https://www.strategy.enterpriseplus.tools/api.php?action=feedcontributions&feedformat=atom&user=Dobromir.orpheusStrategy EnterprisePLUS [E+] - User contributions [en]2026-04-19T00:18:47ZUser contributionsMediaWiki 1.24.2https://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Tier_Reference_Content&diff=1331Enterprise Standards:Enterprise Tier Reference Content2015-08-31T13:42:14Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Tier Reference Content #LEAD-ES30009ES}}<br />
<br />
<br />
<b>Introduction</b><br />
<br />
<br />
Categorization and classification has been around for a very long time. Classical categorization first appears in the context of Western Philosophy in the work of Plato,[[#footnotes|<sup>1</sup>]] who, in his Statesman dialogue, introduces the approach of grouping objects based on their similar properties.[[#footnotes|<sup>2</sup>]] This approach was further explored and systematized by Aristotle in his Categories treatise, where he analyses the differences between classes and objects.[[#footnotes|<sup>3</sup>]]<br />
<br />
<br />
Aristotle also intensively applied the classical categorization scheme in his approach to the classification of living beings (which uses the technique of applying successive narrowing questions such as "Is it an animal or vegetable?", "How many feet does it have?", "Does it have fur or feathers?", "Can it fly?"...), in this way establishing the basis for the formulation of natural taxonomy.<br />
<br />
<br />
The use of classification is an important tool in science. The use of classification reduces the complexity of a body of work easier as it exposes patterns and structures to provide a clearer picture of the area of interest, serving to assist in understanding the relationships, and acting as a baseline for thinking and working in enterprise tiers is not a new concept, however as business becomes more complex, the classification of the enterprise into strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole.<br />
<br />
<br />
<b>Enterprise tiers and competencies</b><br />
<br />
<br />
Within business modelling a common way of working in enterprise tiers is to classify the organization according to the organizational competencies by the accountability level of strategic, tactical and operational. By employing such an enterprise tiering concept, executives can begin to envision how current business competencies might function as an interlocking set of modules. Categorizing activities by business competency yields a high-level view of competencies according to the type of value they provide to the enterprise. Different firms in different industries model their competencies differently, but in every case, each activity should line up under a particular competency. Assigning each competency to one of three enterprise tiers — strategic, tactical, and operational — can also help executives begin to flesh out the business<br />
<br />
<br />
#<b>Strategic</b> - Competencies at this level provide strategic direction, planning, and corporate policy to other competencies. They also facilitate collaboration with other competencies. These strategic competencies provide the business actions that drive strategy, planning, budgeting, forecasting as well as value planning in the enterprise.<br />
#<b>Tactical</b> - These mid-tier competencies serve as control, monitoring, checks, and balances between the strategic and operational levels. They monitor performance, manage exceptions, and act as gatekeepers of assets and information. These tactical competencies provide the business actions that drive performance aspects, monitoring, and governance in the enterprise.<br />
#<b>Operational</b> - These low-level competencies provide the business actions that drive value identification and creation in the enterprise. They process assets and information for use by other competencies or the customer. <br />
<br />
[[File:Tier1.png|frame|center|Figure 1: Example of competencies found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and strategy execution</b><br />
<br />
<br />
Thinking and working in enterprise tiers is also used within strategy execution, where executives and management relate their strategic business objectives, critical success factors and performance indicators across the enterprise tiers. By employing such an enterprise tiering concept to strategy execution, executives enable the organization to see how the various goal and objectives relate to each other. Categorizing goal and objectives together also enables the view of how value indicators and performance indicators concepts fit together to manage the strategy execution (see figure 2). While various organizations in different industries model their strategy execution differently, but in every case, each of the goal and objectives should line up under a particular strategy that needs to be executed.<br />
<br />
<br />
[[File:Tier2.png|frame|center|Figure 2: Example of goals and objectives found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and decision making</b><br />
<br />
<br />
Decision making is a process of making choices from alternative courses of action, based upon factual and value premises with the intention of moving towards a desired state of affairs. Once a decision is taken, it implies commitment of competencies, goal and objectives. The decision that a manager has to take may range from setting of goals and targets for the entire business enterprise to specific decisions regarding day-to-day activities. Some of them may have only short-term implications, while others may have long-term implications on the enterprise. From these points of view, managerial decisions can be broadly classified into three enterprise tiers, namely, strategic, tactical and operational decisions.<br />
<br />
<br />
*<b>Strategic decision:</b> This Tier affects the entire direction of the firm. An example may be the Mission, Vision, Strategic Business Objectives (SBOs) and the specific Business Performance Indicators (BPIs) and the business plans. The strategic tier has the long term, complex decisions made by executives and senior management and the measurement reporting view used is for the most scorecards.<br />
*<b>Tactical decisions:</b> The aspects at this tier are more medium term, thereby less complex decisions made and mostly by middle managers. They follow on from strategic decisions and aim to meet the critical success factors, the way to do this is for governance, evaluation, reports, control and monitoring and the measurement reporting view used is for the most dashboards.<br />
*<b>Operational decisions:</b> At this tier the decisions are day to day decisions made by operational managers that are simple and routine and the measurement reporting view used is for the most cockpits.<br />
<br />
<br />
<b>Enterprise Tiers and Business Processes</b><br />
<br />
<br />
Not all processes are created equal. Some processes are of more strategic nature, while others on tactical or operational nature. Understanding the nature and importance of processes is therefore central to effective process management and the basis to develop a successful business process management basis. Therefore in addition to the before discussed enterprise tier tagging in terms of process classification and process categorization, can processes be tagged according to their strategy, tactics, and operational tiers. The reason why this applies to all processes is the fact that all processes exist within the strategic, tactical, or operational aspects of the organization.<br />
<br />
<br />
<br />
As demonstrated in figure 3, besides the ability to classify the processes according to strategic, tactical and operational processes, and really relate the processes to the right accountability level, ideal for process ownership, process governance, process analytics and reporting, does the tier tagging enable to display the process, information or the service flow between the enterprise tiers. Making the tier process tagging a real powerful tool.<br />
<br />
<br />
[[File:Tier3.png|frame|center|Figure 3: Example of the ‘Enterprise Tiers’ and the relations across the tiers.]]<br />
<br />
<br />
In figure 4 is a more detailed example of how the tagging of the processes according to strategic, tactical an operational is an ideal way to go across end2end processes and see connections of the different tiers.<br />
<br />
<br />
[[File:Tier41.png|frame|center|Figure 4: Detailed example of sorting the processes according to the enterprise tiers. (Click to expand)]]<br />
<br />
<br />
<b>Conclusion</b><br />
<br />
<br />
In this paper we elaborated on how categorizing and classifying various aspects into enterprise tiers of strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole. The three tiers imply different priorities. At the operational level, for example, the emphasis is on organizational competencies, strategy execution and measurements, is about keeping people fully occupied and productive. From a technology standpoint speed of data entry and real-time availability are important. Contrast this with aspects related to the strategic tier, where such high-level aspects as strategic planning and launching new business units are handled. This level houses a small number of people who have a very large impact on shareholder value. Launching a new business unit/area requires collaboration among several elements, including marketing, risk, finance, regulations, and credit. Input from all of these stakeholders is needed to make the launch a success, so workflow is a key requirement.<br />
<br />
<br />
<br />
From a technology standpoint, activities typically require people (resources) and capabilities to discern patterns and trends from rich, multidimensional data, usually stored in a data warehouse. Systems at the strategic level are not designed for speed of data entry, but rather for ease, breadth, and depth of analysis. Real-time interfaces are not needed, because data is often months old and processed in batches. To drive as much revenue, value creation, and realization as possible from business model competency development, only core competitive and core differentiated competencies across the firm are aggregated. It is an organization’s ability to execute strategy within ones core critical competencies and the ability to make decisions that enable an organization to outperform its rivals. Therefore in thinking and working in Enterprise Tiers the following concepts illustrated in figure 5, can be used together.<br />
<br />
[[File:Tier5.png|thumb|1000px|center|Figure 5: Example of various Enterprise Tier concepts that can be combined. (Click to expand)]]<br />
<br />
If you wish to know more about Enterprise Tiering, please contact:<br />
<br />
<br />
<b>Bob Storm</b><br />
LEAD Business Architect<br />
LEADing Practice Alignment Reference Content, Chairman<br />
Email: [mailto:bos@leadingpractice.com bos@leadingpractice.com]<br />
<br />
<p id="footnotes"><br />
<sup>1</sup> Cohen, H., & Lefebvre, C. (Eds.). (2005). Handbook of Categorization in Cognitive Science. Elsevier<br />
<br/><br />
<sup>2</sup> http://oll.libertyfund.org/index.php?option=com_staticxt&staticfile=show.php%3Ftitle=166&Itemid=99999999<br />
<br/><br />
<sup>3</sup> Cohen, H., & Lefebvre, C. (Eds.). Ibid.<br />
</p><br />
<br/><br />
[[Category:Enterprise Engineering Standards]]</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Tier_Reference_Content&diff=1325Enterprise Standards:Enterprise Tier Reference Content2015-08-31T13:35:51Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Tier Reference Content #LEAD-ES30009ES}}<br />
<br />
<br />
<b>Introduction</b><br />
<br />
<br />
Categorization and classification has been around for a very long time. Classical categorization first appears in the context of Western Philosophy in the work of Plato,[[#footnotes|<sup>1</sup>]] who, in his Statesman dialogue, introduces the approach of grouping objects based on their similar properties.[[#footnotes|<sup>2</sup>]] This approach was further explored and systematized by Aristotle in his Categories treatise, where he analyses the differences between classes and objects.[[#footnotes|<sup>3</sup>]]<br />
<br />
<br />
Aristotle also intensively applied the classical categorization scheme in his approach to the classification of living beings (which uses the technique of applying successive narrowing questions such as "Is it an animal or vegetable?", "How many feet does it have?", "Does it have fur or feathers?", "Can it fly?"...), in this way establishing the basis for the formulation of natural taxonomy.<br />
<br />
<br />
The use of classification is an important tool in science. The use of classification reduces the complexity of a body of work easier as it exposes patterns and structures to provide a clearer picture of the area of interest, serving to assist in understanding the relationships, and acting as a baseline for thinking and working in enterprise tiers is not a new concept, however as business becomes more complex, the classification of the enterprise into strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole.<br />
<br />
<br />
<b>Enterprise tiers and competencies</b><br />
<br />
<br />
Within business modelling a common way of working in enterprise tiers is to classify the organization according to the organizational competencies by the accountability level of strategic, tactical and operational. By employing such an enterprise tiering concept, executives can begin to envision how current business competencies might function as an interlocking set of modules. Categorizing activities by business competency yields a high-level view of competencies according to the type of value they provide to the enterprise. Different firms in different industries model their competencies differently, but in every case, each activity should line up under a particular competency. Assigning each competency to one of three enterprise tiers — strategic, tactical, and operational — can also help executives begin to flesh out the business<br />
<br />
<br />
#<b>Strategic</b> - Competencies at this level provide strategic direction, planning, and corporate policy to other competencies. They also facilitate collaboration with other competencies. These strategic competencies provide the business actions that drive strategy, planning, budgeting, forecasting as well as value planning in the enterprise.<br />
#<b>Tactical</b> - These mid-tier competencies serve as control, monitoring, checks, and balances between the strategic and operational levels. They monitor performance, manage exceptions, and act as gatekeepers of assets and information. These tactical competencies provide the business actions that drive performance aspects, monitoring, and governance in the enterprise.<br />
#<b>Operational</b> - These low-level competencies provide the business actions that drive value identification and creation in the enterprise. They process assets and information for use by other competencies or the customer. <br />
<br />
[[File:Tier1.png|frame|center|Figure 1: Example of competencies found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and strategy execution</b><br />
<br />
<br />
