To: Executive Leaders





Subject:  Enterprise Management Directory Implementation




Introduction



I've seen many companies that will offer you products and services yielding
fragmented management of your resources and activities.  Fragmented
management is wasteful, ineffective, and a risk to your success.



Visualize your enterprise having the drive, awareness, and control of a
trained athlete.  That's what I offer.  Performing

Enterprise Management, Engineering, and
Improvement
with my approach is more complete than all of the ERP and
Balanced Scorecard offerings combined, but simpler and more consistent, and
much more interoperable and extendable.


This site provides you a means of quickly and fully

achieving integrated management.
This integrated management is not just integration
of your information systems or a particular business function, but is
integration of your whole corporate enterprise, no matter how big or small,
distributed or local.


There's no charge for the detailed information, which this site provides, on
how to achieve this integrated management.   If you want my direct
assistance, we can negotiate a reasonable fee or contract.


My motivation, from the time of my youth, has been to spread these ideas to
where they're needed, not to commercially market a product or service.




Whole Enterprise Management




Over the last two decades, I have had the opportunity to

cross-train as a
financial manager and analyst, logistics manager and analyst, information
resources manager, information architect and engineer, program manager, project
manager, task leader, systems manager, operations manager, business
engineer, instructor, facilitator, and organization developer.   Through
this cross-training of  government and commercial experiences, in both
technical and managerial roles, I have come to a synthesis of knowledge about
large-organization management, operations, improvement, business intelligence
production and management, team dynamics, information technology, informatics,
and individual motivation.  That synthesis has taken a very strong
"object" orientation, to use the operational semantics.


Based on this experience, I request you consider the feasibility,
acceptability, and practicality of gaining the cooperation of my peers in your
organization, your CFO, COO, and CIO (or their equivalents), in implementing an
online "Enterprise Management Directory" to aid your efforts at
organizational leadership, management, and improvement. This management
directory would be used in securely polling, pooling, and sharing data and
other information relevant to your organization's management and its
constituents. The management directory is explored, described, and specified
below.
It expands and extends current

data management technology known as

data warehousing,

Online Analytical Processing (OLAP),
LDAP Metadirectory and Directory,
Knowledge and Distributed Intelligence,
and several others, in a way just now being visited by the pundits and experts,
to provide what is now becoming known as an
"Information Operating System" or IOS.


The Enterprise Management Directory would use the same management
technologies and practices now being advocated and fielded for managing complex
information systems, but would scale them up to support more than classes of
"information" resources and activities.  These technologies can
and should support all classes of resources and activities of the
"enterprise", whether the enterprise was global, national, regional,
corporate, team, or individual, and the technologies can, if we can get the
technologists to look up from their domains and see the whole enterprise beyond
their limited view and their vocabulary.


I am available to present and discuss this capability, its design features,
functions, benefits and cost, and my

qualifications with you.   Rather than
assign exclusive license and access to this body of knowledge to my current
employer, I have decided to put it into public circulation.  That said, I
heartily recommend my current
employer to
support you in implementing, operating, and maintaining this capability. 
I am willing to personally support you on a fee basis in this, as an individual
who created and owns the capability's design, or within the auspices of a
contract with my employer, who has the global resources to implement the design
for you, to operate it, and to maintain and extend it as required.


If I can assist you in understanding or implementing this advanced
management capability, feel free to
contact
me.





Roy Roebuck



Enterprise Engineer



(Support in:  Whole Enterprise Engineering, Improvement, and Intelligence;
Value Chain and Electronic Commerce Integration; Strategic Management and
Balanced Scorecard; Virtual Teams and Collaboration)




roy@one-world-is.com




See

Rights Notice and Disclaimer


Last Updated:  03/10/99



Join the Discussion on General Enterprise Management










1. Corporate Management Directory




  
 

  
Management Directory

  
Offered Capabilities

  
Horizontal and Vertical
    Integration

  
Web Technology

  
Cost to Implement

  
Security, Privacy, and
    Appropriate Information

  
Implementation

  
Concept of Operations

  
Features, Function, Benefits

  
Summary








1.1  Management Directory



  
The management directory is a capability that reaches across multiple technologies,
    methodologies, processes, and business functions, encompassing the viewpoints and
    involvement of multiple constituencies. It is a multifaceted synthesis of recent advances
    in these areas.

