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MN612 Enterprise Architecture

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MN612 Enterprise Architecture

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Course Code: MN612
University: Melbourne Institute Of Technology

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Country: Australia

Question:
Write a report on the Hewlett-Packard Company (HP) case study.

“Hewlett-Packard Company (HP) is a leading global provider of products, technologies, solutions and services to consumers and business. This case study highlights how HP Norway completed one of the most successful relocation in history and, most importantly, maintained its marketplace momentum during the move. It highlights how the best practices of Enterprise Architecture can support such a critical initiative.”
Your report should include the following:a.) A statement of the Hewlett-Packard Company (HP) situation: a general description of the problemb.) Completed Zachman Framework for the given scenarioc.) A strategy map from the business perspective, including:a. The Financial Viewb. The Customer Viewc. The Internal Process Viewd. The Learning and Growth View

Answer:

Introduction
Hewlett Packard is among the largest and also most successful companies in the world with regards to information technology. It is the leading PC manufacturing company in the world and also offers various technologies ranging from small to medium sized software products, solutions and services to clients, as well as small and medium-sized businesses and a large enterprise covering clients in sectors such as education, health, and government. The main product from the company include personal computing devices, related storage devices, enterprise servers, and some printers as well as other images related to services and products. In May 2002, Hp merged with Compaq thus forging a dynamic, powerful team of 140,000 employees serving over a billion people in 160 countries around the world. This report will therefore discuss the enterprise Architecture which is Zachman Framework as well as strategy map for Hewlett-Packard Company.
Identification
Global businesses are increasingly for a better scale to boost the impact as well as the efficiency of the business lines whereby the general and ultimate goal is to raise the shareholder value. Nonetheless, there are challenges. One of the challenges that Hp faced as a result of the merger with Compaq, was that as the size increased, geographically isolated operations would become more complex and difficult. Hp is therefore challenged to immediately start consolidating the businesses of the two firms with an aim of attaining economies of large scale, annihilate the complexity and minimize costs regarding business IT systems as well as enhance the overall technology experience for consumers. The integration process is national in nature and includes a physical blend of HP, Compaq resources, people and facilities, and the consolidation of its reputations as a high-performance and unified company [1].
Analyse
In Norway, both Hewlett-Packard and Compaq have factories in Oslo, employing 450 people between them. HP merged directly after the establishment of a shared management team, restructuring functions and processes to assist HP Way, which is a brief description of the company’s core values. These standards have served the HP for more than forty-five years and have also been the key factors in the HP’s ability to continue to grow its whole business while always neglecting its responsibilities to shareholders, employees, and customers. Throughout the interim, HP Norway executives place great emphasis on current employee behavior and recognize the need for change to deliver an integrated HP vision that will allow the firm to control its marketplace. These leaders additionally recognize that the actual challenge of convergence comes when HP formally merges resources and people into a new joint ability [2]. At that time, the apparition of a New Norwegian company will truly come to pass. HP Norway sought assistance from Accenture to ensure that its consolidation momentum will not be shaken during the real relocation. HP chose Accenture because it helps businesses identify and leverage ways to enhance the overall performance of HP. Accenture’s successful execution of the project’s record plays a key part in HP Company decision making; a deep comprehension of HP’s values and business, however, also a deep comprehension of the entire technology industry; extensive skill in developing tools and technologies and proven to be integral organizational change methods. In order for HP Norway to integrate successfully, companies need to uphold an effectual outer focus and persist to serve their customers during the integration. To this end, Accenture rapidly formed a group to assist companies design, implement plus manage three different events. Accenture and Hewlett-Packard created and launched a customized web-based review for all workers to unveil the cultural identity, differences between former HP and former Compaq employees, attitudes toward integration, and potential areas of risk.
The objective of EA is to make a combined IT environment for HP’s specialty units, with tight advantageous connects to the business side of HP and its system [3]. All the more particularly, the objectives are to advance arrangement, institutionalization, reuse of accessible IT resources, and the allotment of regular strategies for venture administration and programming improvement over the association. The final product, hypothetically, is that EA will make IT less expensive, more vital, and highly responsive [4].
Design
Zachman Framework

Zachman Framework

 

What

How

Where

Who

When

Why

Conceptual

Scope
 

It is necessary
So that merger companies work according to HP Norway’s way

 
Each and every business process of HP Norway

Norway

Compaq Computer and
HP in Norway city

In 2002

To reduce complexity and difficulty in business and to attain  synergy

Conceptual

Business Model
 

Compaq Computer and
HP need an intangible work hierarchy

Global business processes need to be properly  defined

 
Logistics joint operations involve  the business relocation

Reporting hierarchy is also needed in mergers.

6 to 8 months

Both companies Hewlett-Packard and
Compaq Computer
Need a suitable business plan to run their joint operations

Logical

System Model
 

To communicate logical framework is required to easily transfer data between Hewlett-Packard and
Compaq Computer
 

Enterprise system architecture complete defining is needed for both merger companies

Define the database and user access point for merged companies

Define points of workstations and access

Defining the time for architectural access and network lag

Specify time for the architectural access as well as for the network.