Thinking and working in enterprise tiers is also used within strategy execution, where executives and management relate their strategic business objectives, critical success factors and performance indicators across the enterprise tiers. By employing such an enterprise tiering concept to strategy execution, executives enable the organization to see how the various goal and objectives relate to each other. Categorizing goal and objectives together also enables the view of how value indicators and performance indicators concepts fit together to manage the strategy execution (see figure 2). While various organizations in different industries model their strategy execution differently, but in every case, each of the goal and objectives should line up under a particular strategy that needs to be executed.<br />
<br />
<br />
[[File:Tier2.png|frame|center|Figure 2: Example of goals and objectives found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and decision making</b><br />
<br />
<br />
Decision making is a process of making choices from alternative courses of action, based upon factual and value premises with the intention of moving towards a desired state of affairs. Once a decision is taken, it implies commitment of competencies, goal and objectives. The decision that a manager has to take may range from setting of goals and targets for the entire business enterprise to specific decisions regarding day-to-day activities. Some of them may have only short-term implications, while others may have long-term implications on the enterprise. From these points of view, managerial decisions can be broadly classified into three enterprise tiers, namely, strategic, tactical and operational decisions.<br />
<br />
<br />
*<b>Strategic decision:</b> This Tier affects the entire direction of the firm. An example may be the Mission, Vision, Strategic Business Objectives (SBOs) and the specific Business Performance Indicators (BPIs) and the business plans. The strategic tier has the long term, complex decisions made by executives and senior management and the measurement reporting view used is for the most scorecards.<br />
*<b>Tactical decisions:</b> The aspects at this tier are more medium term, thereby less complex decisions made and mostly by middle managers. They follow on from strategic decisions and aim to meet the critical success factors, the way to do this is for governance, evaluation, reports, control and monitoring and the measurement reporting view used is for the most dashboards.<br />
*<b>Operational decisions:</b> At this tier the decisions are day to day decisions made by operational managers that are simple and routine and the measurement reporting view used is for the most cockpits.<br />
<br />
<br />
<b>Enterprise Tiers and Business Processes</b><br />
<br />
<br />
Not all processes are created equal. Some processes are of more strategic nature, while others on tactical or operational nature. Understanding the nature and importance of processes is therefore central to effective process management and the basis to develop a successful business process management basis. Therefore in addition to the before discussed enterprise tier tagging in terms of process classification and process categorization, can processes be tagged according to their strategy, tactics, and operational tiers. The reason why this applies to all processes is the fact that all processes exist within the strategic, tactical, or operational aspects of the organization.<br />
<br />
<br />
<br />
As demonstrated in figure 3, besides the ability to classify the processes according to strategic, tactical and operational processes, and really relate the processes to the right accountability level, ideal for process ownership, process governance, process analytics and reporting, does the tier tagging enable to display the process, information or the service flow between the enterprise tiers. Making the tier process tagging a real powerful tool.<br />
<br />
<br />
[[File:Tier3.png|frame|center|Figure 3: Example of the ‘Enterprise Tiers’ and the relations across the tiers.]]<br />
<br />
<br />
In figure 4 is a more detailed example of how the tagging of the processes according to strategic, tactical an operational is an ideal way to go across end2end processes and see connections of the different tiers.<br />
<br />
<br />
[[File:Tier41.png|frame|center|Figure 4: Detailed example of sorting the processes according to the enterprise tiers. (Click to expand)]]<br />
<br />
<br />
<b>Conclusion</b><br />
<br />
<br />
In this paper we elaborated on how categorizing and classifying various aspects into enterprise tiers of strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole. The three tiers imply different priorities. At the operational level, for example, the emphasis is on organizational competencies, strategy execution and measurements, is about keeping people fully occupied and productive. From a technology standpoint speed of data entry and real-time availability are important. Contrast this with aspects related to the strategic tier, where such high-level aspects as strategic planning and launching new business units are handled. This level houses a small number of people who have a very large impact on shareholder value. Launching a new business unit/area requires collaboration among several elements, including marketing, risk, finance, regulations, and credit. Input from all of these stakeholders is needed to make the launch a success, so workflow is a key requirement.<br />
<br />
<br />
<br />
From a technology standpoint, activities typically require people (resources) and capabilities to discern patterns and trends from rich, multidimensional data, usually stored in a data warehouse. Systems at the strategic level are not designed for speed of data entry, but rather for ease, breadth, and depth of analysis. Real-time interfaces are not needed, because data is often months old and processed in batches. To drive as much revenue, value creation, and realization as possible from business model competency development, only core competitive and core differentiated competencies across the firm are aggregated. It is an organization’s ability to execute strategy within ones core critical competencies and the ability to make decisions that enable an organization to outperform its rivals. Therefore in thinking and working in Enterprise Tiers the following concepts illustrated in figure 5, can be used together.<br />
<br />
<br />
[[File:Tier5.png|frame|600px|center|Figure 5: Example of various Enterprise Tier concepts that can be combined. (Click to expand)]]<br />
<br />
<br />
If you wish to know more about Enterprise Tiering, please contact:<br />
<br />
<br />
<b>Bob Storm</b><br />
LEAD Business Architect<br />
LEADing Practice Alignment Reference Content, Chairman<br />
Email: [mailto:bos@leadingpractice.com bos@leadingpractice.com]<br />
<br />
<p id="footnotes"><br />
<sup>1</sup> Cohen, H., & Lefebvre, C. (Eds.). (2005). Handbook of Categorization in Cognitive Science. Elsevier<br />
<br/><br />
<sup>2</sup> http://oll.libertyfund.org/index.php?option=com_staticxt&staticfile=show.php%3Ftitle=166&Itemid=99999999<br />
<br/><br />
<sup>3</sup> Cohen, H., & Lefebvre, C. (Eds.). Ibid.<br />
</p><br />
<br/><br />
[[Category:Enterprise Engineering Standards]]</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Tier_Reference_Content&diff=1324Enterprise Standards:Enterprise Tier Reference Content2015-08-31T13:34:14Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Tier Reference Content #LEAD-ES30009ES}}<br />
<br />
<br />
<b>Introduction</b><br />
<br />
<br />
Categorization and classification has been around for a very long time. Classical categorization first appears in the context of Western Philosophy in the work of Plato,[[#footnotes|<sup>1</sup>]] who, in his Statesman dialogue, introduces the approach of grouping objects based on their similar properties.[[#footnotes|<sup>2</sup>]] This approach was further explored and systematized by Aristotle in his Categories treatise, where he analyses the differences between classes and objects.[[#footnotes|<sup>3</sup>]]<br />
<br />
<br />
Aristotle also intensively applied the classical categorization scheme in his approach to the classification of living beings (which uses the technique of applying successive narrowing questions such as "Is it an animal or vegetable?", "How many feet does it have?", "Does it have fur or feathers?", "Can it fly?"...), in this way establishing the basis for the formulation of natural taxonomy.<br />
<br />
<br />
The use of classification is an important tool in science. The use of classification reduces the complexity of a body of work easier as it exposes patterns and structures to provide a clearer picture of the area of interest, serving to assist in understanding the relationships, and acting as a baseline for thinking and working in enterprise tiers is not a new concept, however as business becomes more complex, the classification of the enterprise into strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole.<br />
<br />
<br />
<b>Enterprise tiers and competencies</b><br />
<br />
<br />
Within business modelling a common way of working in enterprise tiers is to classify the organization according to the organizational competencies by the accountability level of strategic, tactical and operational. By employing such an enterprise tiering concept, executives can begin to envision how current business competencies might function as an interlocking set of modules. Categorizing activities by business competency yields a high-level view of competencies according to the type of value they provide to the enterprise. Different firms in different industries model their competencies differently, but in every case, each activity should line up under a particular competency. Assigning each competency to one of three enterprise tiers — strategic, tactical, and operational — can also help executives begin to flesh out the business<br />
<br />
<br />
#<b>Strategic</b> - Competencies at this level provide strategic direction, planning, and corporate policy to other competencies. They also facilitate collaboration with other competencies. These strategic competencies provide the business actions that drive strategy, planning, budgeting, forecasting as well as value planning in the enterprise.<br />
#<b>Tactical</b> - These mid-tier competencies serve as control, monitoring, checks, and balances between the strategic and operational levels. They monitor performance, manage exceptions, and act as gatekeepers of assets and information. These tactical competencies provide the business actions that drive performance aspects, monitoring, and governance in the enterprise.<br />
#<b>Operational</b> - These low-level competencies provide the business actions that drive value identification and creation in the enterprise. They process assets and information for use by other competencies or the customer. <br />
<br />
[[File:Tier1.png|frame|center|Figure 1: Example of competencies found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and strategy execution</b><br />
<br />
<br />
Thinking and working in enterprise tiers is also used within strategy execution, where executives and management relate their strategic business objectives, critical success factors and performance indicators across the enterprise tiers. By employing such an enterprise tiering concept to strategy execution, executives enable the organization to see how the various goal and objectives relate to each other. Categorizing goal and objectives together also enables the view of how value indicators and performance indicators concepts fit together to manage the strategy execution (see figure 2). While various organizations in different industries model their strategy execution differently, but in every case, each of the goal and objectives should line up under a particular strategy that needs to be executed.<br />
<br />
<br />
[[File:Tier2.png|frame|center|Figure 2: Example of goals and objectives found within the enterprise tiers.]]<br />
<br />
<br />
<b>Enterprise tiers and decision making</b><br />
<br />
<br />
Decision making is a process of making choices from alternative courses of action, based upon factual and value premises with the intention of moving towards a desired state of affairs. Once a decision is taken, it implies commitment of competencies, goal and objectives. The decision that a manager has to take may range from setting of goals and targets for the entire business enterprise to specific decisions regarding day-to-day activities. Some of them may have only short-term implications, while others may have long-term implications on the enterprise. From these points of view, managerial decisions can be broadly classified into three enterprise tiers, namely, strategic, tactical and operational decisions.<br />
<br />
<br />
*<b>Strategic decision:</b> This Tier affects the entire direction of the firm. An example may be the Mission, Vision, Strategic Business Objectives (SBOs) and the specific Business Performance Indicators (BPIs) and the business plans. The strategic tier has the long term, complex decisions made by executives and senior management and the measurement reporting view used is for the most scorecards.<br />
*<b>Tactical decisions:</b> The aspects at this tier are more medium term, thereby less complex decisions made and mostly by middle managers. They follow on from strategic decisions and aim to meet the critical success factors, the way to do this is for governance, evaluation, reports, control and monitoring and the measurement reporting view used is for the most dashboards.<br />
*<b>Operational decisions:</b> At this tier the decisions are day to day decisions made by operational managers that are simple and routine and the measurement reporting view used is for the most cockpits.<br />
<br />
<br />
<b>Enterprise Tiers and Business Processes</b><br />
<br />
<br />
Not all processes are created equal. Some processes are of more strategic nature, while others on tactical or operational nature. Understanding the nature and importance of processes is therefore central to effective process management and the basis to develop a successful business process management basis. Therefore in addition to the before discussed enterprise tier tagging in terms of process classification and process categorization, can processes be tagged according to their strategy, tactics, and operational tiers. The reason why this applies to all processes is the fact that all processes exist within the strategic, tactical, or operational aspects of the organization.<br />
<br />
<br />
<br />
As demonstrated in figure 3, besides the ability to classify the processes according to strategic, tactical and operational processes, and really relate the processes to the right accountability level, ideal for process ownership, process governance, process analytics and reporting, does the tier tagging enable to display the process, information or the service flow between the enterprise tiers. Making the tier process tagging a real powerful tool.<br />
<br />
<br />
[[File:Tier3.png|frame|center|Figure 3: Example of the ‘Enterprise Tiers’ and the relations across the tiers.]]<br />
<br />
<br />
In figure 4 is a more detailed example of how the tagging of the processes according to strategic, tactical an operational is an ideal way to go across end2end processes and see connections of the different tiers.<br />
<br />
<br />
[[File:Tier41.png|frame|center|Figure 4: Detailed example of sorting the processes according to the enterprise tiers. (Click to expand)]]<br />
<br />
<br />
<b>Conclusion</b><br />
<br />
<br />