  


  

  

  
1.2  Offered Capabilities

  
From an executive management viewpoint, some of the capabilities of such a management
    directory are: 

  
 

  
    
      
      
  1. It can serve as a hub for recording, seeking, and
        relating information about things of interest to your organization's authorities,
        leadership, managers, and members.
    2. 
      
  2. It can serve as a connector to begin linking the variety of organization functions,
        programs, projects, tasks, and processes, and to link the existing information systems
        used to transact organization business, to analyze its activity and performance, and to
        inform, involve, and coordinate its multiple interrelated activities and constituents.
    3. 
      
  3. It can serve as the integrating foundation for future transactional, analytical, or
        coordination capabilities.
    4. 
      
  4. It can serve as a means of increasing involvement and interaction of organization
        constituents, helping them to securely organize and coordinate for their priority issues.
    5. 
      
  5. It can serve as a means of focusing organization authority, leadership, managers,
        members, and your groups and teams on customer satisfaction, generating the drive to
        improve your entire Value
        Chain and your internal products,
        processes, structure, and culture. (Other Slides 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,)
    6. 
      
    

  

  


  

  

  
1.3  Horizontal and Vertical
    Integration

  
It has been my experience that culturally, a "horizontal" integration (.e.,
    cross-functional) capability such as this management directory seldom receives initial and
    sustained support from operationally-oriented managers, who are often required to operate
    from a "vertical" perspective of strong autonomy, functional focus, and
    near-term performance. Conversely, it has been my experience that horizontal integration
    capabilities do receive strong and sustained support from executive leadership and
    financial managers who usually perform from a more comprehensive and longer-term
    viewpoint. They have an enduring interest in a mechanism to economically support
    enterprise performance measurement and accountability. I perceive that all viable
    organizations have the vision and resources to build and use a management directory to its
    fullest extent.

  


  

  

  
1.4  Web Technology

  
Technically, the management directory would apply standard commercial Web technology (Internet/intranets,
    network file systems, databases, messaging systems, security systems, systems management
    technology) in a new way. I speculate that there are sufficient information resources
    available within your organization's current operations to build this capability, with low
    additional labor and materiel costs.

  


  

  

  
1.5  Cost to Implement

  
Financially, the major cost of acquiring this capability would be for data extraction
    and transformation, analysis, compilation and organization, and then for implementation of
    the management directory's interface, processing capacity, and maintenance functions. 

  
 

  
As an initial estimate, I submit that most or all of this implementation effort could be
    accomplished within 4 months using my design and commercially available products, with an
    initial outlay approximating the annual cost of three technical workers or analysts, and
    subsequent annual costs not exceeding that amount.  You can outsource the
    implementation and operation to me under contract or I can train you for a fee and then
    provide you a no-cost license for my approach. 

  
 

  
If you choose not to use the cumulative years of experience in my design, the
    implementation of a management directory for your organization could cost significantly
    more, with a high probability of less resultant functionality. 

  
 

  
Note that the initial and sustainment costs could possibly be partially offset by use of
    comparable existing organization resources (i.e., your staff and technical resources).
    Additional costs would come into play if extending the capacity or capability of the
    management directory beyond its basic catalog and profile functions., or its reach beyond
    your organization’s boundary and into the Internet.

  


  

  

  
1.6  Security,
    Privacy, and Appropriate Information

  
From a security and privacy viewpoint, the security mechanism would include use of
    modern digital-certificate and directory technology to reliable identify every management
    directory entry and its privileges, and would control access through the use of
    permissions assigned to the entries and their various combinations. In this way, only
    people and processes with the assigned privileges in their certificate have permission to
    create, read, modify, or delete management directory entries and their combinations, much
    like a robust physical security system would control access to installations, buildings,
    rooms, equipment, systems, files, and resources like supplies or data. The management
    directory's security would be largely decentralized and distributed through a modern
    delegated "trust" system, governed by policy and implemented by technology. 

  


  

  

  
1.7  Implementation

  
In approaching the implementation, I offer your organization the online use of my
    copyrighted design and my plans in building and operating this management directory
    capability. The management directory design is a subset of my lifelong efforts in public
    and commercial service to assess, analyze, and design a Whole Enterprise Management and
    Membership (WEMM) support system.
    The WEMM system is designed as a directory-centric and certificate-enabled secure
    application environment to integrate or incorporate all business system functions. The
    WEMM system has been fully designed, and partially implemented (awaiting recently achieved
    technology advances and standards). The WEMM, like the management directory, is designed
    for use by any organization or group of organizations, of any type, on any scale, in any
    distribution.

