GAME CHANGER FIGURE 3
Lego bin to see if I have enough pieces, and see if the pieces are the right size and color. Similarly, ARDEC needs to make sure it has the right organizational pieces, or capabilities, to achieve its strategy.
THIRD, HOW DO WE DO IT? Let’s say I need to build a new roof for one of my Lego houses. First, I’d need to make sure that I have not only the capability (roof management), but also the capacity. Is someone else using those bricks? Do I need to hire more people skilled in roof management?
We have the same type of strategic discus- sions in our organizations. If we have multiple projects that require the same capabilities—maybe we’re working on three different artillery systems that all require modeling and simulation— we need to discuss whether we should outsource, hire more people or hold off doing the project. Business architecture is a great tool for analyzing risk and foresee- ing resource issues rather than responding to them after they arise.
Randy Rand, senior associate for produc- tion and sustainment in the Munitions Engineering and Technology Center, described the value of his participation.
“Applying business architecture at ARDEC enables us to better understand and map the interrelationships that drive our arma- ments enterprise,” he said, “and thereby to better achieve our strategic goals through technology and innovation, value-based business processes, ultimately delivering new and more effective products to the warfighter.”
A QUIET INSURGENCY When I joined the Army team 12 years ago as a computer scientist, I quickly became frustrated by the lack of clear business rules. Army policies can be purpose- fully vague, leaving it up to the lower
14 Army AL&T Magazine
13. ENGINEERING MANAGEMENT 13.1 Technical Lifecycle Engineering Management
13.1.1 XXX
13.1.2 Design Management
13.1.2.1 Munition System Design Management
13.1.3 XXX 13.1.4 XXX 13.1.5 XXX
13.2 XXX
13.3 XXX
13.4 XXX
13.5 XXX
Key
X –Level 1 Capability X.X – Level 2 Capability X.X.X – Level 3 Capability X.X.X.X – Level 4 Capability
WHAT CAPACITY DO WE HAVE?
A capability map is like a set of bins, where each bin is a broad category like “engineering management,” with building blocks inside the bins. The building blocks are more specific descrip- tions of what the organization being mapped can do—what kinds of engineering, for instance.
levels of the organization to determine how they want to implement them. Tat may work fine in some instances, but in large organizations that need to think and operate strategically as an enterprise, that vagueness can result in data that varies from group to group, making it hard to consume. When data can’t be consumed easily, it might as well be garbage.
In an effort to clear up the vagueness, we looked at several disciplines known for organizing “enterprise,” or big-picture, information, such as enterprise architec- ture, systems engineering and business architecture. We found that they shared architectural principles, such as designing for purpose and aligning efforts toward a common goal. However, they all had a similar problem: Tey all created two- dimensional pictures. Te only way to show business architecture’s value was to add a third dimension to make it tangible.
October-December 2018
Realizing that I needed to find a creative way to explain the value of building the architecture and promoting its value, I began a personalized outreach initia- tive across the organization. Twenty-two employees attended three days of business architecture classes because they became convinced of its value, not because it was required training. Tey spent the summer of 2017 in weekly three-hour workshops that I created and facilitated to generate the mission model and Levels 1 and 2 of the ARDEC capability map.
Although the capability map we created in those workshops is intriguing, manag- ers still had difficulty visualizing how ARDEC could actually make business architecture work. How could I help them realize the value? I had to disrupt the way people thought about strategic plan- ning. In a frenzied brainstorming session, we came up with a revolutionary idea:
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