Phase 3 requires considerable participation by User Management. Interviews are required to properly define positions and relationships, and to specify the use of information resources.  

METHODOLOGY NAVIGATION

Depending on the magnitude of the enterprise or project, this phase can either be executed for the entire enterprise or, as is more common, for a specific area (e.g., Marketing, Administration, Manufacturing, etc.). This breaks the project work into smaller, more manageable pieces. In other words, it is not unusual for an EEM project to have multiple Phase 3's, particularly if the project had already branched into multiple Phase 2's earlier. In this situation, a Phase 3 follows each Phase 2. This decision is left to the discretion of the Project Manager who must judge the project's complexity.

Typically, the Project Manager will establish a relationship between an EEM Phase 3 and a major OE position. This is implemented by the project/phase key. For example:

GENERAL DISCUSSION

Whereas functions are used to describe the enterprise in logical terms (What and Why), positions are used to describe the physical enterprise (Who). Positions, therefore, are used to physically implement the logical functions of the enterprise. Although enterprises with common missions will have identical functional definitions, it is unlikely two enterprises will be physically organized the same way. This is because management greatly influences how the enterprise is organized.

As a review of the key concepts pertaining to this phase, the Enterprise Engineer must remember the fundamental attributes of an organizational entity: A Position...

• is a prescribed set of duties and responsibilities; another name is "job." A position is usually based on a position title, such as President, Vice President, Director, Manager, Supervisor, Clerk, Secretary, Laborer, etc. The relationships between positions represent administrative reporting.

• describes the work to be performed and the functions to be fulfilled.

• is used to process data and/or use information.

For a complete description of these key concepts, please refer to the narrative as provided in the methodology section.  

DESCRIPTION OF PHASE ACTIVITIES

Activity A - Detail Estimate & Schedule

Enterprise Engineering prepares a Detail estimate and schedule for the activities of the phase, which is reviewed with Project Management for approval.

Activity B - Interview Management

Enterprise Engineering conducts interviews with Executive Management and pertinent User Management to determine the positions that are used to fulfill functions. Superior/Subordinate/Lateral relationships between positions are noted, along with job titles, if any. Both human and machine resources (such as computers) are also identified and related to the positions they serve. The fundamental skills of the resources are also reviewed.

Activity C - Prepare Position Model

Enterprise Engineering prepares a physical model of the enterprise using OE, RE, SD descriptions in the IRM. Documentation produced includes Human/Machine Resource Profiles, Resource/Skill Matrices, Position Descriptions, and Organization Charts. The position model is reviewed with User Management to verify relationships and with Quality Assurance to substantiate compliance with definition standards.

Activity D - Prepare Position Matrices

Enterprise Engineering prepares a series of matrices which show the relationships between functions, positions, systems, objects and information requirements. These matrices will be reviewed by management for accuracy during the phase review.

Activity E - Prepare Organization Analysis

Enterprise Engineering prepares an analysis of the current organization. The relationship between functions, positions, resources and skills are analyzed to compare the physical organization to the logical. Several organizational considerations may be identified, such as: Functions that are not being fulfilled by a Position; an inordinate amount of Positions serving a Function (excessive overlaps); Functions being served with inappropriately skilled resources; etc. In addition, Enterprise Engineering defines the Corporate Culture as it exists today. All of this is packaged into an "Organization Analysis" report for management to study during the phase review. From these observations, management may elect to make some organizational changes.

Activity F - Update Project Plan

Project Management reviews and revises as required the Project Plan along with the Order-of-Magnitude estimate and schedule for the remainder of the project.

Project Management and Enterprise Engineering then assembles the deliverables resulting from the phase and packages them into a single phase review document which is evaluated by Quality Assurance prior to conducting the formal phase review with management.

Activity G - Phase 3 Review

Project Management conducts a formal review of the Phase 3 deliverables with Information Resource Management, User Management, Executive Management, and Enterprise Resource Management. At this time, management will review the formal Phase 3 "Physical Enterprise Study" consisting of:

• Phase Cover Page
• Organization Chart
• Position Description Report
• Function/Position Matrix
• Position/Information Matrix
• Position/Object Matrix
• Position/System Matrix
• Organization Analysis
• Human/Machine Resource Profiles
• Resource/Skill Matrix
• Project Plan
• Project Estimate/Schedule Recap
• Phase Review Checklist