  


  

  

  
1.8  Concept of Operations

  
Operationally, the management directory would consist of:  1) six integrated
    "catalogs" containing entries about things (nouns, entities, objects), and
    types/classes of things, of interest to your organization and its constituencies, and 2)
    the "profiles" which describe the relationships between the catalog entries.
    Each catalog's management would be delegated to different organization functional leaders,
    who would be responsible and accountable for its completeness, accuracy, and timeliness.
    To allay concerns about appropriate use of the management directory and appropriate
    contents and security, regular and ad-hoc inspections and audits, from multiple
    perspectives including recognized privacy and civil liberties groups, could be encouraged
    and enabled. 

  


  

  

  
1.9  Features, Function, Benefits

  
A management directory would provide the numbered features, functions, and benefits
    shown below. 





Features: Core Schema and Extended Schema encompassing a Location Catalog, Organization Catalog, Producer Catalog, Function Catalog, Process
Catalog, Resource Catalog, Current Composition and
Distribution Context, and Life
Cycle Management and History. 




1.9.1   Location Catalog



Its function is to contain
and present categories and inventories of  [1] place names, [2] postal addresses, [3]
network (voice and data) addresses, and [4] corresponding geospatial coordinates, with
possible extensions such as displaying selected objects on various [5] maps and [6]
engineering drawings.




Its benefit is in [1]
providing a comprehensive site for looking-up and selecting/acquiring consistent and
maintained organization-relevant location data for management and public use. Future
benefits could include linking the Location Catalog to geographic information systems and
engineering drawing systems to allow automated entry and display of objects in their
geospatial relationships.




1.9.2  Organization Catalog



Its function is to contain
and present categories and inventories of [1] formal organizations (government, commercial
and non-profit) and [2] informal organizations (committees, teams, groups), including
public information regarding its [3] leadership, [4] contact points and [5] locations
(selected from the Location Catalog). It would also contain finely-grained secure and
controlled access to information such as an organization's [6] mission, [7] vision, [8]
goals, [9] performance measures, and [10] strategies and information about which
organizations are its [11] customers, [12] suppliers, [13] partners, and [14] authorities.




Its benefits include:
[1] providing a comprehensive site for looking-up and selecting/acquiring consistent and
maintained relevant organization data for management and public use; [2] providing a means
to query and display information related to the distribution of an organization across its
location(s). Future benefits could include display of organizational information on maps
and engineering drawings with combinations of place name, postal code, network address, or
geospatial coordinates.




1.9.3  Producer (Work Unit) Catalog



Its function is to contain
and present categories and inventories of [1] offices, [2] positions, [3] teams, and [4]
roles, detailing their [5] duties with appropriate [6] contact information (telephones,
fax, email), within the above organizations at various locations selected from the above
Organization Catalog.




Its benefits include:
[1] providing a comprehensive site for looking up and selecting/acquiring consistent and
maintained organization-relevant work unit data for management and public use; [2]
providing a means to query and display information related to the distribution of a work
unit across it's organization(s) and location(s); [3] the equivalent of an integrated
organization chart and official telephone, fax, and email directory. Future benefits could
include display of work unit information on maps and engineering drawings, by
organizational criteria, with appropriate location details.




1.9.4  Function Catalog



Its function is to contain
and present categories and inventories of [1] work unit business functions (also known as
"domains"), detailing [2] their implementing programs, and in turn [3] their
implementing projects. The Function Catalog identifies "what" is done within a
work unit. This includes a work unit breakout of responsibility, authority, products
(goods or services) and known byproducts, recurring event schedules, and project tasks and
deliverables. Additionally, the Function Catalog would provide the means for [4]
identifying and [5] linking [6] functional policy, [7] baseline operations
(functions/programs), [8] new initiatives (projects), and [9] functional plans to intra-
and inter-organizational missions, visions, goals, performance measures, and strategies.




