Section 2: Current Architecture Summary

2.1 Strategic Goals and Initiatives

See below a table mapping specific strategic goals to specific strategic initiatives and then those initiatives to the supporting EA components.

Strategic Goals

Strategic Initiatives

Supporting EA Components

Maintain Solid Financial Growth Increase gross revenue by at least 15% per year.Increase overall profit by at least 3% per year. New Sales & Customer Portal, Product Parts Database, Customer Database, Sales Database
Increase Market Share Achieve/maintain #1 market share in at least one product line per division.Increase market share through acquisition/mergers where appropriate.

Introduce at least one new product per year in each division.

Sales Database, Inventory Management System, Warehouse Management System
Increase Product Competitiveness Reduce defects in consumer and industrial divisions to less than 0.3%Reduce defects in aerospace division to less than 0.1%

Maintain at least a 95% customer satisfaction rating for consumer/industrial products.

Maintain at least a 99% customer satisfaction rating for consumer/industrial products.

Reduce average product time-to market by 8% annually in 2005-2008

Lean Manufacturing Accelerated Improvement Workshops, Supply Chain Management System, Customer Service Database, Capacity Planning and Control System, ERP System
Promote Organizational Excellence Increase employee satisfaction survey ratings by at least 6% annually in 2005-2008Lower employee turnover in manufacturing plants by at least 10% in 2005 and 2006.

Increase participation in employee school tuition program by at least 5% annually.

Employee Opinion Surveys DatabaseEmployee Involvement Programs Database


Table 2 – Strategic Goals and Initiatives

Business Processes and Information Flows

The table below tracks DMC, Inc.’s lines of business (LOBs) to key processes supporting those LOBs, including information flows between systems and finally the supporting EA components.

Line Of Business

Key Processes

Information Flows

Supporting EA Components

Sales  Marketing Daily Marketing and Sales data pushed to data mart. Periodic summaries Sales Data mart Website, Sales & Inventory Database, Laptops, Remote Access Extranet
Commissions Recording and payment of sales commissions, in conjunction with base and bonus plans Sales Database, e-billing system, Customer database
Sales Force Daily Sales and Marketing follow-up between customer service and field sales force Sales force tracking database, ERP payroll module and database, Supply Chain Management Database
Manufacturing Operations  Production Work Centers Daily Capacity Planning and Scheduling data by work center Mfg. Ops Website by Logistic work group
Supplier Parts Orders Daily/Biweekly/Monthly receipts and issues log Mfg. Ops Website by Logistic group
Customer Support Offices Customer Service Level Support Process Customer Feedback Mfg. Ops Website by Logistic work group
Warehouse Operations  Automated Warehouse Management Daily/Weekly/Biweekly/Monthly schedule of products move report Mfg. Ops Website by Logistic group
Logistics Daily/Weekly/Biweekly, Monthly report of carrier activities Mfg. Ops Website by Logistic group

Table 3 – Business Processes and Information Flows


2.3 Systems and Services

DMC, Inc. has a complete suite of systems and services which support the flow of information between all of DMC’s lines of business. This is a blend of COTS and in-house developed applications, web interfaces and backend databases which seamlessly integrate and support the goals and strategy of the business. The new ERP planning and control system will provide internal users with the ability to management manufacturing, planning, scheduling, warehouse management, and customer service operations via a web-based front end. Users will be able through the web-based data-mart obtain current data and information to support daily operations status for management. These systems are highly integrated across the business unit and provide all users from data entry through management with online, real time data to support enterprise planning, scheduling and status for all of these systems and services are organized into the following areas:




ERP System Enterprise-wide planning, scheduling, management control and visibility of LOB measures and metrics
Customer Relationship Management System Integration of sales and partner data with real time daily status of new orders and shipments
Warehouse Management System Web-based tracking of inventory products
Web Portal Internal and External visibility of company and partner information for sales, orders, inventory, deliveries, shipments and operations schedules

Table 4 – Systems and Services Components




2.4 Technology Infrastructure

DMC Inc’s technology infrastructure is summarized in three key areas: Common Operating Environment, WAN & LAN, and IT Standards.

A Common Operating Environment (COE) provides a uniform configuration of hardware and software throughout the enterprise to eliminate software and data incompatibilities and improve troubleshooting. This COE provides a view of the seamless integration of voice, data, and video EA components as well as artifacts that make up the Technology Infrastructure levels identified in DMC’s EA3 framework.

Substantial effort has been made to coordinate these IT architectures to maximize the flow of Voice, Data and Video. The infrastructure seamlessly integrates technologies such that collaboration can be performed virtually at all locations in the Enterprise.

Cost/Benefit analyses have driven DMC to a 95 to 99% uptime standard on most non-critical systems. Critical systems currently have a 99.99% uptime standard, and DMC is working to increase that standard to 99.9999%. Only completely redundant datacenters in disparate locations will increase reliability further.

All critical systems are scalable, at minimum, to twice the capacity needs of the 5 year Enterprise growth projection estimates. Non-critical systems vary greatly in terms of scalability.

Cost efficiency also varies greatly system to system. See Section 1: Governance and Principles for Enterprise standards regarding the purchase of new technologies.

We have thus far reduced duplicate services and redundancy in Technology Infrastructure systems by 10% since beginning the implementation of this Enterprise Architecture. Our goal is to reduce redundancy and duplication by an additional 20%.

2.5 IT Security

Security and confidentiality within the DMC technology infrastructure is paramount to the success of the business. DMC, Inc. will emphasize the availability of secure systems which provide user-level and two-factor authentication, all forms of encryption appropriate to the technology, digital signatures and non-repudiation. Due diligence in every area will be observed to ensure the confidentiality of our data. DMC will embark on a Security framework that will allow partners and suppliers with access through the DMC firewall protecting important proprietary data however allowing DMC partners and suppliers to view key collaboration information pertinent to developing partner and supplier relationships. This will include inventory information, goods shipment data, co-design and build information, as well as sharing data between sites to support customer development of key business drivers.


2.6 EA Standards

This section of DMC’s EA Plan provides documents and references to the standards that will be used as the Technical Standard Reference for the company. See Table 5 below for further information on DMC’s EA Standards Baseline and the Technical Standards Reference for each area.


DMC EA Standards Baseline

Technical Standards Reference

DMC Process and Tools Macroscope DMU
DMC Voice, Data, Video Technologies IEEE-Institute of Electrical and Electronic Engineers
DMC Operations Standards Malcombe Baldridge Standards
DMC Change and Configuration Management Standards European Committee on Standardization
DMC Architecture Design Standards International Enterprise for Standardization

Table 5- DMC EA Standard Baseline


These standards are used when considering the addition of any new EA component.



Workforce Requirements

Staffing requirements are necessary components of any IT-related project pursued by DMC, Inc. To the extent possible, specific qualifications for each staff position are also required. DMC, Inc. staff managers are to fill these positions with only qualified personnel. Workforce requirements planning will incorporate turnover, vacations, and sick leave to the extent possible. Project employees will maintain an on-going training regimen to maintain and enhance the skills required to support the project. Training regimens will be components of and fully funded by the project’s budget.


DMC Job Role


Training Requirements

Project Manager PMP Certification Program PMP-1-24524 Plan
Sales Analyst SAT Certification Program SAT-3-581603 Plan
Manufacturing Planner APICS Certification Program CPIM-11-37-65734 Courses
Systems Analyst IIE Certification Program IIE-26-482-56391 Structure
First Level Manager DMC Line Management Certification Program DMC-2-471-640 Plan

Table 6-DMC Workforce Training Requirements

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