In this paper we elaborated on how categorizing and classifying various aspects into enterprise tiers of strategic, tactical and operational aspects becomes a tool to understand the enterprise as a whole. The three tiers imply different priorities. At the operational level, for example, the emphasis is on organizational competencies, strategy execution and measurements, is about keeping people fully occupied and productive. From a technology standpoint speed of data entry and real-time availability are important. Contrast this with aspects related to the strategic tier, where such high-level aspects as strategic planning and launching new business units are handled. This level houses a small number of people who have a very large impact on shareholder value. Launching a new business unit/area requires collaboration among several elements, including marketing, risk, finance, regulations, and credit. Input from all of these stakeholders is needed to make the launch a success, so workflow is a key requirement.<br />
<br />
<br />
<br />
From a technology standpoint, activities typically require people (resources) and capabilities to discern patterns and trends from rich, multidimensional data, usually stored in a data warehouse. Systems at the strategic level are not designed for speed of data entry, but rather for ease, breadth, and depth of analysis. Real-time interfaces are not needed, because data is often months old and processed in batches. To drive as much revenue, value creation, and realization as possible from business model competency development, only core competitive and core differentiated competencies across the firm are aggregated. It is an organization’s ability to execute strategy within ones core critical competencies and the ability to make decisions that enable an organization to outperform its rivals. Therefore in thinking and working in Enterprise Tiers the following concepts illustrated in figure 5, can be used together.<br />
<br />
<br />
[[File:Tier5.png|thumb|500px|center|Figure 5: Example of various Enterprise Tier concepts that can be combined. (Click to expand)]]<br />
<br />
<br />
If you wish to know more about Enterprise Tiering, please contact:<br />
<br />
<br />
<b>Bob Storm</b><br />
LEAD Business Architect<br />
LEADing Practice Alignment Reference Content, Chairman<br />
Email: [mailto:bos@leadingpractice.com bos@leadingpractice.com]<br />
<br />
<p id="footnotes"><br />
<sup>1</sup> Cohen, H., & Lefebvre, C. (Eds.). (2005). Handbook of Categorization in Cognitive Science. Elsevier<br />
<br/><br />
<sup>2</sup> http://oll.libertyfund.org/index.php?option=com_staticxt&staticfile=show.php%3Ftitle=166&Itemid=99999999<br />
<br/><br />
<sup>3</sup> Cohen, H., & Lefebvre, C. (Eds.). Ibid.<br />
</p><br />
<br/><br />
[[Category:Enterprise Engineering Standards]]</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Engineering_Standards&diff=1303Enterprise Standards:Enterprise Engineering Standards2015-08-31T08:22:36Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Engineering Standards}}<br />
[[File:Enterprise-Engineering-Standards-01.png]]<br />
<br/><br/><br />
The Enterprise Engineering Standards are the result of international industry experts and academic consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its various enterprise engineering activities.<br />
<br/><br/><br />
<blockquote><br />
''We realize that organizations apply various engineering methods and approaches e.g. planning, design, testing, QA and value audit, etc. Therefore, we have ensured that all of our published Enterprise Engineering Standards have a structured Way of Thinking, Working, Modelling, Implementation and Governance.''<br />
</blockquote><br />
<br/><br />
To ensure full integration with other methods and approaches within an organization, the enterprise engineering standards have an ontology and semantic concept built in that allows for the meta objects to be reused in the other enterprise standards as well as the industry standards.<br />
<br/><br/><br />
<u>This includes applying the various standards:<br />
</u><br />
* '''Engineering Principles''' - how and where it can or needs to be decomposed and composed together.<br />
* '''Modelling Principles''' - which design concepts can or should be applied.<br />
* '''Architecture Principles''' - which architecture rules apply and which artifacts and templates (e.g. maps, matrices and models) could or should be applied.<br />
<br/><br />
[[File:LEAD-Frameworks-Enterprise-Engineering-Enterprise-Modelling-Enterprise-Architecture.png|700px]]<br />
<br/><br/><br />
Creating the ability to " '''Align, Compare & Unify''' " different enterprise standards together as well as combine them with the industry standards (or vice versa) in combining the relevant aspect e.g. meta objects.<br />
<br/><br/><br />
Developing a whole new concept of agile integration and standardization in the following 4 enterprise engineering disciplines and areas:<br />
<br/><br/><br />
{|class="wikitable" style="width:100%;" |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''ENTERPRISE ENGINEERING STANDARDS'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''LEAD-ES30EES'''<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Decomposition_%26_Composition_Reference_Content|<br />
Decomposition & Composition Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30001AL<br />
|-<br />
|style="background-color:white" |<br />
[[Lifecycle Management Reference Content|<br />
Lifecycle Management Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30002AL<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Testing_Reference_Content|<br />
Testing Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30003SA<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Requirement_Reference_Content|<br />
Enterprise Requirement Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30004ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Quality_Reference_Content|<br />
Quality Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30005ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Geographical_Information_System_%28GIS%29_Reference_Content|<br />
Geographical Information System (GIS) Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30006EM<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Agile_Reference_Content|<br />
Agile Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30007ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Categorization_%26_Classification_Reference_Content|<br />
Categorization & Classification Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30008ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Tier_Reference_Content|<br />
Enterprise Tier Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30009ES<br />
|-<br />
|}<br />
<br/><br />
<blockquote><br />
''Please note that the Enterprise Engineering Standards are only open for the LEADing Practice community members, however, some material has been made publicly available for review purposes.''<br />
</blockquote><br />
<br/><br />
Our community consist of organizations applying our LEADing Practice Enterprise Standards e.g. practitioners, software vendors and academics. Being a community-driven open architecture and open standard access to all assets, templates, tools and artifacts is free for certified practitioners, thereby ensuring that modelling principles are applied correctly.<br />
<br/><br/><br />
While it is free to join the community and no cost apply to the use of any community assets, the quality of the participating practitioners must be guaranteed, by being LEAD certified in the specific field of where they work. For organizations interested in applying LEADing Practices, we recommend contacting us and highlighting the objective and key challenges, whereafter a practitioner will be assigned to support you.<br />
<br/><br/><br />
If you would like to get access to our extensive database of Enterprise Engineering Standards and reference content, [[Access_To_Reference_Content|please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Engineering_Standards&diff=1302Enterprise Standards:Enterprise Engineering Standards2015-08-31T08:18:06Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Engineering Standards}}<br />
[[File:Enterprise-Engineering-Standards-01.png]]<br />
<br/><br/><br />
The Enterprise Engineering Standards are the result of international industry experts and academic consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its various enterprise engineering activities.<br />
<br/><br/><br />
<blockquote><br />
''We realize that organizations apply various engineering methods and approaches e.g. planning, design, testing, QA and value audit, etc. Therefore, we have ensured that all of our published Enterprise Engineering Standards have a structured Way of Thinking, Working, Modelling, Implementation and Governance.''<br />
</blockquote><br />
<br/><br />
To ensure full integration with other methods and approaches within an organization, the enterprise engineering standards have an ontology and semantic concept built in that allows for the meta objects to be reused in the other enterprise standards as well as the industry standards.<br />
<br/><br/><br />
<u>This includes applying the various standards:<br />
</u><br />
* '''Engineering Principles''' - how and where it can or needs to be decomposed and composed together.<br />
* '''Modelling Principles''' - which design concepts can or should be applied.<br />
* '''Architecture Principles''' - which architecture rules apply and which artifacts and templates (e.g. maps, matrices and models) could or should be applied.<br />
<br/><br />
[[File:LEAD-Frameworks-Enterprise-Engineering-Enterprise-Modelling-Enterprise-Architecture.png|700px]]<br />
<br/><br/><br />
Creating the ability to " '''Align, Compare & Unify''' " different enterprise standards together as well as combine them with the industry standards (or vice versa) in combining the relevant aspect e.g. meta objects.<br />
<br/><br/><br />
Developing a whole new concept of agile integration and standardization in the following 4 enterprise engineering disciplines and areas:<br />
<br/><br/><br />
{|class="wikitable" style="width:100%;" |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''ENTERPRISE ENGINEERING STANDARDS'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''LEAD-ES30EES'''<br />
|-<br />
|style="background-color:white" |<br />
[[Decomposition & Composition Reference Content|<br />
Decomposition & Composition Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30001AL<br />
|-<br />
|style="background-color:white" |<br />
[[Lifecycle Management Reference Content|<br />
Lifecycle Management Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30002AL<br />
|-<br />
|style="background-color:white" |<br />
[[Testing Reference Content|<br />
Testing Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30003SA<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Requirement Reference Content|<br />
Enterprise Requirement Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30004ES<br />
|-<br />
|style="background-color:white" |<br />
[[Quality Reference Content|<br />
Quality Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30005ES<br />
|-<br />
|style="background-color:white" |<br />
[[Geographical Information System (GIS) Reference Content|<br />
Geographical Information System (GIS) Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30006EM<br />
|-<br />
|style="background-color:white" |<br />
[[Agile Reference Content|<br />
Agile Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30007ES<br />
|-<br />
|style="background-color:white" |<br />
[[Categorization & Classification Reference Content|<br />
Categorization & Classification Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30008ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Tier Reference Content|<br />
Enterprise Tier Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30009ES<br />
|-<br />
|}<br />
<br/><br />
<blockquote><br />
''Please note that the Enterprise Engineering Standards are only open for the LEADing Practice community members, however, some material has been made publicly available for review purposes.''<br />
</blockquote><br />
<br/><br />
Our community consist of organizations applying our LEADing Practice Enterprise Standards e.g. practitioners, software vendors and academics. Being a community-driven open architecture and open standard access to all assets, templates, tools and artifacts is free for certified practitioners, thereby ensuring that modelling principles are applied correctly.<br />
<br/><br/><br />
While it is free to join the community and no cost apply to the use of any community assets, the quality of the participating practitioners must be guaranteed, by being LEAD certified in the specific field of where they work. For organizations interested in applying LEADing Practices, we recommend contacting us and highlighting the objective and key challenges, whereafter a practitioner will be assigned to support you.<br />
<br/><br/><br />
If you would like to get access to our extensive database of Enterprise Engineering Standards and reference content, [[Access_To_Reference_Content|please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Financial_Management_Reference_Content&diff=1301Enterprise Standards:Financial Management Reference Content2015-08-31T08:12:44Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Financial Management Reference Content}}<br />
<br />
[[Category:Enterprise Management Standards]]<br />
<br />
[[File:Financial-Management-01.png]]<br />
<br />
<br/><br />
<br />
=== Financial Management ===<br />
<br />
<br/><br />
<br />
Financial Management is the operational activity of a business that is responsible for obtaining and effectively utilizing the funds necessary for efficient operation, but also focus on financial decision making as well as harmonizing individual motives and enterprise goals.<br />
<br />
<br/><br />
<br />
The key objectives of Financial Management is to:<br />
<br />
<br/><br />
<br />
* Create wealth for the business<br />
* Generate cash, and<br />
* Provide an adequate return on investment bearing in mind the risks that the business is taking and the resources invested.<br />
<br />
<br/><br />
<br />
There are three key elements to the process of Financial Management:<br />
<br />
<br/><br />
<br />
'''Financial Planning'''<br />
<br/><br />
: Management need to ensure that enough funding is available at the right time to meet the needs of the business. In the short term, funding may be needed to invest in equipment and stocks, pay employees and fund sales made on credit. In the medium and long term, funding may be required for significant additions to the productive capacity of the business or to make acquisitions.<br />
<br/><br />
'''Financial Control'''<br />
<br/><br />
: Financial control is a critically important activity to help the business ensure that the business is meeting its objectives. Financial control addresses questions such as<br />
<br/><br />
:: -Are assets being used efficiently?<br />
<br/><br />
:: -Are the businesses assets secure?<br />
<br/><br />
:: -Do management act in the best interest of shareholders and in accordance with business rules?<br />
<br/><br />
'''Financial Decision-making'''<br />
<br/><br />
: The key aspects of financial decision-making relate to investment, financing and dividends<br />
<br/><br />
:: -Investments must be financed in some way – however there are always financing alternatives that can be considered. For example it is possible to raise finance from selling new shares, borrowing from banks or taking credit from suppliers.<br />
<br/><br />
:: -A key financing decision is whether profits earned by the business should be retained rather than distributed to shareholders via dividends. If dividends are too high, the business may be starved of funding to reinvest in growing revenues and profits further.<br />