Its benefits include:
[1] providing a comprehensive site for looking up and selecting/acquiring consistent and
maintained organizational-relevant function data for management and public use; [2]
providing a means to query and display information related to the distribution of a
function across it's work unit(s), organization(s) and location(s); [3] the equivalent of
an organizational missions, functions, responsibility, authority and products directory.
Future benefits could include display of function information on maps and engineering
drawings, by work unit, organization, or location criteria.




1.9.5  Process Catalog



Its function is to contain
and present categories and inventories of [1] functional, program, and project processes,
detailing [2] their stakeholder work units, by organization and location. The Process
Catalog serves as a [3] comprehensive intra- and inter-organizational process model which
identifies and documents "how" a function, program, or project task is
performed, whether manually or with various degrees of automation, with breakouts by
function(s), work unit(s), organization(s), and location(s). Additional details include
[4] process models decomposed to economical levels of detail, supporting a variety of
process modeling and activity-based costing methods and tools. The Process Catalog would
provide the mechanism for: identifying which processes and functions would benefit from:
[5] electronic data interchange (EDI) between automated processes, [6] electronic commerce
(EC) between manual or electronically enhanced commercial and measured-value transactions,
[7] business process reengineering (BPR), and [8] total quality management (TQM). It would
enable the extraction and planning of EDI, EC, BPR, and TQM opportunities from specific
function(s), work unit(s), organization(s), and location(s). 




Its benefits include:
[1] providing a comprehensive site for looking up and selecting/acquiring consistent and
maintained organization-relevant process data for management and public use; [2] providing
a means to query and display information related to the distribution of a process across
it's function(s), work unit(s), organization(s) and location(s). Future benefits could
include display of process information on maps and engineering drawings, by function, work
unit, organization, or location criteria.




1.9.6  Resource (Product) Catalog



Its function is to contain
and present categories and inventories of [1] accountable resources managed by the
organization. This would include [2] mapping resource quantities and descriptive qualities
to their [3] budget and [4] performance plan roles as process, functional, work unit, and
organizational inputs, controls, outputs, or mechanisms [5] (ICOM). The Resource Catalog
would be managed by delegating responsibility for specific resource categories. The
resource categories are: life forms (e.g., persons, other animals, plants), funds,
information, skill sets, materiel, facilities, services, space, time, and energy.




Its benefits include:
[1] providing a comprehensive site for looking up and selecting/acquiring consistent and
maintained organization-relevant resource data for management and public use; [2]
providing a means to query and display information related to the distribution of a
resource (whether contributing to or resulting from a process) across it's process(es),
function(s), work unit(s), organization(s) and location(s). Future benefits could include
display of resource information on maps and engineering drawings, by process, function,
work unit, organization, or location criteria.




1.9.7  Current Composition
and Distribution Context




As a result of implementing features 1 through 6, the functionality to display management context is achieved. In
the same way that the successively higher numbered catalogs could look back to the lower
numbered catalogs to show the current distribution of a catalog entry across the
organization, the management directory would also show the current composition of an entry
in terms of entries in the higher numbered catalogs. E.g., a process (Catalog #5) can
display its component resources (Catalog #6), as well as its distribution across functions
(Catalog #4), work units (Catalog #3), organizations (Catalog #2), and locations (Catalog
#1).




The benefits of this
include: [1] providing a comprehensive site for looking up and selecting/acquiring
consistent and maintained organization-relevant current context data for management and
public use, [2] providing a means to query and display information related to the current
distribution and composition of any management directory entry. Future benefits could
include the display of context information on maps and engineering drawings.




1.9.8  Life Cycle Management and
History




Building on the functionality
provided by features 1 through 7 above, the context of a management directory entry can be
[1] given a "time frame" functionality, enabling the management of the [2] past,
[3] present, [4] proposed, [5] projected, and [6] planned context. The management
directory then becomes capable of [7] tracking the history and current performance of a
managed entry, and also provides a means of projecting/proposing and planning an entry's
[8] future management.




The benefits include:
[1] providing a comprehensive site for looking up and selecting/acquiring consistent and
maintained organization-relevant life cycle data for management and public use, [2]
providing a means to query and display information related to the chronology,
distribution, and composition of any management directory entry. Future benefits could
include the display of life cycle information on maps and engineering drawings.




Summary:  



The development and use of a Corporate Management Directory would enable the enterprise
to manage all of its directory-based resource systems from a unitary/holistic view.  (Directory-Integrated Enterprise Management)