveness of industrial technology and computer-based technology will only accelerate and become the most important enabler of any organization - "traditional IT" is becoming business technology that is invested in and managed like all other assets;
Every organization's work is associated with an Asset Life Cycle - one that is shaped by the industry they work in and the marketplace in which they compete in; and
An asset life cycle defines required business capability, business processes and governance.

The management effort begins with the establishment of a Strategy.

A strategy provides insights into the fundamental direction of the organization and provides designers, such as myself, a cornerstone for all design decisions.

My many years in leading and managing varying work efforts has established the fact that the level of management is a by-product of the complex environment in which it is applied.

As complexity increases, I generally see separation of management efforts and the introduction of "management specialization" such as:

- business management;

- vendor management;

- program management;

- project management;

- asset portfolio management;

- financial management;

- quality managment;

- contracts management; and

- information technology management.

I have taken on most of these roles during my career and understand the associated responsibilites well.

My management experiences have shown that the introduction of management specialities and the separation of decision making and work efforts are strong indicators of increased separation within the organization itself.

The result is, more often than not, an establishment of rigid organizational boundaries that induce significant impediments to the flow of work and the exchange of information, vital for making informed decisions on the planning, creation, building, operating and divesting assets.

As a Designer, an understanding of why and where organizational boundaries exist is invaluable.

Let's discuss how I can apply my in-depth knowledge in management and assist your organization in inducing optimal work environments.

Contact me.