<br />
<br/><br />
<br />
The LEADing Practice Financial Management Reference Content has the purpose to identify, develop and tailor Financial Management specific standards and templates that are applied in specific and ongoing projects. Some of the standards and templates of the reference content are<br />
<br />
<br/><br />
<br />
{|class="wikitable" style="width:100%; padding:1%" |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-; padding:1%" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left; padding:1%" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
<br />
[[#|Finance Competency Map]]<br />
<br />
|style="background-color:white;padding:1%;" |<br />
<br />
BM/Competency<br />
<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
<br />
[[Media:LEAD-Business-Model-Reference-Framework-Business-Model-Level-2-Internal-Audit.pdf|Finance Business Model]]<br />
<br />
|style="background-color:white;padding:1%;" |<br />
<br />
BM/Competency<br />
<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
<br />
[[Media:LEAD-Value-Reference-Framework-Strategy-Map-Cost-Cutting.pdf|Finance Strategy Map and Model]]<br />
<br />
|style="background-color:white;padding:1%;" |<br />
<br />
Value<br />
<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
<br />
[[Media:LEAD-Value-Reference-Framework-Strategy-Model-Finance.pdf|Major Critical Success Factors of Finance (CSFs)]]<br />
<br />
|style="background-color:white;padding:1%;" |<br />
<br />
Value<br />
<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Value Drivers]]<br />
|style="background-color:white;padding:1%;" |<br />
Value<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Major Finance Performance Drivers]]<br />
|style="background-color:white;padding:1%;" |<br />
Value<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[Media:LEADing-Practice-Financial-Scorecard-Measurements.pdf|Key Performance Indicators of Finance (KPIs)]]<br />
|style="background-color:white;padding:1%;" |<br />
Value<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Process Map]]<br />
|style="background-color:white;padding:1%;" |<br />
Process<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Example of a Finance Process Model in BPM Notations]]<br />
|style="background-color:white;padding:1%;" |<br />
Process<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Service Matrix]]<br />
|style="background-color:white;padding:1%;" |<br />
Service<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Service Architecture Flow]]<br />
|style="background-color:white;padding:1%;" |<br />
Service<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Information Flow Architecture]]<br />
|style="background-color:white;padding:1%;" |<br />
Information<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Integrated Model of Finance SBOs/CSFs/KPIs & Processes]]<br />
|style="background-color:white;padding:1%;" |<br />
All<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[#|Finance Maturity Model]]<br />
|style="background-color:white;padding:1%;" |<br />
All<br />
|-<br />
|style="background-color:white;padding:1%;" |<br />
[[Media:LEAD-Business-Model-Reference-Framework-Finance-Operating-Model.pdf|Finance Business Architecture]]<br />
|style="background-color:white;padding:1%;" |<br />
All<br />
|-<br />
<br />
|}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Business-Model-Reference-Framework-Finance-Operating-Model.pdf&diff=1300File:LEAD-Business-Model-Reference-Framework-Finance-Operating-Model.pdf2015-08-31T08:10:08Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Financial-Scorecard-Measurements.pdf&diff=1299File:LEADing-Practice-Financial-Scorecard-Measurements.pdf2015-08-31T08:09:46Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Value-Reference-Framework-Strategy-Model-Finance.pdf&diff=1298File:LEAD-Value-Reference-Framework-Strategy-Model-Finance.pdf2015-08-31T08:09:06Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Value-Reference-Framework-Strategy-Map-Cost-Cutting.pdf&diff=1297File:LEAD-Value-Reference-Framework-Strategy-Map-Cost-Cutting.pdf2015-08-31T08:08:43Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Business-Model-Reference-Framework-Business-Model-Level-2-Internal-Audit.pdf&diff=1296File:LEAD-Business-Model-Reference-Framework-Business-Model-Level-2-Internal-Audit.pdf2015-08-31T08:07:53Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Supply_Chain_%26_Logistics_Management_Reference_Content&diff=1287Enterprise Standards:Supply Chain & Logistics Management Reference Content2015-08-31T08:04:02Z<p>Dobromir.orpheus: </p>
<hr />
<div>[[Category:Enterprise Management Standards]]<br />
[[File:Supply-Chain-Logistics-Management-01.png]]<br />
=== Supply Chain & Logistics Management Reference Content ===<br />
The LEADing Practice Supply Chain & Logistics Reference Content standards are the result of international industry expert and academic consensus and agreement. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused/replicated and thereby implemented by any organization, both large and small, regardless of its products/services or activities.<br />
<br/><br/><br />
<u>The Supply Chain & Logistics standards have been developed in the following ways:<br />
</u><br />
<br/><br />
# Research and analyze Supply Chain & Logistics Best Practice & LEADing Practices.<br />
# Identify common and repeatable patterns (the basis of our standards).<br />
# Develop the Supply Chain & Logistics standards that increase the level of re-usability and replication.<br />
# Build Supply Chain & Logistics accelerators within the standards, enabling to adopt and reproduce the Best & LEADing Practices<br />
<br/><br />
We realize that organizations apply various standards, therefore we have ensured that all our Supply Chain & Logistics standards have a structured Way of Thinking, Way of Working, Way of Modelling, Way of Implementing and Way of Governing. Having integrated guiding principles and detailed frameworks, methods, approaches, semantic relations, meta models (object groups, meta objects), architecture rules, templates (maps, matrices and models) and accelerators (content). All together describing the set of procedures an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area/subject.<br />
<br/><br/><br />
Below are some examples of the LEADing Practice Supply Chain & Logistics Reference Content standards:<br />
<br/><br />
{|class="wikitable" style="width:100%"; |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''Standard/Template'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''Reference Content'''<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Business-Competencies-Supply-Chain.pdf|Supply Chain & Logistics Competency Map]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEAD-Business-Model-Level-2-Logistics-Service-Provider.png|LEAD Business Model Level 2 Logistics Service Provider]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Supply-Chain-Business-Competency-Assessment.pdf|Supply Chain &amp; Logistics Business Model Assessment]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Supply-Chain-Strategy-Matrix.pdf|Supply Chain &amp; Logistics Strategy Matrix]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Supply-Chain-Value-Model.pdf|Supply Chain &amp; Logistics Value Map]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Major Supply Chain &amp; Logistics Performance Drivers<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Supply-Chain-Reporting-Measurements.pdf|Key Performance Indicators of Supply Chain &amp; Logistics (KPIs)]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEAD-Measurement-Reference-Content-SAP-SCM-Raw-Material-Inventory-Turnover-01.png|<br />
SAP Supply Chain – Raw Material KPI Tree &amp; Data Model]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics Information Flow Architecture<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics SBOs/CSFs/KPIs &amp; Processes<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:LEADing-Practice-Value-based-Design-for-Supply-Chain.pdf|LEADing Practice Value-based Design for Supply Chain]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics Maturity Model<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[Media:Example-of-LEADing-Practice-Supply-Chain-Business-Architecture.pdf|Supply Chain &amp; Logistics Business Architecture]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
<br />
|}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Enterprise-Architecture-for-Supply-Chain.pdf&diff=1285File:LEADing-Practice-Enterprise-Architecture-for-Supply-Chain.pdf2015-08-31T08:03:02Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:Example-of-LEADing-Practice-Supply-Chain-Business-Architecture.pdf&diff=1284File:Example-of-LEADing-Practice-Supply-Chain-Business-Architecture.pdf2015-08-31T08:02:55Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Value-based-Design-for-Supply-Chain.pdf&diff=1283File:LEADing-Practice-Value-based-Design-for-Supply-Chain.pdf2015-08-31T08:02:48Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Supply-Chain-Reporting-Measurements.pdf&diff=1282File:LEADing-Practice-Supply-Chain-Reporting-Measurements.pdf2015-08-31T08:02:41Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Supply-Chain-Value-Model.pdf&diff=1281File:LEADing-Practice-Supply-Chain-Value-Model.pdf2015-08-31T08:01:58Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Supply-Chain-Strategy-Matrix.pdf&diff=1280File:LEADing-Practice-Supply-Chain-Strategy-Matrix.pdf2015-08-31T08:01:48Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEADing-Practice-Supply-Chain-Business-Competency-Assessment.pdf&diff=1279File:LEADing-Practice-Supply-Chain-Business-Competency-Assessment.pdf2015-08-31T08:01:15Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Business-Model-Level-2-Logistics-Service-Provider.png&diff=1277File:LEAD-Business-Model-Level-2-Logistics-Service-Provider.png2015-08-31T07:51:59Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Strategy_Management_Reference_Content&diff=1276Enterprise Standards:Strategy Management Reference Content2015-08-31T07:37:13Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Strategy Management Reference Content}}<br />
<br />
=== Description of the Strategy Management Reference Content ===<br />
<br />
As described in the definition of the LEAD Glossary, a strategy is defined, created and orchestrated based on many different factors – usually on behalf of factors that are internal yet also factors that are external. Even so, a strategy orientates around and within different types of contexts. For the purpose of the Strategy (S) Map and Strategy (S) Matrix, we will consider strategy to be the intentional plan, containing specific statements of goals and strategic directions/actions to gain (or being prepared to gain) a position of advantage over adversaries or to best exploit emerging possibilities.<br />
<br />
<br/><br />
<br />
=== Strategy (S) Templates & Artifacts ===<br />
<br />
The Strategy Reference Content has 3 types of artifacts in terms of both strategy maps, matrices and models that capture the meta objects which are instrumental, and an essential part of the enterprise modelling, enterprise engineering and enterprise architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified.<br />
<br />
<br/><br />
<br />
Fully integrated and standardized application modelling and architecture templates enables the subject matter experts/practitioners to work and model with the strategy meta objects throughout all the architectural layers (business, application and technology) and this is one of the greatest strengths of the LEADing Practice Enterprise Standards. Not only are the strategy objects governed by its connection modelling rules, but how and where the templates interlink and share common objects is also defined and standardized.<br />
<br />
=== The Strategy (S) Map Template ===<br />
<br />
The Strategy (S) Map provides an overview of the key strategies of the organization and their main aspects. The following aspects are described per strategy by default:<br />
<br />
* ''' What ''' (in terms of context specification) = Strategic Business Objectives.<br />
* ''' Where ''' (in terms of location specification) = Enterprise Area, Business Area/Group, etc.<br />
* ''' How ''' (in terms of how-to-do-it specification) = Balanced Scorecard areas such as (for example) Customers, Finance, Operations (Processes) & Learning.<br />
<br />
[[File:LEAD-Frameworks-Table-Strategy-Map.pdf|LEAD Frameworks Table Strategy Map]]<br />
<br />
=== The Strategy (S) Matrix Template ===<br />
<br />
The Strategy (S) Matrix provides an overview of the key strategies of the organization and their main relationships with other Objects:<br />
<br />
* ''' Why ''' (in terms of reason and/or motivation for change specification) = Forces & Drivers.<br />
* ''' Who ''' (in terms of business, service and/or process area is responsible for the results) = Owner.<br />
* ''' Whither ''' (in terms of goal specification) = Critical Success Factors, Planning, Forecasting, Budgetting.<br />
* ''' Who/whom ''' (in terms of who is concerned with and/or responsible for the delivery of the results) = Stakeholders and resources involved.<br />
* ''' What/which ''' (in terms of what and/or which type of object/relation delivers the results) = Performance Indicator.<br />
* ''' Which ''' (in terms of what is to be expected from the output) = Value expectations.<br />
* ''' Who/whom ''' (in terms of who is responsible for the reporting delivery) = Reporting owner and/or responsibility partaker.<br />
<br />
[[File:LEAD-Frameworks-Table-Strategy-Matrix.pdf|LEAD Frameworks Table Strategy Matrix]]<br />
<br />
The strategy maps, matrices and models are therefore used in the decomposition and composition work within and throughout the different layers. Each specific strategy template shows which objects are within which template, thereby specifying if it is a map, a matrix or a model. It furthermore shows where the object of one template can be reused in another template.<br />
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<br/><br />
<br />
The Strategy (S) Model and the identified Strategic Business Objectives of a company (and thereby the strategy itself) can – for example in the following Finance Strategy Model - be categorized and connected as shown in the following picture:<br />
<br />
<br/><br />
<br />
*Improve Operational Excellence (SBO)<br />
*Strengthen Internal Controls (SBO)<br />
*Improve Compliance & Governance (SBO)<br />
*Optimize Cost Control (SBO)<br />
*Strengthen Cash Flow Management (SBO)<br />
<br />
The above 5 Strategic Business Objectives are then directly connected to, at least, one or more Critical Success Factors (objectives) that has also been identified and aligned to the strategy of the example Finance Strategy Model. Each Critical Success Factor has then, in turn, been associated with and related to several other important factors of the enterprise, such as:<br />
<br />
<br/><br />
<br />
*Reporting requirements and functionality<br />
*Business competency groups<br />
*Business policies and legislative requirements<br />
*Mission and value statements of the enterprise<br />
<br />
[[File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Model-Finance.pdf|LEAD Enterprise Strategy Reference Content Strategy Model Finance]]<br />
<br />
=== Using the Strategy (S) Templates & Artifacts ===<br />
<br />
