Open Text Metastorm ProVision® 6.2 Strategy Implementation -- Table of Contents -- Open Text Metastorm ProVision® 6.2 Strategy Implementation -- Credits -- Foreword -- About the Author -- About the Reviewers -- www.PacktPub.com -- Support files, eBooks, discount offers and more -- Why Subscribe? -- Free Access for Packt account holders -- Instant Updates on New Packt Books -- Preface -- About this book -- What this book covers -- Conclusion -- What you need for this book -- Who this book is for -- Conventions -- Reader feedback -- Customer support -- Errata -- Piracy -- Questions -- 1. Designing a Strategy -- Why choose ProVision® -- Personal context -- Time -- Responsibility -- Scope -- Project scope -- Enterprise scope -- Business context -- Recommendation -- Strategy -- The business case -- The framework and methodology -- The toolset -- Governance -- Implementation -- Lists -- Building your lists -- Who is responsible for initially gathering the information -- How do you name objects -- Who ensures that the object is maintained -- Where is the object stored -- What is the publishing process for models -- How much detail does the object require -- How do you move the information from another system to ProVision® -- Project management methodology -- Build sequence -- Customers -- Products and services -- Critical processes -- Critical elements -- Actors -- Business rules -- Computer systems -- Data -- Events -- Facilities -- Gear (equipment) -- Goals -- Next phase -- Leverage -- Sample development program -- Summary -- 2. Making a Business Case -- The benefits of moving to a central repository -- Designed to scale -- Object -- Link -- Model -- Notebook and file -- Repository -- Store once, reuse many times -- Working collaboratively -- Architecture or design -- TOGAF9 -- Federal Enterprise Architecture -- Evidence.

Open Text Metastorm's unique strengths -- Open Text Metastorm BPM -- The competitive advantage -- Better decisions now -- Case study: Sandra's story -- Summary -- 3. Using a Framework -- What is a business framework -- How frameworks can confuse -- Making sense of frameworks -- Enterprise Designer framework -- How to read this section -- Seven elements A-G -- Actor -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Business rules -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Computer system -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Data -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Event -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Facility -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Gear -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Ten processes H-Q -- Process -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Receivables and services -- R-Receivable -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- S-Service or product -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Customers and clients -- Markets -- Organizations -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Five goals V-Z -- Goals -- Naming convention -- Permitted objects -- Permitted models -- Relationships -- Comments -- Comparing level 1 and level 2 frameworks -- ArchiMate framework -- ArchiMate and Enterprise Designer objects comparison -- Business actor -- Enterprise Designer.

Business role -- Enterprise Designer -- Business collaboration -- Enterprise Designer -- Business interface -- Enterprise Designer -- Business object -- Enterprise Designer -- Business Process -- Enterprise Designer -- Business function -- Enterprise Designer -- Business interaction -- Enterprise Designer -- Business event -- Enterprise Designer -- Business service -- Enterprise Designer -- Representation -- Enterprise Designer -- Meaning -- Enterprise Designer -- Value -- Enterprise Designer -- Product -- Enterprise Designer -- Contract -- Enterprise Designer -- What Enterprise Designer has that ArchiMate doesn't -- What ArchiMate has that Enterprise Designer doesn't -- Conclusion -- Comparing level 1 and level 3 frameworks -- eTOM (enhanced Telecom Operations Map) -- Is it a service or a process? -- Consistent framework -- Deliverable models -- Summary -- 4. Adopting a Methodology -- What is a methodology -- Project #1-building the high-level model -- Preparation -- Customer model -- Steps -- Tips -- Product and Service model -- Steps -- Tips -- Critical Customer Product model -- Steps -- Tips -- Project #2-building workflow models -- Critical Process model -- Steps -- Tips -- Workflow model -- Steps -- Tips -- Steps -- Tips -- Project #3-building System Interaction models -- Project #4-building Business Class models -- Project #5-building Organization models -- Other critical elements -- Business Rule models -- Steps -- Tips -- Event models -- Case study-the consultant's view -- Summary -- 5. Implementing Effective Governance -- What is governance -- Who needs to be involved -- Motorola change process -- Agile Management -- Governance and leadership -- Measurement -- Do the minimum -- The client is part of the team -- Have daily stand-up meetings -- Keep it simple -- Trust the team -- Work in pairs.

Modeling a governance structure with ProVision® -- Policies and procedures -- No need for everything -- Linking to other sources -- Visualize information -- Processes -- What if there is no governance -- Four steps -- Six step process -- Agenda -- Position -- Fact find/feel find -- Present -- Pause -- Open -- Summary -- 6. Understanding the Toolset -- ProVision® features and functionality -- Sharing models without Knowledge Exchange® -- Visio or ProVision -- Everything is an object -- Model and grid -- Model and interpret -- Model and simulate -- Model and execute -- Modeling, not configuration management -- Summary -- 7. Obtaining Buy-in -- Top 10 tips for process modeling -- #1 Identify and engage the process owner -- #2 Talk to the people who deal with errors -- #3 Capture the current "What" in detail but not the "How" -- #4 Reduce moments of truth -- #5 Reduce handoffs -- #6 Eliminate non-essential checking -- #7 Focus on high-volume processes -- #8 Implement the right process for right now -- #9 Use the 10 Enterprise Designer processes -- #10 Don't automate a broken process -- #11 Bonus tip-model backwards -- Using Appreciative Inquiry to engage staff -- Conversation about Appreciative Inquiry -- Distinguishing between change and transformation -- Understanding the outside-in (customer-centric) approach -- B2Me -- Summary -- A. References -- Index.