Public Event for USAID
- Created on Friday, 10 May 2013 09:44
Monday, May 13, 2013
MIT Professional Education: Architecting the Future Enterprise
- Created on Friday, 03 May 2013 14:48
Architecting the Future Enterprise
Date: June 10-12, 2013 | Tuition: $2,500 | Continuing Education Units (CEUs): 1.7
D. Rhodes, D. Nightingale
Enterprises evolve over time, but transformation efforts too often fail to achieve intended outcomes. We teach a holistic approach to understand the 'as-is' enterprise, generate and evaluate alternative concepts, and select a 'to-be' architecture. Students learn techniques for stakeholder analysis and for 'future-proofing' to evaluate fitness of architectures for alternative futures.
Course Summary
This course is about:
- Thinking holistically about enterprise
- Viewing the enterprise through multiple lenses
- Applying an architectural approach
- Evaluating alternative architectures
- Enriching your thinking
This course is not about: traditional IT-focused enterprise architecture, EA Frameworks (Zachman, TOGAF, DODAF, etc...), Clinger-Cohen Act, enterprise documents and databases, or designing IT systems.
Enterprises evolve over time, but the transformation efforts aimed at their evolution too often fail to achieve their intended outcomes. We teach a holistic approach to guide enterprise leaders in understanding their 'as-is' enterprise, generating and evaluating alternative concepts, and selecting a 'to-be' architecture concept. While some very good frameworks and approaches exist to develop detailed enterprise architectures, we move 'upstream' in the enterprise design lifecycle to the concept phase. Our holistic approach goes beyond a process-centric or information technology-centric perspective, critically important even when the transformation might specifically be related to process re-engineering or an information technology upgrade. Leaders need to be able to see the whole enterprise to effectively envision the path for change.
In discovery of this 'right concept' we explore the enterprise through ten fundamental enterprise elements, and their interrelationships. This is essential to broadening the leadership conversations needed to reach a strategic enterprise future vision. The ten elements are: ecosystem, stakeholders, strategy, information, infrastructure, process, organization, knowledge, products, and services.
Learning techniques for stakeholder analysis and for 'future-proofing' to evaluate fitness of architectures for alternative futures enhances the strategic enterprise decisions. We examine how the principles, practices, and heuristics of systems architecting are extended and adapted for enterprise architecting. We discuss the role of leadership in creating a vivid transformation vision, as well as transformation and communication plans.
In the fast-paced world in which modern enterprises operate, a sense of urgency can lead to a rush to take action. Yet applying a formal framework and best enterprise design practices can be futile unless time is taken to adequately explore and evaluate alternatives to find an 'optimal' concept for going forward. Other approaches in the industry focus on "doing enterprise architecting right." Based on a decade of research and case investigations, our approach is aimed as the necessary prerequisite activity to ensure transformation is based on "the right enterprise concept architecture."
MIT Professional Education: Principles of Enterprise Transformation
- Created on Friday, 03 May 2013 14:46
Principles of Enterprise Transformation
Date: July 15-16, 2013 | Tuition: $1,800 | Continuing Education Units (CEUs): 1.2
D. Nightingale, J. Srinivasan
This course highlights the importance of going beyond classical lean thinking to truly embracing the enterprise paradigm to achieve successful and sustainable transformation. Over two days, we provide a set of enterprise principles and a transformation roadmap that serve as the foundation for the holistic analysis framework that captures the current state, envisions the future state, and determines actions needed for transformation.
Course Summary
This course is based on our upcoming book, Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation. As the title of the book suggests, organizations have to go beyond classical lean thinking to truly embracing the enterprise paradigm to achieve successful and sustainable transformation. While there are many books that highlight the reasons behind why organizations are unsuccessful at adopting lean principles and practices, few, if any, provide a cohesive framework for understanding, enabling, and achieving enterprise transformation. In the course we provide a set of enterprise principles and a transformation roadmap that serve as the foundation for the holistic analysis framework that captures the current state, envisions the future state, and determines actions needed for guiding transformation efforts.
The transformation roadmap which we will explore in detail encapsulates the three interdependent, interconnected cycles that every enterprise enacts along its transformation journey – the strategic cycle where the need to transform is understood, the planning cycle where the enterprise determines the actions it needs to take, and the execution cycle where the enterprise translates plans and ideas into action. The holistic analysis framework integrates discrete analyses of stakeholders, processes, performance measurement, maturity, resources, alignment, and enterprise wastes to identify gaps and opportunities for improvement. These gaps, in conjunction with the desired future state, are used to develop the enterprise transformation plan. We will walk through each element of the analyses and use rich cases drawn from actual organizations that we have worked with to illustrate key concepts.
MIT Professional Education: Crisis Management
- Created on Friday, 03 May 2013 14:40
Crisis Management and Business Continuity
Date: July 15-19, 2013 | Tuition: $3,000 | Continuing Education Units (CEUs): 2.4
R. Larson, S. Goldman
With an effective combination of lecture, case studies, and class interaction, this course provides attendees with the tools and knowledge to benchmark, assess, and improve their business continuity, disaster recovery, and crisis management programs. Also included are subject-matter-expert assessments of current issues including terrorism, pandemic, cyber security, and crisis communications.
Overview
Preparing for a crisis is not a luxury; it is a necessity. You know the odds are high that your company will suffer a disaster or crisis at some point. You cannot say you weren't ready; today's extreme public and government scrutiny demand that you should have been prepared.
MIT's "Crisis Management & Business Continuity" will help prepare you for the inevitable.
This comprehensive course provides up-to-date assessments and knowledge on issues that affect you - terrorism, pandemic, cyber security, communications, news media - from the experts involved with these efforts. You will have the opportunity to interact with these lecturers and with peers from industry and government.
By the end of the course, you will have the tools, knowledge, and understanding to benchmark, assess, and improve your business continuity, disaster recovery, and crisis management program. This includes the Course Manual (print and/or e-files), templates, and current articles. You will gain valuable contacts, have plenty of networking opportunities, and acquire insights for immediate implementation.
MIT Professional Education: Product Platform and Product Family Design
- Created on Friday, 03 May 2013 14:33
Product Platform and Product Family Design: From Strategy to Implementation
Date: July 22-25, 2013 | Tuition: $3,600 | Continuing Education Units (CEUs): 2.6
O. de Weck, T. Simpson
Explore the strategic and implementation aspects of using product architecture and platforms to manage a product family in a competitive manner. Learn the latest theory and tools through case studies, interactive discussion, and hands-on exercises.
Course Summary
This course explores how product architecture, platforms and commonality can help a firm deploy and manage a family of products in a competitive manner. We will examine both strategic as well as implementation aspects of this challenge. A key strategy is to develop and manufacture a family of product variants derived from a common platform and/or modular architecture. Reuse of components, processes and design solutions leads to advantages in learning curves and economies of scale, which have to be carefully balanced against the desire for product customization and competitive pressures. Additionally, platform strategies can lead to innovation and generation of new revenue growth, by intelligently leveraging existing brands, modules, and sub-system technologies. We will present the latest theory as well as a number of case studies and industrial examples on this important topic. We will engage the course participants through interactive discussion and hands-on activities. Recent strategic issues such as embedding flexibility in product platforms as well as the effect of platforms on a firm's cost structure, organization, and market segmentation will also be presented.