Once the Strategic Business Objectives have been specified, they are then linked to, associated with and connected to the other objects. This association enables the expert/practitioner to tie them to the areas where the Strategic Business Objectives have a connection and/or influence. A list of meta objects the Strategic Business Objectives relate to are:<br />
<br />
<br/><br />
<br />
*Forces & Drivers (external/internal) (S)<br />
*Vision & Mission (S)<br />
*Goal (business, application, technology) (P)<br />
*Objective (Critical Success Factor, Plan, Forecast, Budget) (P)<br />
*Performance Indicator (+Tier: Strategic, Tactical or Operational) (S)<br />
*Value Expectation (S)<br />
*Reporting (S)<br />
*Business Area (S)<br />
*Business Group (S)<br />
*Business Owner (S)<br />
*Service Area (S)<br />
*Service Group (S)<br />
*Service Owner (S)<br />
*Process Area (categorization) (S)<br />
*Process Group (categorization) (S)<br />
*Process Owner (S)<br />
*Application/System Owner (S)<br />
*Data Owner (S)<br />
*Platform Owner (S)<br />
*Infrastructure Owner (S)<br />
<br />
'''Roles involved with the Strategy templates and meta objects:'''<br />
<br />
{|class="wikitable" style="width:100%" |<br />
|style="color:#fff;background-color:rgb(195, 217, 255);width: 60%;text-align:left;padding:0.2%;" |<br />
'''ENTERPRISE MODELLERS'''<br />
|style="color:#fff;background-color:rgb(195, 217, 255);width: 40%;text-align:left;padding:0.2%;" | <br />
'''ENTERPRISE ENGINEERS'''<br />
|style="color:#fff;background-color:rgb(195, 217, 255);width: 40%;text-align:left;padding:0.2%;" | <br />
'''ENTERPRISE ARCHITECTS'''<br />
|-<br />
|style="background-color:white;padding:0.2%;" |<br />
Business Analyst (P)<br />
|style="background-color:white;padding:0.2%;" |<br />
Value Engineer (P)<br />
|style="background-color:white;padding:0.2%;" |<br />
Business Architect (P)<br />
|-<br />
|style="background-color:white;padding:0.2%;" |<br />
Value eXpert (P)<br />
|style="background-color:white;padding:0.2%;" |<br />
Change Engineer (S)<br />
|style="background-color:white;padding:0.2%;" |<br />
Value Architect (P)<br />
|-<br />
|style="background-color:white;padding:0.2%;" |<br />
Transformation eXpert (S)<br />
|style="background-color:white;padding:0.2%;" |<br />
&nbsp;<br />
|style="background-color:white;padding:0.2%;" |<br />
Enterprise Architect (S)<br />
|-<br />
|}<br />
<br />
(P) = Primary object/role <br />
(S) = Secondary object/role<br />
<br />
<br/><br />
<br />
==== Stakeholders involved with the Strategy templates and meta objects: ====<br />
<br />
*Top Management: CEO/President<br />
*High Management: Chief x (*) Officer/Vice President/Senior Executive/Director/Senior Manager<br />
*Middle Management: Manager/Senior (Team) Leader<br />
*Lower Management: Team/Group Leader<br />
*Operational: User (Senior, Medior, Junior)<br />
<br />
(*): Chief Executive Officer, Chief Channel Officer, Chief Financial Officer, Chief Information Officer, Chief Risk & Security Officer, Chief HR Office, Chief Marketing & Sales Officer, Chief R&D Officer, Chief Procurement Officer, Chief Strategy Officer, Chief Buss. Dev. Officer, Chief Technology Officer, Chief Environment & Health Officer.<br />
<br />
<br/><br />
<br />
=== The Strategy Roadmap ===<br />
<br />
To help moving through the active phases and to partake a step-by-step approach, a Strategy Roadmap is a very powerful tool meant to guide and aid everyone involved to achieve their strategy goals. The Strategy Roadmap is a great tool for creating a corporate strategy, or even just for single business areas and/or units. Once all of the identified, defined and associated object relationships and values have been categorized, they will become an invaluable tool for top management as well as stakeholders and other organizational roles involved to organize and orchestrate the identification, creation and realization of value across both the business, application and technology layers alike.<br />
<br />
<br/><br />
<br />
As depicted in the attached Strategy Roadmap Model below, an example of a step-by-step approach for creating a strategy can look like this:<br />
<br />
<br/><br />
<br />
<u> What the company SHOULD do – Strategy Identification </u><br />
<br/><br />
(Focus on Business Models as well as Core Competitive & Core Differentiating Competencies)<br />
<br />
*Analyze Existing Strategy<br />
*Identify Internal & External Drivers (Competitive Forces)<br />
*Understand Business Model Drivers<br />
*Outline Strategic Business Objectives (SBO’s)<br />
*Identify Performance & Value Opportunities<br />
<br />
<u> What the company WANT to do – Strategy Planning </u><br />
<br/><br />
(Focus on Operational Business Models as well as Performance & Value)<br />
<br />
*Analyze CAN, WANT and SHOULD do scenarios<br />
*Analyze & Benchmark Strategies<br />
*Identify Pain Chain & Goal Chain<br />
*Identify Critical Success Factors<br />
*Define Innovation & Transformation Need<br />
<br />
<u>What the company CAN do – Strategy Creation</u><br />
<br/><br />
(Focus on Enterprise Value Architecture)<br />
<br />
*Create Strategy Map<br />
*Understand/Create Scorecards<br />
*Create Value Map<br />
*Create Performance Measurements<br />
*Prioritize Innovation & Transformation Initiatives<br />
<br />
[[File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Roadmap.pdf|LEAD Enterprise Strategy Reference Content Strategy Roadmap]]</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Roadmap.pdf&diff=1275File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Roadmap.pdf2015-08-31T07:35:58Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Model-Finance.pdf&diff=1274File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Model-Finance.pdf2015-08-31T07:35:51Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Frameworks-Table-Strategy-Matrix.pdf&diff=1273File:LEAD-Frameworks-Table-Strategy-Matrix.pdf2015-08-31T07:35:43Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:LEAD-Frameworks-Table-Strategy-Map.pdf&diff=1272File:LEAD-Frameworks-Table-Strategy-Map.pdf2015-08-31T07:34:36Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Governance_Reference_Content&diff=1271Enterprise Standards:Governance Reference Content2015-08-28T15:10:09Z<p>Dobromir.orpheus: </p>
<hr />
<div><blockquote><br />
<br />
''The LEADing Practice Governance Reference Content is based on a collection of best and LEADing Practice Governance Modelling and Governance Architecture disciplines.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
<br />
The LEADing Practice Governance Reference Content is the essential starting point with guiding principles for any practitioner working with and around Business, IT and EA Governance aspects. It provides a structural concept around Governance definitions e.g. wants, needs, governance identification, governance goals, governance issues and problems. Therefore, the Governance Reference Content is a basis of reference content to analyze, appraise, approximate, assess and capture the relevant Governance objects and or artifacts.<br />
<br />
<br/><br />
<b><u>Where and why is it used?</u></b><br />
*The purpose of the Governance Reference Content is to define how to organize and structure the viewpoints and objects associated with Governance Modelling and Governance Architecture.<br />
*The Governance Reference Content serves as guiding principles to establish a common practice for creating, interpreting, analyzing and using Governance objects within a particular domain and/or layers of an enterprise or an organization.<br />
*Using the Governance Reference Content is done through a set of Business, IT and EA Governance principles e.g. how and where can the Governance Objects be related (and where not).<br />
*The Governance Reference Content can be used with any other LEADing Practice Reference Content. Everything is integrated with each other and with supporting Business, IT and EA Governance maps, matrices and models.<br />
<br />
<br/><br />
<br />
Depending on the governance initiative e.g. Enterprise, Area, Program or project, a combination of the following Governance Reference Content standards and templates has been proven useful to assure results:<br />
<br />
<br/><br />
<br />
*[http://lead.orpheus-dev.com/images/5/53/Multiple-Governance-Aspects.pdf The need to integrate multiple Governance concepts]<br />
*[http://lead.orpheus-dev.com/images/9/9c/LEAD-Architecture-Governance.pdf Architecture Governance Concept]<br />
*[http://lead.orpheus-dev.com/images/2/29/Layered-Architecture-Governance.pdf Layered Architecture Governance]<br />
*[http://lead.orpheus-dev.com/images/9/99/LEAD-Continuous-Improvement-Approach.pdf LEAD Governance Lifecycle - Continuous Improvement Approach]<br />
*[http://lead.orpheus-dev.com/images/5/5a/Value-Governance-Concept.pdf Value Governance Concept]<br />
*[http://lead.orpheus-dev.com/images/6/66/LEAD-Governance-Maturity.pdf Governance Maturity Model]<br />
*[http://lead.orpheus-dev.com/images/6/61/LEADing-Practice-EA-Governance-Measurements-Reporting.pdf Example of the EA Governance Measurements & Reporting (KPIs)]<br />
<br />
<br/><br />
<br />
We know we have something unique, something we have integrated into all the other major governance standards/concepts e.g. COBIT, ITIL, Prince2, TOGAF, DODAF, ASAP, OIM, ISO 42010.<br />
<br />
[[Category:Enterprise Management Standards]]</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Management_Standards&diff=1270Enterprise Standards:Enterprise Management Standards2015-08-28T15:04:30Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Management Standards}}<br />
<br />
<br/><br />
<br />
The Enterprise Management Standards are the result of international industry experts and academic consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its enterprise management activities.<br />
<br />
<br/><br />
<br />
<blockquote><br />
<br />
''We realize that organizations apply various management methods and approaches to align stakeholders and organizational structures with the different value and performance drivers as well as a range of diverse business focus. Therefore we have ensured that all of our published Enterprise Management Standards from strategy management and governance to the product and production management reference content have a structured Way of Thinking, Working, Modelling, Implementation and Governance.''<br />
<br />
</blockquote><br />
[[File:LEAD-Enterprise-Management-Standards-Structural-Organization.png|800px]]<br />
<br/><br />
<br />
To ensure full integration with other methods and approaches within an organization, the enterprise management standards have an ontology and semantic concept built in that allows for the meta objects to be reused in the other enterprise standards as well as the industry standards. Creating the ability to "'''Align, Compare & Unify'''" different enterprise standards together as well as combine them with the industry standards (or vice versa) in combining the relevant aspect e.g. meta objects, enabling an organization's capability to apply integrated management perspectives and practices.<br />
<br />
Developing a whole new concept of agile integration and standardization in the following 21 disciplines and areas:<br />
<br />
<br/><br />
<br />
{|class="wikitable" style="width:100%;"<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''ENTERPRISE MANAGEMENT STANDARDS'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''LEAD-ES10EMaS'''<br />
|-<br />
|style="background-color:white" |<br />
[[Strategy_Management_Reference_Content|Strategy Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10001PG<br />
|-<br />
|style="background-color:white" |<br />
[[Growth%3A_Core_Differentiating_%26_Core_Competitive_Reference_Content|Growth: Core Differentiating & Core Competitive Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10002BC<br />
|-<br />
|style="background-color:white" |<br />
[[Value_Management_Reference_Content|Value Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10003PG<br />
|-<br />
|style="background-color:white" |<br />
[[Performance_Management_Reference_Content|Performance Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10004PG<br />
|-<br />
|style="background-color:white" |<br />
[[Executive_Communication_%26_Story_Telling_Reference_Content|Executive Communication & Story Telling Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10005EX<br />
|-<br />
|style="background-color:white" |<br />
[[Control_Management_incl%2E_Evaluation_%26_Audit_Reference_Content|Control Management incl. Evaluation & Audit Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10006GO<br />
|-<br />
|style="background-color:white" |<br />
[[Planning_Management_Reference_Content|Planning Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10007BC<br />
|-<br />
|style="background-color:white" |<br />
[[Procurement_Management_Reference_Content|Procurement Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10008BC<br />
|-<br />
|style="background-color:white" |<br />
[[Human_Resource_Management_Reference_Content|Human Resource Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10009BC<br />
|-<br />
|style="background-color:white" |<br />
[[Production_Management_Reference_Content|Production Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10010BC<br />
|-<br />
|style="background-color:white" |<br />
[[Product_Management_Reference_Content|Product Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10011BC<br />
|-<br />
|style="background-color:white" |<br />
[[Marketing_Management_Reference_Content|Marketing Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10012BC<br />
|-<br />
|style="background-color:white" |<br />
[[Sales_%26_Customer_Service_Management_Reference_Content|Sales & Customer Service Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10013BC<br />
|-<br />
|style="background-color:white" |<br />
[[Call_Center_Management_Reference_Content|Call Center Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10014BC<br />
|-<br />
|style="background-color:white" |<br />
[[Supply_Chain_%26_Logistics_Management_Reference_Content|Supply Chain & Logistics Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10015BC<br />
|-<br />
|style="background-color:white" |<br />
[[Compliance_Management_Reference_Content|Compliance Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10016GO<br />
|-<br />
|style="background-color:white" |<br />
[[Risk_Management_Reference_Content|Risk Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10017AL<br />
|-<br />
|style="background-color:white" |<br />
[[Governance_Reference_Content|Governance Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10018GO<br />
|-<br />
|style="background-color:white" |<br />
[[Portfolio_Management_Reference_Content|Portfolio Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10019AL<br />
|-<br />
|style="background-color:white" |<br />
[[Program_Management_Reference_Content|Program Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10020AL<br />
|-<br />
|style="background-color:white" |<br />
[[Project_Management_Reference_Content|Project Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10021AL<br />
|-<br />
|style="background-color:white" |<br />
[[Financial_Management_Reference_Content|Financial Management Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10022BC<br />
|-<br />
|style="background-color:white" |<br />
[[Risk_Ontology_Reference_Content|Risk Ontology Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10023AL<br />
|-<br />
|style="background-color:white" |<br />
[[Policy_Reference_Content|Policy Reference Content]]<br />
|style="background-color:white" |<br />
LEAD-ES10024PG<br />
|}<br />
<br />
<br/><br />
<br />
<blockquote><br />
