Enterprise Architecture Concepts
Assignment 1
2012
BSA Paperless Office
| Student Name: | |
| Student Number: | |
| Date: | 16/04/2012 |
Structure of the assignment
| Title: BSA Paperless Office |
1. Identification of the changed Business
- Short description of the business of BSA and how it fits and how it will fit into the larger context (the business and regulatory environment). Note that the envisioned change may allow BSA to give new services that it does not, at the moment.
| The business of BSA suggests that it is primarily concerned with regulating the entire building industry through imposing a large number of regulations to a large number of parties. As for instance, it regulates contractors through licensing, educates customers about their rights and obligations, protects customers through insurance, enforcing legislative reforms etc. The business of BSA thereby implies that it is primarily concerned with regulating the development of buildings within the society by way of enforcing a large number of regulations so that better development of buildings can be ensured. The business of BSA seems to be a perfect fit into the larger context of the business and regulatory environment, as enforcing regulations to ensure the development of sustainable buildings have been the primary task of BSA. Since, it completely aims at regulating the entire building industry, the regulations are aimed at ensuring the most effective and sustainable developments of buildings. However, BSA at present provides a large number of services including education and advice services, BSA home warranty insurance, dispute prevention and dispute resolution etc. However, the envisioned change as proposed to make all of their business paperless, for the purpose of facilitating information handling and to speed up the processing of applications will allows BSA to achieve higher efficiency in the current services provided by it to its customers. The technological change as envisioned would allow BSA to deliver new services in the form of delivering license permit to contractors online, providing live tutoring to customers regarding their rights and obligations, providing 24 hour online support, ensuring effective regulations and assistance to developers etc. |
2. The Business concept
2.1 The mission and the vision [~ 1 page] – the present and the envisioned business model (short statement of the mission of BSA and what is BSA vision of its future)
The mission statement of the BSA at present implies “the regulation of architectural development within the society by way of imposing regulations on the contractors, enhancing the knowledge of customers about their rights and obligations, handling disputed fairly and equitably etc so that a better sustainable infrastructure can be developed”. However, the inclusion of newer concept of going paperless would change the mission statement of the company and the future envisioned vision of the business would be “to provide timely information to all the parties associated with the construction work related to buildings in the society, so that they can ensure the effective compliance with all the necessary regulations as imposed by the building authority and finally leads to sustainable building development within the society”.
- Who are BSA’s stakeholders and what are the products and services of BSA [now and in the future] and why? (changed mission?, changed products?, competencies?, resources?, processes?)
| The major stakeholders of BSA includes contractors and the customers, as BSA regulates the activities of contractors through applying a large number of regulations to be fulfilled by them and provides adequate support to the customers in understanding their rights and obligations. The products and services of BSA includes education and advice services, BSA home warranty insurance, dispute prevention and dispute resolution etc. In the future, the core services of BSA will remain the same, but the envisioned change as proposed would allow BSA to deliver these services to its stakeholders in a time effective and efficient manner. As a result of envisioned change, the competencies of BSA is likely to improve, as it would allow BSA to perform important functions of licensing to contractors, support to customers about their rights and obligations, through online. The change to paperless business would improve the existing processes of BSA by allowing them to respond to customer’s and contractor’s queries in a speedy manner. However, the resources required to go paperless includes advanced technology, technologically educated employees etc. |
- What is the value proposition of BSA (to its stakeholders)?
| Through its services offerings, BSA ensures the maintenance of proper standards, ensuring the interest of both the contractors and customers to be properly balanced, providing remedies in relation to defective building work and providing live support to customers about their rights in dealing with the issues concerning building development. |
- The customers & relationships of BSA and how this will change (only briefly [normally this would include a complete market analysis])?
| The proposed change would likely to have a positive impact on the relationships between the customers and BSA, as the online providing of majority of services by BSA would result into timely satisfaction of customer’s queries which in turn would allow the organization to ensure long lasting positive relationships with their customers. The chances of delay on case of paper work is higher, and as a result, there may be possibility that the information required by contractors or its customers may not be delivered on time. However, the chances of delay that exists currently would completely be reduced from its decision to go paperless, as all the information would be processed online through information technology which would allow for most immediate solution to its stakeholder. The ultimate effect would be the development pf positive relationships with them. |
- How BSA makes money today and what the future will be like? (BSA’s place in the marketplace [leader/follower/niche/laggard?])
| The process of making money at present in case of BSA is through imposing fines and penalties on those contractors that does not comply with the necessary regulations as imposed by BSA. In addition to this, the revenue is also earned through providing new licenses to builders and contractors, and the license fee so earned is regarded as the major source of revenue for BSA. However, the future, the revenue earning process would remain the same, as the core services will also be to provide licensing to contractors and charging penalties on those who have not complied with such regulations. The only change that is expected is the quickest collection of such charges and fees, as everything will be performed online including the delivery of license, inspections as to whether compliance has been achieved etc. The envisioned change of going paperless would place BSA to a position of market leader, as it would significantly improve the ability to BSA to respond to market requirements and the compliance with respect to majority of the contractors can be ensured effectively. |
- What are the business entities comprising the present business of BSA, and how this needs to change in light of the vision [e.g. are there any new partners to enlist and relationships to be built]?
| The present business entities that are included in the business process of BSA includes builders/contractors, homeowners, accountants, certifiers etc. In light of the current vision to go paperless, the business entities as specified are also likely to change in order to suit the specific requirements of building authority. For instance, they need to be technologically efficient in obtaining licenses from BSA, requesting for any kinds of information as entire information will then be processed online. In building the relationships, the new partners in the form of consultants would be required. |
- Who should be involved in the implementation of the vision?
| The implementation of the vision of BSA requires the involvement of a large number of parties. It should include the top management of BSA, its employees and the contractors as well as customers. With the assistance of all these parties, the vision of going paperless and process information at a rapid pace can only be ensured. |
- When and where should all of the above happen?
| In order to perform the changes as envisioned, they needs to be undertaken on immediate basis and the changes in the form of going paperless would be performed at the premises of BSA by installing new IT systems. |
[Most of the above would normally be stated by the CEO with the help of
advisors and colleagues in BSA’s strategic management.]
