Enterprise Distributed Computing Workshop -Myassignmenthelp.Com

Question: Discuss About The Enterprise Distributed Computing Workshop? Answer: Introduction The report is prepared for HP Norway for the identification of the reason for successful relocation and maintain the momentum in the current marketplace during the relocation. The best practice in the organization are identified for responding to the needs of the technology that can be implemented for mitigation of the risk and increasing the opportunity of the business. The Zachman framework is used for the analysis of the current scenario of Hewlett-Packard and a strategy map is created for the identification of the objectives and improvement of the reliability and development of the partnership in the industry. Identification There are different issues faced by the organization for which there is a need of relocating the main office and they are listed below: Increase in the global business requires increasing the efficiency of the current business process and boost in the values of the shareholders but the management of the geographically dispersed operation was a complex task. Selecting of the technology for serving the needs of the customer and solidifying the image for the unified and high performance of the organization. Reorganization of the teams after merging is a critical task for maintaining the continuity in the current business and not losing the shareholders, customers and the employees. Analyze An analysis is made for solving the issues identified for office relocation event of HP with the help of Accenture. Merging of the business with Compaq HP reorganizes the team for enabling shared management for the unification and increase the performance of the company. The company also analyzed that the merging of the resources of both the companies was a complex task and thus a new location was selected for integration of the resources and improve overall performance of the business [5]. Accenture was selected based on the previous track record for execution of the project successfully and also due to the use of innovative tools and technology for management of the organizational change. Further analysis on the change management was conducted by involving the employees working in the organization and filling out an e survey form for analysis of the cultural differences and attitude of the employees regarding the integration of the business [3]. The result was analyzed for focusing on the key areas of improvement and promoting secure and effective cooperation between the employees of both the organizations. Zachman Framework The Zachman framework was proposed by John Zachman for the development of the enterprise architecture in the year 1987. It is used as a model for referencing the enterprise in a structured and formal way for description and viewing the essential elements of an object. The object may be a project, enterprise, solution or a department and it differs from the other Enterprise architecture framework because it is not a root of IT [12]. The Zachman framework is used for development of a set of descriptive representation that are relevant for describing the architecture of HP. The primitive interrogatives and the audience prescriptive are the two key dimension that are anchored with the framework [7]. The primitive interrogatives consists of What, How, Where, Who, When and Why. The Zachman framework for the Managing Change at HP Norway case study is demonstrated below: It does not act as a methodology whereas it acts as a taxonomy for organizing the design document, models and the specifications that accounts the particular issues and the targeted artifacts that are required to be addressed. The framework is dependent on the skill sets of the practitioners and used for the production of the repeatable results. The enterprise architecture does not have any governance guidance and can be applied as a tool for the addressing the merging of both the organization business process [4]. The foundation layer can be used as a reference for the identification, right sizing and classification of the artifacts that are required for addressing the relevant issues faced during merging and relocation of the current office of HP. It is also used as a guide for solving the issues faced that are not centered for the artifacts and the audience. Strategy Map The current HP strategy is related with the existing It framework a strategy map is created and the strategy programs are reformulated. The different elements for balancing the scorecards and the relationship with the goals of the organization are analyzed for the creation of the cause effect graph [9]. The strategy map is also used for the demonstration of the objectives and the incensement of the revenue for the program and increase in the reliability of the program for the development of the partnership in the industry. The adaptability and the agility of the program in HP should be improved for supporting the efficient delivery of the informations. The details of the strategy map in context to the reformulated business scorecard is created for the following perspective as follows: Financial View Goals Measures Increase Revenue + ITP revenue of HP + Big Deal Customer View Goal Measures Increase in reliability + Reliability on CSI + It is normalized by the revenue and defect in the arrival rate Increase in the completeness + it is normalized by the revenue and the arrival rate of the ER + Usability on CSI + Set of feature on CSI + Loss or Win ratio due to product Development of the partnership + Number of new partners + Number of training Sessions Delivery of the information efficiently + Unavailability of the informations It is noted that assessment of the achievement does not depends on the information and delivering the information efficiently that was available during the study of the case study. Internal process View Goal Measures Support + Time required for resolving the problem + Index of the customer satisfaction levels Awareness + Ratings from the industry analyst + Coverage of the advertisements + Success story number Business Development + Lead generation + generation of the demands Learning and Growth View Goals Measures Fitness of the sales force + Allocated training hours Fitness of the support Staffs + Allocated training hours Evaluate / justification With the adoption of the balanced scorecard approach the different areas of the business can be analyzed from different views that helps in identification of the relationship and their impact on the current business. This approach can also be used for the separation of the strategic objective concerns and permitting the higher level employees for the appreciation of the relationship of the different objectives and identification of their importance. The balanced scorecard can also help in reformulation of the strategy and identification of the key important areas for the relocation of the business without having negative impact on it. The zachman framework is integrated with the strategic model for the identification of the scope, business model, system model, technology model, detailed representation, functioning enterprise, data, function, network, people, time, motivation and the problem space for the relocation of the main office. The scope of the project is analyzed in the view of the planner and boundaries for the organization are identified for finding its interaction with the world. The business model is selected analyzing the business process and identification of the owner for each of the process. The designer is engaged for getting the desirable result and identification of the technically possible ways for the transformation. The technicians, contractors and the engineers are engaged for commencing the project and detailed representation is necessary for getting the final outcome. The accrual representation of the running or the deployed elements is also important for the success of the project and all the complexity in the project should be removed and for defining the abstractions and answer the questions for the abstraction. The zachman architecture is used as the main framework and it has different advantage when compared with the other models. In zachman model well defined perspectives are used that have comprehensive abstracts, normality and extensive usage. Conclusion From the above report it can be concluded that with the implementation of the Zachman model in the enterprise architecture the business process of the organization can be classified and organized which is significant for the management of the business efficiently. The graphic of the framework is easy to for designing the artifacts that intersects with different perspective of the objects in the business. The classification of the business can be conveyed logically and precisely. It can be used for the identification of the knowledge of the enterprise and accommodation and sophistication of the high rated changes in the enterprise over time. The selected aspects of the business can be classified without losing the perspective, contextual and the logical sense. The sub sets of the business process should be separated and for making decision about the design and restoring the integrity of the objects. The different views are important for the reformulation of the strategy of the busines s and focusing on the goals and measures of the organization. References Santana, D. Souza, K. Simon, Fischbach and H. De Moura, Network Science Applied to Enterprise Architecture Analysis: Towards the Foundational Concepts. 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