''Please note that the Enterprise Management Standards are only open for the LEADing Practice community members, however, some material has been made publicly available for review purposes.''<br />
</blockquote><br />
<br />
<br/><br />
Our community consist of organizations applying our LEADing Practice Enterprise Standards e.g. practitioners, software vendors and academics. Being a community-driven open architecture and open standard access to all assets, templates, tools and artifacts is free for certified practitioners, thereby ensuring that modelling principles are applied correctly.<br />
<br/><br/><br />
<br />
While it is free to join the community and no cost apply to the use of any community assets, the quality of the participating practitioners must be guaranteed, by being LEAD certified in the specific field of where they work. For organizations interested in applying LEADing Practices, we recommend contacting us and highlighting the objective and key challenges, whereafter a practitioner will be assigned to support you.<br />
<br/><br/><br />
<br />
If you would like to get access to our extensive database of Enterprise Management Standards and reference content, please [[Access_To_Reference_Content|fill out this form]].<br />
<br/></div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Main&diff=1269Enterprise Standards:Main2015-08-28T14:57:15Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{FULLPAGENAME}}<br />
<br />
<br/><br />
<br />
[[File:Hands-on-Modelling-with-Templates-01.png]]<br />
<br />
<br/><br />
<br />
=== Enterprise Standards ===<br />
<br />
<br/><br />
<br />
The Enterprise Standards are the result of international industry experts and academics consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its products, services or activities.<br />
<br />
<blockquote><br />
<br />
''The standards describe sets of procedures that an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area and subject.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
We develop Enterprise Standards in the following 6 areas:<br />
<br />
{|class="wikitable" style="width:100%" |<br />
|style="background-color:rgb(195, 217, 255);width: 60%;text-align:left;padding-left:1%;padding-top:1%;" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 40%;text-align:left;padding-left:1%;padding-top:1%;" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Management_Standards|Enterprise Management Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES10<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Modelling_Standards|Enterprise Modelling Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES20<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Engineering_Standards|Enterprise Engineering Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES30<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Architecture_Standards|Enterprise Architecture Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES40<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Information_%26_Technology_Standards|Enterprise Information & Technology Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES50<br />
|-<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
[[Enterprise_Standards:Enterprise_Transformation_%26_Innovation_Standards|Enterprise Tranfsormation & Innovation Standards]]<br />
|style="background-color:white;padding-left:1%;padding-top:1%;" |<br />
LEAD-ES60<br />
|}<br />
<br />
<br/><br />
<br />
Today, more than 3000 people in the above 6 areas has developed and worked with the 94 different Enterprise Standards.<br />
<br />
<br/><br />
If you would like to get access to our extensive database of Enterprise Standards and reference content,[[Access_To_Reference_Content| please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Main&diff=1268Enterprise Standards:Main2015-08-28T14:55:32Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{FULLPAGENAME}}<br />
<br />
<br/><br />
<br />
[[File:Hands-on-Modelling-with-Templates-01.png]]<br />
<br />
<br/><br />
<br />
=== Enterprise Standards ===<br />
<br />
<br/><br />
<br />
The Enterprise Standards are the result of international industry experts and academics consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its products, services or activities.<br />
<br />
<blockquote><br />
<br />
''The standards describe sets of procedures that an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area and subject.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
We develop Enterprise Standards in the following 6 areas:<br />
<br />
{|class="wikitable" style="width:100%;padding:5%" |<br />
|style="background-color:rgb(195, 217, 255);width: 60%;text-align:left;" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 40%;text-align:left;" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Management_Standards|Enterprise Management Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES10<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Modelling_Standards|Enterprise Modelling Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES20<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Engineering_Standards|Enterprise Engineering Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES30<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Architecture_Standards|Enterprise Architecture Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES40<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Information_%26_Technology_Standards|Enterprise Information & Technology Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES50<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Transformation_%26_Innovation_Standards|Enterprise Tranfsormation & Innovation Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES60<br />
|}<br />
<br />
<br/><br />
<br />
Today, more than 3000 people in the above 6 areas has developed and worked with the 94 different Enterprise Standards.<br />
<br />
<br/><br />
If you would like to get access to our extensive database of Enterprise Standards and reference content,[[Access_To_Reference_Content| please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Main&diff=1267Enterprise Standards:Main2015-08-28T14:55:15Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{FULLPAGENAME}}<br />
<br />
<br/><br />
<br />
[[File:Hands-on-Modelling-with-Templates-01.png]]<br />
<br />
<br/><br />
<br />
=== Enterprise Standards ===<br />
<br />
<br/><br />
<br />
The Enterprise Standards are the result of international industry experts and academics consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its products, services or activities.<br />
<br />
<blockquote><br />
<br />
''The standards describe sets of procedures that an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area and subject.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
We develop Enterprise Standards in the following 6 areas:<br />
<br />
{|class="wikitable" style="width:100%"; |<br />
|style="background-color:rgb(195, 217, 255);width: 60%;text-align:left;" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 40%;text-align:left;" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Management_Standards|Enterprise Management Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES10<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Modelling_Standards|Enterprise Modelling Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES20<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Engineering_Standards|Enterprise Engineering Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES30<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Architecture_Standards|Enterprise Architecture Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES40<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Information_%26_Technology_Standards|Enterprise Information & Technology Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES50<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Transformation_%26_Innovation_Standards|Enterprise Tranfsormation & Innovation Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES60<br />
|}<br />
<br />
<br/><br />
<br />
Today, more than 3000 people in the above 6 areas has developed and worked with the 94 different Enterprise Standards.<br />
<br />
<br/><br />
If you would like to get access to our extensive database of Enterprise Standards and reference content,[[Access_To_Reference_Content| please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Main&diff=1266Enterprise Standards:Main2015-08-28T14:54:24Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{FULLPAGENAME}}<br />
<br />
<br/><br />
<br />
[[File:Hands-on-Modelling-with-Templates-01.png]]<br />
<br />
<br/><br />
<br />
=== Enterprise Standards ===<br />
<br />
<br/><br />
<br />
The Enterprise Standards are the result of international industry experts and academics consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its products, services or activities.<br />
<br />
<blockquote><br />
<br />
''The standards describe sets of procedures that an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area and subject.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
We develop Enterprise Standards in the following 6 areas:<br />
<br />
{|class="wikitable" style="width:100%; padding:10%"; |<br />
|style="background-color:rgb(195, 217, 255);width: 60%;text-align:left;" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 40%;text-align:left;" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Management_Standards|Enterprise Management Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES10<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Modelling_Standards|Enterprise Modelling Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES20<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Engineering_Standards|Enterprise Engineering Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES30<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Architecture_Standards|Enterprise Architecture Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES40<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Information_%26_Technology_Standards|Enterprise Information & Technology Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES50<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Transformation_%26_Innovation_Standards|Enterprise Tranfsormation & Innovation Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES60<br />
|}<br />
<br />
<br/><br />
<br />
Today, more than 3000 people in the above 6 areas has developed and worked with the 94 different Enterprise Standards.<br />
<br />
<br/><br />
If you would like to get access to our extensive database of Enterprise Standards and reference content,[[Access_To_Reference_Content| please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Main&diff=1265Enterprise Standards:Main2015-08-28T14:53:33Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{FULLPAGENAME}}<br />
<br />
<br/><br />
<br />
[[File:Hands-on-Modelling-with-Templates-01.png]]<br />
<br />
<br/><br />
<br />
=== Enterprise Standards ===<br />
<br />
<br/><br />
<br />
The Enterprise Standards are the result of international industry experts and academics consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its products, services or activities.<br />
<br />
<blockquote><br />
<br />
''The standards describe sets of procedures that an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area and subject.''<br />
<br />
</blockquote><br />
<br />
<br/><br />
We develop Enterprise Standards in the following 6 areas:<br />
<br />
{|class="wikitable" style="width:100%; padding:1%"; |<br />
|style="background-color:rgb(195, 217, 255);width: 60%;text-align:left;" |<br />
'''ENTERPRISE STANDARD'''<br />
|style="background-color:rgb(195, 217, 255);width: 40%;text-align:left;" | <br />
'''REFERENCE CONTENT#'''<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Management_Standards|Enterprise Management Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES10<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Modelling_Standards|Enterprise Modelling Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES20<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Engineering_Standards|Enterprise Engineering Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES30<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Architecture_Standards|Enterprise Architecture Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES40<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Information_%26_Technology_Standards|Enterprise Information & Technology Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES50<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise_Standards:Enterprise_Transformation_%26_Innovation_Standards|Enterprise Tranfsormation & Innovation Standards]]<br />
|style="background-color:white" |<br />
LEAD-ES60<br />
|}<br />
<br />
<br/><br />
<br />
Today, more than 3000 people in the above 6 areas has developed and worked with the 94 different Enterprise Standards.<br />
<br />
<br/><br />
If you would like to get access to our extensive database of Enterprise Standards and reference content,[[Access_To_Reference_Content| please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1264MediaWiki:Common.js2015-08-28T13:16:44Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1263MediaWiki:Common.js2015-08-28T13:11:36Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
console.log(headerMenuButtons.length + 'na maika mu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1262MediaWiki:Common.js2015-08-28T13:10:45Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
console.log(headerMenuButtons.length + 'na maika mu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1261MediaWiki:Common.js2015-08-28T13:10:09Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
console.log(headerMenuButtons.length + 'na maika mu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1260MediaWiki:Common.js2015-08-28T13:09:21Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
console.log(headerMenuButtons.length);<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1259MediaWiki:Common.js2015-08-28T13:07:15Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
console.log(headerMenuButtons.length);<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1258MediaWiki:Common.js2015-08-28T13:06:42Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1256MediaWiki:Common.js2015-08-28T13:04:56Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
console.log(pageTitle);<br />
console.log(menuButtonAnchorTitle);<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1255MediaWiki:Common.js2015-08-28T13:02:57Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1254MediaWiki:Common.js2015-08-28T13:01:12Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
pageTitle = pageTitle.replace('%3A', ':');<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=MediaWiki:Common.js&diff=1252MediaWiki:Common.js2015-08-28T12:58:43Z<p>Dobromir.orpheus: </p>
<hr />
<div> (function() {<br />
var wf = document.createElement('script');<br />
wf.src = ('https:' == document.location.protocol ? 'https' : 'http') + '://ajax.googleapis.com/ajax/libs/webfont/1/webfont.js';<br />
wf.type = 'text/javascript';<br />
wf.async = 'true';<br />
var s = document.getElementsByTagName('script')[0];<br />
s.parentNode.insertBefore(wf, s);<br />
<br />
//Content height<br />
//mm_contentHeight();<br />
<br />
})();<br />
$(window).load(function() {<br />
$('.dropdown-toggle').on('click', function(event){<br />
var anchorElem = $(this).children('a').first();<br />
var elemUrl = anchorElem.attr('href');<br />
window.location.href = elemUrl;<br />
});<br />
<br />