Physical

Technology Model

Install the system

Coordination

Define the network

Management Architecture

6 to 8 months

For economics profits

Out-Of-Context

Detailed Representations
 

Communication and Standards

Mutual programs

Usable networks defining

Architecture Protection

Facilitate the merging operations within short time period

Align the culture of business

Detailed

Functioning Enterprise

Data necessary for the mergers

Define functions of employees

Network usage

Companies merging operations are discussed

Implementing the schedule

To gain mutual profits from merger for both companies

Strategic Map
Financial View: Hewlett-Packard and Compaq Computer mergers financial perspective was to create synergy and to made business as well as economic sense thereby improve production costs of both companies. The company estimates that successful integration reduces the amount of time each employee spends on internal processes by 15 hours; while successful communications, primarily through integrated portals, reduce the amount of time each employee spends on internal communications and information searches 15 hours.
The Customer View: Both HP as well as Compaq must be able to serve customer satisfied services after the mergers and they will be able to maintain company’s reputation by providing high quality services to its customers. On the other hand HP will also able to attain significant economic advantages from a well-executed shift.
The Internal Process View: HP’s internal processes needs complete alignment. In this procedure, all staff members should be able to be consistent with the merged company strategy, and should have the organization’s common cultural point of view, this is HP’s way. Mergers build successful relocation to help identify and drive the cultural changes needed to solidify the core values of HP throughout Norway. By combining behavior with core values, the new Hewlett-Packard will gain a more favorable position in the Norwegian technology services market [5].
The Learning and Growth View: Employees in both organizations should be able to understand cultural differences and be able to adopt the cultural path of the combined company. HP Norway completed one of the most successful relocations in history, most importantly maintaining market momentum during the relocation. In such a context, most companies typically see their performance declining as employees adapt to the new environment and new ways of working.
Justification
The Enterprise Architecture Framework for HP is a logical configuration used to categorize and organize HP’s descriptive representations for enterprise management and enterprise systems, automation systems and manual systems. It is derived from similar structures in the elder disciplines Architecture and Engineering which classifies and organizes design artifacts generated during the design and manufacturing of HP’s hard physical products. Zachman framework has many advantages, favored by the modern enterprise [5]. The first advantage for HP Company is that Zachman framework is widely accepted in modern society as the most excellent standard for developing and designing Enterprise Architecture. HP should adopt Zachman framework so that it can serve as a guide to the entire enterprise architecture development process. One other advantage of this is that it best conveys the business model to multiple stakeholders; not only the EA and developers have the design know-how. This improves professional exchange inside the information frameworks network by engaging all stakeholders in the enterprise [6]. Additionally to improving worker satisfaction and to maintain a consistent customer profile, HP Norway has also achieved noteworthy economic benefits from executing well. HP estimates that successful integration reduces the time each employee spends on HP’s internal processes within 20 hours, and successful communications, primarily through Integration Portal, reduce the time each employee spends on internal information and communications searches by 20% Hours [7].
Conclusion
Zachman framework is EA that gives a structured and formal view of the business. This framework provides a clear intersection of two historical categories that have been applied for many years. Another goal of the framework is to help shape the very complex, technical and methodological choices and problems within HP. These issues for the business enterprise may be of general management and technical management of great significance. Enterprise architecture is the practice of enterprise analysis, plan, preparation, and implementation. It always adopts an integrated approach to successfully develop and implement a strategy. Enterprise Architecture Application applies practices and principles to guide HP through the business, data, process, plus technology changes needed to execute a strategy. These practices use all aspects of the business to identify, inspire and attain these changes.
References

Tambouris, M. Zotou, E. Kalampokis and K. Tarabanis, “Fostering enterprise architecture education and training with the enterprise architecture competence framework”, International Journal of Training and Development, vol. 16, no. 2, pp. 128-136, 2012.
Qumer Gill and M. Atif Qureshi, “Adaptive Enterprise Architecture Modelling”, Journal of Software, vol. 10, no. 5, pp. 628-638, 2015.
Glazner, “Enterprise Transformation using a Simulation of Enterprise Architecture”, Journal of Enterprise Transformation, vol. 1, no. 3, pp. 231-260, 2011.
Oduntan and N. Park, “Enterprise Viability Model: Extending Enterprise Architecture Frameworks for Modeling and Analyzing Viability under Turbulence”, Journal of Enterprise Transformation, vol. 2, no. 1, pp. 1-25, 2012.
Blokdijk, Enterprise Architecture 100 Success Secrets – 100 Most Asked Questions on Enterprise Architecture Definition, Design, Framework, Governance and Integration. Dayboro: Emereo Publishing, 2012.
Conradie, An industrial engineering perspective of business intelligence. 2010.
Owen, Enterprise architecture. Delhi: White Word Publications, 2012.

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