This is a key activity. It represents the principal means
to evaluate the use of organizational resources. Great
diplomacy and attention to detail must be observed. Prior to
this activity, Enterprise Engineering has assembled, organized
and cross-referenced functions, positions, resources, and skills
(FE, OE, RE, and SD resources). The intent now is to analyze
these relationships in order to determine if the functions are
being effectively implemented by the other resources.
During this activity, Enterprise Engineering will
identify:
- Functions that are not being implemented by positions.
This means an FE to OE relationship is not present.
- Functions that are implemented by positions, but no resources
implementing the position. This means that there is an FE to
OE relationship present, but no OE to RE relationship.
- Functions implemented by positions with only machine
resources (no human resources). This means that there is an
FE to OE relationship present, and an OE to RE relation, but
the RE is a machine, not a human being.
- Functions that are implemented by more than two levels of
"line" positions. This means that more than two levels of
"line" positions (not "staff") is being used to implement a
single function. This will help identify excessive layers of
management.
- Functions that are implemented by more than two positions,
regardless if they are "line" or "staff," horizontally or
vertically.
- Positions that implement more than two functions. This
means that a single OE is connected to three or more FE's.
- Positions that are not implementing any business functions.
This means that an OE is not connected to an FE.
- The resources, skills and proficiencies being used to
implement functions. This is an analysis of the FE to OE to
RE to SD resource relationships. It includes the number
and type of resources fulfilling a single function, both
human and machine.
- An analysis between the skills and proficiencies required to
fulfill a function versus the skills and proficiencies actually
implemented by resources.
This analysis is also useful for spotting inconsistencies
in IRM resource definitions.
It is not the responsibility of Enterprise Engineering to
draw conclusions from the facts, only to present them to
management for their consideration. There may be valid reasons
why the organization is structured the way it is; perhaps
the volume of business does not justify certain positions; maybe
the deployment of certain types of resources is temporary or
forced due to personnel shortages, etc. Enterprise Engineering
simply presents the facts and management determines the
appropriate course of action. To do this, Enterprise
Engineering prepares a concise and formal Organization
Analysis report summarizing the above items. This is followed
by a textual summary of the findings.
The last important element of the organization analysis is a
definition of the Corporate Culture with defines the customs,
values and attitudes of the enterprise. This is perhaps more
difficult to define than the analysis of organization resources.
However, if prepared correctly, the Corporate Culture definition
can give management tremendous insight into the mental framework
of the enterprise.
Defining Corporate Culture falls into the areas of
Anthropology and Industrial Psychology. It cannot be based on
conjecture and speculation, it must be based on fact. Perhaps
the best way to determine this is through a formal survey where
results can be analyzed statistically. The result of the survey
is a definition of the culture AS IT EXISTS TODAY, NOT WHAT IT
SHOULD BE. Again, it is up to management to draw the
appropriate conclusions based on the facts presented.
One of the outcomes from the definition of the Corporate
Culture is the possible identification of sub-cultures within
the enterprise. Sub-cultures are groups of people exhibiting
special characteristics that separate them from others. What
management must be concerned with is that a sub-culture not
become counter productive to the enterprise.
The Organization Analysis prepared in this activity is
retained for inclusion in the final Phase 3 review manual.