});<br />
$(function() {<br />
var pageTitle = getUrlParameter('title');<br />
console.log(pageTitle);<br />
pageTitle = pageTitle.toLowerCase();<br />
pageTitle = pageTitle.replace('_', ' ');<br />
pageTitle = pageTitle.trim();<br />
var headerMenuButtons = $('.lead-navbar').find('.dropdown-toggle');<br />
var menuButtonsNoDropdown = $('.lead-navbar').find('.no-dropdown-menu');<br />
$.each(headerMenuButtons, function() {<br />
var menuButtonAnchor = $(this).children('a').first();<br />
var menuButtonAnchorTitle = menuButtonAnchor.text();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.toLowerCase();<br />
menuButtonAnchorTitle = menuButtonAnchorTitle.trim();<br />
if(pageTitle.indexOf(menuButtonAnchorTitle) != -1) {<br />
$(this).addClass('important-highlight');<br />
}<br />
});<br />
console.log($('.accordionContent').find('.list-group-item').length);<br />
$('.accordionContent').find('.list-group-item').on('click', function() {<br />
window.location.href = $(this).children('a').first().attr('href');<br />
});<br />
function getUrlParameter(sParam)<br />
{<br />
var sPageURL = window.location.search.substring(1);<br />
var sURLVariables = sPageURL.split('&');<br />
for (var i = 0; i < sURLVariables.length; i++) <br />
{<br />
var sParameterName = sURLVariables[i].split('=');<br />
if (sParameterName[0] == sParam) <br />
{<br />
return sParameterName[1];<br />
}<br />
}<br />
} <br />
});<br />
<br />
/*******************************************************<br />
******************* Container Height *******************<br />
********************************************************/<br />
<br />
<br />
function mm_contentHeight(){<br />
var mm_containerheight = $('div.container-fluid').height();<br />
var mm_navbar_height = $('div.container-fluid div.row nav.lead-navbar').height();<br />
var mm_toolbar_height = $('div.container-fluid div.toolbar').height();<br />
var mm_footer_height = $('div.footer-navbar').height();<br />
<br />
var header_height = mm_navbar_height + mm_toolbar_height;<br />
<br />
var sidebar_height = mm_containerheight - (header_height + mm_footer_height);<br />
var lead_content_height = $('div.lead-content').height();<br />
if(lead_content_height>sidebar_height){<br />
sidebar_height = lead_content_height;<br />
}<br />
<br />
$('div#leftCol').css({'min-height':sidebar_height+'px','height':'auto !important'}); //, 'height':sidebar_height+'px'<br />
<br />
}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=File:Government-User-Group-Industry-Standards-01.png&diff=1229File:Government-User-Group-Industry-Standards-01.png2015-08-17T14:41:58Z<p>Dobromir.orpheus: </p>
<hr />
<div>== Licensing ==<br />
{{[[LEADing Practice IP::LEADing Practice IP]] }}</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Engineering_Standards&diff=1228Enterprise Standards:Enterprise Engineering Standards2015-08-17T14:02:16Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Engineering Standards}}<br />
[[File:Enterprise-Engineering-Standards-01.png]]<br />
<br/><br/><br />
The Enterprise Engineering Standards are the result of international industry experts and academic consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its various enterprise engineering activities.<br />
<br/><br/><br />
<blockquote><br />
''We realize that organizations apply various engineering methods and approaches e.g. planning, design, testing, QA and value audit, etc. Therefore, we have ensured that all of our published Enterprise Engineering Standards have a structured Way of Thinking, Working, Modelling, Implementation and Governance.''<br />
</blockquote><br />
<br/><br />
To ensure full integration with other methods and approaches within an organization, the enterprise engineering standards have an ontology and semantic concept built in that allows for the meta objects to be reused in the other enterprise standards as well as the industry standards.<br />
<br/><br/><br />
<u>This includes applying the various standards:<br />
</u><br />
* '''Engineering Principles''' - how and where it can or needs to be decomposed and composed together.<br />
* '''Modelling Principles''' - which design concepts can or should be applied.<br />
* '''Architecture Principles''' - which architecture rules apply and which artifacts and templates (e.g. maps, matrices and models) could or should be applied.<br />
<br/><br />
[[File:LEAD-Frameworks-Enterprise-Engineering-Enterprise-Modelling-Enterprise-Architecture.png|700px]]<br />
<br/><br/><br />
Creating the ability to " '''Align, Compare & Unify''' " different enterprise standards together as well as combine them with the industry standards (or vice versa) in combining the relevant aspect e.g. meta objects.<br />
<br/><br/><br />
Developing a whole new concept of agile integration and standardization in the following 4 enterprise engineering disciplines and areas:<br />
<br/><br/><br />
{|class="wikitable" style="width:100%;" |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''ENTERPRISE ENGINEERING STANDARDS'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''LEAD-ES30EES'''<br />
|-<br />
|style="background-color:white" |<br />
[[Decomposition & Composition Reference Content|<br />
Decomposition & Composition Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30001AL<br />
|-<br />
|style="background-color:white" |<br />
[[Lifecycle Management Reference Content|<br />
Lifecycle Management Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30002AL<br />
|-<br />
|style="background-color:white" |<br />
[[Testing Reference Content|<br />
Testing Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30003SA<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Requirement Reference Content|<br />
Enterprise Requirement Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30004ES<br />
|-<br />
|style="background-color:white" |<br />
[[Quality Reference Content|<br />
Quality Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30005ES<br />
|-<br />
|style="background-color:white" |<br />
[[Geographical Information System (GIS) Reference Content|<br />
Geographical Information System (GIS) Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30006EM<br />
|-<br />
|style="background-color:white" |<br />
[[Agile Reference Content|<br />
Agile Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30007ES<br />
|-<br />
|style="background-color:white" |<br />
[[Categorization & Classification Reference Content|<br />
Categorization & Classification Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30008ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Tier Reference Content|<br />
Enterprise Tier Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30009ES<br />
|-<br />
|}<br />
<br/><br />
<blockquote><br />
Please note that the Enterprise Engineering Standards are only open for the LEADing Practice community members, however, some material has been made publicly available for review purposes.<br />
</blockquote><br />
<br/><br />
Our community consist of organizations applying our LEADing Practice Enterprise Standards e.g. practitioners, software vendors and academics. Being a community-driven open architecture and open standard access to all assets, templates, tools and artifacts is free for certified practitioners, thereby ensuring that modelling principles are applied correctly.<br />
<br/><br/><br />
While it is free to join the community and no cost apply to the use of any community assets, the quality of the participating practitioners must be guaranteed, by being LEAD certified in the specific field of where they work. For organizations interested in applying LEADing Practices, we recommend contacting us and highlighting the objective and key challenges, whereafter a practitioner will be assigned to support you.<br />
<br/><br/><br />
If you would like to get access to our extensive database of Enterprise Engineering Standards and reference content, [[Access_To_Reference_Content|please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Enterprise_Engineering_Standards&diff=1227Enterprise Standards:Enterprise Engineering Standards2015-08-17T14:01:57Z<p>Dobromir.orpheus: </p>
<hr />
<div>{{DISPLAYTITLE:Enterprise Engineering Standards}}<br />
[[File:Enterprise-Engineering-Standards-01.png]]<br />
<br/><br/><br />
The Enterprise Engineering Standards are the result of international industry experts and academic consensus. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused and replicated, and thereby implemented by any organization, both large and small, regardless of its various enterprise engineering activities.<br />
<br/><br/><br />
<blockquote><br />
We realize that organizations apply various engineering methods and approaches e.g. planning, design, testing, QA and value audit, etc. Therefore, we have ensured that all of our published Enterprise Engineering Standards have a structured Way of Thinking, Working, Modelling, Implementation and Governance.<br />
</blockquote><br />
<br/><br />
To ensure full integration with other methods and approaches within an organization, the enterprise engineering standards have an ontology and semantic concept built in that allows for the meta objects to be reused in the other enterprise standards as well as the industry standards.<br />
<br/><br/><br />
<u>This includes applying the various standards:<br />
</u><br />
* '''Engineering Principles''' - how and where it can or needs to be decomposed and composed together.<br />
* '''Modelling Principles''' - which design concepts can or should be applied.<br />
* '''Architecture Principles''' - which architecture rules apply and which artifacts and templates (e.g. maps, matrices and models) could or should be applied.<br />
<br/><br />
[[File:LEAD-Frameworks-Enterprise-Engineering-Enterprise-Modelling-Enterprise-Architecture.png|700px]]<br />
<br/><br/><br />
Creating the ability to " '''Align, Compare & Unify''' " different enterprise standards together as well as combine them with the industry standards (or vice versa) in combining the relevant aspect e.g. meta objects.<br />
<br/><br/><br />
Developing a whole new concept of agile integration and standardization in the following 4 enterprise engineering disciplines and areas:<br />
<br/><br/><br />
{|class="wikitable" style="width:100%;" |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''ENTERPRISE ENGINEERING STANDARDS'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''LEAD-ES30EES'''<br />
|-<br />
|style="background-color:white" |<br />
[[Decomposition & Composition Reference Content|<br />
Decomposition & Composition Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30001AL<br />
|-<br />
|style="background-color:white" |<br />
[[Lifecycle Management Reference Content|<br />
Lifecycle Management Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30002AL<br />
|-<br />
|style="background-color:white" |<br />
[[Testing Reference Content|<br />
Testing Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30003SA<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Requirement Reference Content|<br />
Enterprise Requirement Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30004ES<br />
|-<br />
|style="background-color:white" |<br />
[[Quality Reference Content|<br />
Quality Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30005ES<br />
|-<br />
|style="background-color:white" |<br />
[[Geographical Information System (GIS) Reference Content|<br />
Geographical Information System (GIS) Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30006EM<br />
|-<br />
|style="background-color:white" |<br />
[[Agile Reference Content|<br />
Agile Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30007ES<br />
|-<br />
|style="background-color:white" |<br />
[[Categorization & Classification Reference Content|<br />
Categorization & Classification Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30008ES<br />
|-<br />
|style="background-color:white" |<br />
[[Enterprise Tier Reference Content|<br />
Enterprise Tier Reference Content<br />
]]<br />
|style="background-color:white" |<br />
LEAD-ES30009ES<br />
|-<br />
|}<br />
<br/><br />
<blockquote><br />
Please note that the Enterprise Engineering Standards are only open for the LEADing Practice community members, however, some material has been made publicly available for review purposes.<br />
</blockquote><br />
<br/><br />
Our community consist of organizations applying our LEADing Practice Enterprise Standards e.g. practitioners, software vendors and academics. Being a community-driven open architecture and open standard access to all assets, templates, tools and artifacts is free for certified practitioners, thereby ensuring that modelling principles are applied correctly.<br />
<br/><br/><br />
While it is free to join the community and no cost apply to the use of any community assets, the quality of the participating practitioners must be guaranteed, by being LEAD certified in the specific field of where they work. For organizations interested in applying LEADing Practices, we recommend contacting us and highlighting the objective and key challenges, whereafter a practitioner will be assigned to support you.<br />
<br/><br/><br />
If you would like to get access to our extensive database of Enterprise Engineering Standards and reference content, [[Access_To_Reference_Content|please fill out this form]].</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Requirement_Modelling_Reference_Content&diff=1226Enterprise Standards:Requirement Modelling Reference Content2015-08-17T13:50:31Z<p>Dobromir.orpheus: </p>
<hr />
<div>[[Category:Enterprise Modelling Standards]]<br />
{{DISPLAYTITLE:Requirement Modelling Reference Content}}<br />
<blockquote><br />
''A requirement is an agreed upon need and want to which a business or project outcome (solution/product or service) should conform.''<br />
</blockquote><br />
Requirement Modelling is the addressing of requirements through a lifecycle of requirement analysis, requirement formulation/design, the implementation and thereby the governance of the requirements as well as continuous improvement of requirements, all triggered by an insight, event, or condition with respect to the business.<br />
<br/><br/><br />
In the LEADing Practice Requirement Modelling Reference Content, requirements are classified at two different levels:<br />
<br/><br />
# High-level requirements, which are primarily business specific; and<br />
# Detailed requirements, which are mostly function-specific and generally relate to product requirements.<br />
<br/><br />
Typically, the different LEAD eXperts and architects working within their specific modelling principles would use the LEADing Practice Requirement Reference Content to map the high-level and detailed requirements to the different LEAD layers (e.g. business, application and technology). This is done to determine the implications of above requirement classification areas in the different layers of the LEAD architecture. The purpose of allocating the identified requirements into the layers is to ensure an organization documents, verifies and meets the needs and expectations of both the stakeholders and the organization's goals, competencies, services, processes, applications, data, platforms, and technology.<br />
<br/><br />
=== Decomposition & Composition of Requirements ===<br />
[[File:LEAD-Requirements-Reference-Method-Decomposition-Composition-of-Requirements.png|400px]]<br />
<br/><br/><br />
The LEADing Practice Requirements Decomposition & Composition provides a comprehensive framework for requirement connections and relations and helps embed the following three approaches:<br />
<br/><br />