2.2 Brief strategic analysis / feasibility study [~ 1 page – normally this study would be more detailed than this assignment allows]
- Technology (available assets / existing technology and technology trends / feasibility)
| Since, BSA is planning for going paperless, this would require effective technological system to be installed at the premises of BSA. There are various technological system that would allow BSA to integrate its existing processes over the new system. |
- Financial viability (change in the financial model / investment need ?)
| The transformation process also requires the consideration of financial factor, as the installation of new technological system would require huge financing. The technological systems are usually costly and it would require BSA to consider for adequate investment need prior to its implementation. |
- Product (quality, source , legal, …)
| The integration of technological system improve the quality of services provided by BSA, as it would lead to faster information processing and thereby allows the contractors to obtain licenses easily from BSA. In addition to this, it will also lead to improvement in the BSA’s operational activities of collecting license fees and penalties from contractors and customers. |
- Competition
| The level of competition would also likely to improve as a result of the move to integrate technology in the existing processes, as it would allow BSA to expand its regulations to all part of the country and as such, the level of competition is also likely to increase from the other major regulators of building development. |
- Risk
| Apart from increase in competition, the chances of risk are also likely to increase, because the failure in the technological system would adversely impact the important documents of BSA and ultimately, it would adversely impact the performance of BSA. |
- Resources and Capabilities (existing / missing / envisioned human-, printing-, logistics-, IT- resources and capabilities)
| In performing over the new system, there are certain additional resources that are required such as efficient employees to perform over the new systems and the person should also possess the knowledge of licensing policies and procedures as prevalent in case building regulations. In this way, additional IT resources and capabilities are required in order to successfully perform over the new system. |
2.3. Policies and Principles underlying the planning, design and implementation of the vision (including management mandated- and regulatory /legal) [only provide examples, no need to be comprehensive in this assignment]
- Customer and stakeholder relationship management policies and principles
| The relationship management policies applicable to customers and other stakeholders are:
1) To adhere to the new regulation policies as envisaged by BSA. 2) To make the contractors liable for converting their licensed policies from paper form to electronic form. 3) To make it compulsory for all its customers and contractors to attend the seminars conduced by BSA about its online mode of operations. |
- Technology policies and principles
| The technology policies and principles for successful vision implementation are:
1) To make it a compulsion for all its employees to attain the training on new ways of performing over the technological system. 2) To make it compulsory for all the employees to enhance their skills and abilities to perform over the online mode of issuing licenses to customers. 3) To develop strict policies for those offending the technological rules and regulations. |
- HR and organisational policies and principles
| The HR and organizational policies and principles are:
1) To perform the recruitment of new staff that has higher knowledge of working over the technological system. 2) To ensure the retention of senior employees of BSA after technological up-gradation, as the chances of employees leaving the organization would be higher because of technological incompatibility. 3) To ensure sufficient training for all the employees and they are required to pay adequate attention and efforts in upgrading their skills. |
- Process- and process management policies and principles
| The process management policies and principles include:
1) To convert all the existing licenses into e-form by making their entry online. 2) To develop existing processes for assisting employees in a manner that would enable them to guide the customer’s queries effectively. 3) To make it applicable to all the employees to move their focus from existing paper processes to paperless process. |
- Investment / efficiency related policies and principles
| The investment or the efficiency related policies and principles are:
1) To perform investment over the new technological system through making a brief analysis of the market for the most viable technological system and also their viability in terms of cost efficiency. 2) To make alternative sources of raising funds for ensuring the most effective investment in the new technological system. |
- Product quality policies and principles
| The policies and principles with respect to services of BSA includes:
1) All the new licenses to the contractors for building work will be offered on electronic form. 2) The entry for all the services of BSA will be included in its online website for allowing the stakeholders to have access to all the important information. 3) To include detail information about all the features about its various services offerings and compliances in its website, so that its stakeholders can have easy access to such information and it ultimately leads to better compliances on their part. |
- Risk management, systemic, etc. policies and principles
| The risk management policies and principles of BSA will include:
1) Hiring technical staff to regularly review the performance of new system. 2) To make it a necessity for all the employees to keep back up on daily basis, in order to ensure protection from any kinds of technological downturn. 3) To guide employees on each and every step to avoid any kinds of technological downturn. |
[Such policies and principles are guiding the planning, design and implementation
activities / projects and are expected to be used in the governance of the change.]
Action Plan (dynamic business model)
Create a dynamic business model that lists all enterprise business entities involved, including existing, new, and transitional (such as change program and projects))
- Represent on the dynamic business model the life-cycle relationships among these entities so as to be able to read from this model what change activities are necessary to make the vision reality.
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Figure 1. Dynamic Business Model
Corporate Management’s task is to perform the management of entire project of change as planned by
the organization.
Product design is concerned with the integration of technological system to the existing of BSA so that the
Vision of going paperless can be successfully attained.
Design manufacturing entity is primarily responsible for the design of the new process by performing a
Major change to the existing process.
SOLUTION
LC63
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