# [[Enterprise Requirement Management|Enterprise Requirement Management]] in Blueprinting;<br />
# [[Enterprise Requirement Management in Build/Implementation|Enterprise Requirement Management in Build/Implementation]]; and<br />
# [[Enterprise Requirement Management in Governance/Continuous Improvement|Enterprise Requirement Management in Governance/Continuous Improvement]].<br />
<br/><br />
Requirements related within the LEADing Practice Blueprinting Approach, LEADing Practice Build Approach and LEADing Practice Continuous Improvement Approach can be analyzed for alignment with business goals as well as IT goals and support impact analysis so you can see what effect a change will have before you make it. Therefore in the LEADing Practice Way of Modelling with requirements, the above classification and LEADing Practice Requirement Decomposition into the layers is mostly done in the LEADing Practice Blueprinting, Build and Continuous Improvement Approach as the high-level requirements are decomposed in the areas of business, application, data, platform and infrastructure and then used as inputs into the different decomposition areas .<br />
<br/><br/><br />
The detailed requirements that need to be identified in the business, application, data, platform, and infrastructure area are being applied to the specific composition areas.</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Requirement_Modelling_Reference_Content&diff=1225Enterprise Standards:Requirement Modelling Reference Content2015-08-17T13:49:52Z<p>Dobromir.orpheus: </p>
<hr />
<div>[[Category:Enterprise Modelling Standards]]<br />
{{DISPLAYTITLE:Requirement Modelling Reference Content}}<br />
<blockquote><br />
A requirement is an agreed upon need and want to which a business or project outcome (solution/product or service) should conform.<br />
</blockquote><br />
Requirement Modelling is the addressing of requirements through a lifecycle of requirement analysis, requirement formulation/design, the implementation and thereby the governance of the requirements as well as continuous improvement of requirements, all triggered by an insight, event, or condition with respect to the business.<br />
<br/><br/><br />
In the LEADing Practice Requirement Modelling Reference Content, requirements are classified at two different levels:<br />
<br/><br />
# High-level requirements, which are primarily business specific; and<br />
# Detailed requirements, which are mostly function-specific and generally relate to product requirements.<br />
<br/><br />
Typically, the different LEAD eXperts and architects working within their specific modelling principles would use the LEADing Practice Requirement Reference Content to map the high-level and detailed requirements to the different LEAD layers (e.g. business, application and technology). This is done to determine the implications of above requirement classification areas in the different layers of the LEAD architecture. The purpose of allocating the identified requirements into the layers is to ensure an organization documents, verifies and meets the needs and expectations of both the stakeholders and the organization's goals, competencies, services, processes, applications, data, platforms, and technology.<br />
<br/><br />
=== Decomposition & Composition of Requirements ===<br />
[[File:LEAD-Requirements-Reference-Method-Decomposition-Composition-of-Requirements.png|400px]]<br />
<br/><br/><br />
The LEADing Practice Requirements Decomposition & Composition provides a comprehensive framework for requirement connections and relations and helps embed the following three approaches:<br />
<br/><br />
# [[Enterprise Requirement Management|Enterprise Requirement Management]] in Blueprinting;<br />
# [[Enterprise Requirement Management in Build/Implementation|Enterprise Requirement Management in Build/Implementation]]; and<br />
# [[Enterprise Requirement Management in Governance/Continuous Improvement|Enterprise Requirement Management in Governance/Continuous Improvement]].<br />
<br/><br />
Requirements related within the LEADing Practice Blueprinting Approach, LEADing Practice Build Approach and LEADing Practice Continuous Improvement Approach can be analyzed for alignment with business goals as well as IT goals and support impact analysis so you can see what effect a change will have before you make it. Therefore in the LEADing Practice Way of Modelling with requirements, the above classification and LEADing Practice Requirement Decomposition into the layers is mostly done in the LEADing Practice Blueprinting, Build and Continuous Improvement Approach as the high-level requirements are decomposed in the areas of business, application, data, platform and infrastructure and then used as inputs into the different decomposition areas .<br />
<br/><br/><br />
The detailed requirements that need to be identified in the business, application, data, platform, and infrastructure area are being applied to the specific composition areas.</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Drivers_%26_Forces_(external/internal)_Modelling_Reference_Content&diff=1224Enterprise Standards:Drivers & Forces (external/internal) Modelling Reference Content2015-08-17T13:43:26Z<p>Dobromir.orpheus: </p>
<hr />
<div>[[Category:Enterprise Modelling Standards]]<br />
{{DISPLAYTITLE:Drivers & Forces (external/internal) Modelling Reference Content}}<br />
'''Description:''' The Drivers & Forces Reference Content is a part of the Enterprise Modelling Standards and has the purpose of capturing the internal and external forces as well as drivers. The Drivers & Forces Reference Content has either an external or internal driver and/or force and is often referred to as a condition that influences (forces) or motivates (drives) the organization to define its direction (e.g. strategy, objectives and goals).<br />
<br/><br/><br />
'''Artifact:''' The Drivers & Forces Reference Content has 3 types of artifacts, in terms of both maps, matrices and models that capture the above mentioned meta objects, which are instrumental and an essential part of the enterprise modelling, engineering and architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified. Fully integrated and standardized application modelling and architecture templates enables the subject matter expert/practitioner to work and model with the Drivers & Forces meta objects throughout all the architectural layers (business, application and technology) and this is one of the strengths of the Enterprise Modelling Standards. Not only are the Drivers & Forces objects governed by its connection modelling rules, but how and where the templates interlink and share common objects is defined and standardized.<br />
<br/><br/><br />
The Drivers & Forces templates are either maps, matrices or models. The maps are often in the form of a list and is a representation of the decomposed Drivers & Forces object:<br />
<br/><br />
*Identify and sort the forces (internal or external).<br />
*Identify and catalog the drivers (internal or external).<br />
<br/><br />
The Drivers & Forces matrices are the continuity of and interconnection between a map (a representation of decomposed objects) and a model (a representation of interconnected and related objects) and is used to:<br />
<br/><br />
*Select and catalog the external drivers that have an impact and/or influence upon the business.<br />
*Prioritize (based on level of impact, severity and/or urgency) the forces (internal or external) that might affect the business.<br />
<br/><br />
Internal and external Drivers & Forces can among others be categorized into:<br />
<br/><br />
*Value Drivers<br />
*Performance Drivers<br />
*Cost Drivers<br />
*Revenue Driver<br />
<br/><br />
The Drivers & Forces maps, matrices and models are therefore used in the decomposition and composition work within and throughout the layers. The templates shows which objects are within each template, thereby specifying if it is a map, matrix or model. It furthermore shows where the object of one template can be reused in another template.<br />
<br/><br/><br />
'''Usage:''' Once the external or internal Drivers & Forces have been specified, they are then linked and connected to the other objects. This association enables them to tie to the areas where the Drivers & Forces (external or internal) have a connection and/or influence. A list of meta objects the Drivers & Forces (external or internal) relate to are:<br />
*Vision & Mission<br />
*Strategy (Strategic Business Objective)<br />
*Goal (e.g. business, application, etc.)<br />
*Objective (Critical Success Factor, Plan, Forecast, Budget)<br />
*Value Driver<br />
*Performance Driver<br />
*Business Area<br />
*Business Group<br />
*Competency Type (Diff, Comp, Non-Core)<br />
*Business Owner<br />
*Service Area<br />
*Service Group<br />
*Business Service<br />
*Service Owner<br />
*Process Area (categorization)<br />
*Process Group (categorization)<br />
*Business Process<br />
*Process Owner<br />
*Application/System Owner<br />
*Data Owner<br />
*Infrastructure Owner<br />
<br/><br />
'''Roles involved with the Drivers & Forces templates and meta objects:'''<br />
<br/><br />
{|class="wikitable" style="width:100%;border:0px;" |<br />
|style="background-color:#1497d5;color:#ffffff;width: 33%;text-align:left;border:0px;" |<br />
'''ENTERPRISE MODELLERS'''<br />
|style="background-color:#1497d5;color:#ffffff;width: 33%;text-align:left;border:0px;" | <br />
'''ENTERPRISE ENGINEERS'''<br />
|style="background-color:#1497d5;color:#ffffff;width: 33%;text-align:left;border:0px;" | <br />
'''ENTERPRISE ARCHITECTS'''<br />
|-<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Business Analyst<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Value Engineer<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Business Architect<br />
|-<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Value eXpert<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Change Engineer<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Enterprise Architect<br />
|-<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Transformation eXpert<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
&nbsp;<br />
|style="background-color:rgb(235, 236, 236);border:0px;" |<br />
Value Architect<br />
|}<br />
<br/><br />
'''Stakeholders involved with the Drivers & Forces templates and meta objects:'''<br />
<br/><br />
*Top Management: CEO/President (External & Internal Drivers)<br />
*High Management: CxO(*)/Vice President/Senior Executive (External & Internal Drivers)<br />
*High/Middle Management: Director/Senior Manager (Internal Drivers)<br />
*Middle Management: Manager/Senior (Team) Leader (Internal Drivers)<br />
*Lower Management: Team/Group Leaders (Internal Drivers)<br />
*Operations: User (Internal Drivers)<br />
<br/><br />
<br />
(*): Chief Executive Officer, Chief Channel Officer, Chief Financial Officer, Chief Information Officer, Chief Risk & Security Officer, Chief HR Office, Chief Marketing & Sales Officer, Chief R&D Officer, Chief Procurement Officer, Chief Strategy Officer, Chief Buss. Dev. Officer, Chief Technology Officer, Chief Environment & Health Officer.</div>Dobromir.orpheushttps://www.strategy.enterpriseplus.tools/index.php?title=Enterprise_Standards:Supply_Chain_%26_Logistics_Management_Reference_Content&diff=1223Enterprise Standards:Supply Chain & Logistics Management Reference Content2015-08-17T13:30:12Z<p>Dobromir.orpheus: </p>
<hr />
<div>[[Category:Enterprise Management Standards]]<br />
[[File:Supply-Chain-Logistics-Management-01.png]]<br />
=== Supply Chain & Logistics Management Reference Content ===<br />
The LEADing Practice Supply Chain & Logistics Reference Content standards are the result of international industry expert and academic consensus and agreement. The standards are both agnostic and vendor neutral and are built on repeatable patterns that can be reused/replicated and thereby implemented by any organization, both large and small, regardless of its products/services or activities.<br />
<br/><br/><br />
<u>The Supply Chain & Logistics standards have been developed in the following ways:<br />
</u><br />
<br/><br />
# Research and analyze Supply Chain & Logistics Best Practice & LEADing Practices.<br />
# Identify common and repeatable patterns (the basis of our standards).<br />
# Develop the Supply Chain & Logistics standards that increase the level of re-usability and replication.<br />
# Build Supply Chain & Logistics accelerators within the standards, enabling to adopt and reproduce the Best & LEADing Practices<br />
<br/><br />
We realize that organizations apply various standards, therefore we have ensured that all our Supply Chain & Logistics standards have a structured Way of Thinking, Way of Working, Way of Modelling, Way of Implementing and Way of Governing. Having integrated guiding principles and detailed frameworks, methods, approaches, semantic relations, meta models (object groups, meta objects), architecture rules, templates (maps, matrices and models) and accelerators (content). All together describing the set of procedures an organization needs to follow in order to replicate the ability to identify, create and realize value in the specified area/subject.<br />
<br/><br/><br />
Below are some examples of the LEADing Practice Supply Chain & Logistics Reference Content standards:<br />
<br/><br />
{|class="wikitable" style="width:100%"; |<br />
|style="background-color:rgb(195, 217, 255);width: 70%;text-align:left;" |<br />
'''Standard/Template'''<br />
|style="background-color:rgb(195, 217, 255);width: 30%;text-align:left;" | <br />
'''Reference Content'''<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Business-Competencies-Supply-Chain.pdf|Supply Chain & Logistics Competency Map]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEAD-Business-Model-Level-2-Logistics-Service-Provider.png|Supply Chain &amp; Logistics Business Model]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Supply-Chain-Business-Competency-Assessment.pdf|Supply Chain &amp; Logistics Business Model Assessment]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Supply-Chain-Strategy-Matrix.pdf|Supply Chain &amp; Logistics Strategy Matrix]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Supply-Chain-Value-Model.pdf|Supply Chain &amp; Logistics Value Map]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Major Supply Chain &amp; Logistics Performance Drivers<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Supply-Chain-Reporting-Measurements.pdf|Key Performance Indicators of Supply Chain &amp; Logistics (KPIs)]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEAD-Measurement-Reference-Content-SAP-SCM-Raw-Material-Inventory-Turnover-01.png|<br />
SAP Supply Chain – Raw Material KPI Tree &amp; Data Model]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics Information Flow Architecture<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics SBOs/CSFs/KPIs &amp; Processes<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[File:LEADing-Practice-Value-based-Design-for-Supply-Chain.pdf|LEADing Practice Value-based Design for Supply Chain]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
|style="background-color:white;"|<br />
Supply Chain &amp; Logistics Maturity Model<br />
|style="background-color:white;"|<br />
&nbsp;<br />
|-<br />
|style="background-color:white;"|<br />
[[File:Example-of-LEADing-Practice-Supply-Chain-Business-Architecture.pdf|Supply Chain &amp; Logistics Business Architecture]]<br />
|style="background-color:white;"|<br />
Example attached<br />
|-<br />
<br />
|}</div>Dobromir.orpheus