Providing Services to Enterprise and to Missions focused on Earth challenges

Blog post
edited by
Matt Tricomi

Our Services Catalog focus on architecture, management, research, and communication lifecycle challenges for large organizations for private and public sector. We offer these services in traditional manner at corporate or agency headquarter to level to design, analyze and enhance management of the overall entity, enterprise, etc. We operate in extending the current leadership and management capabilities to offer out innovative architecture, design, and change approaches and solutions that help accelerate and increase quality and relevance of the project, program, management, governance, and implementation. 

And on top, rather than use proprietary methods unique to Xentity, more methods and tools are non-proprietary and adopted by Federal and Large Enterprise Architecture programs. And we even provide the toolsets, methods, templates, training to our clients and partners. We plan to release a collaborative wiki area of our extensive library of tools, templates, and training guides over 2013 and 2014 to help in expanding use and understanding of the approach.

Read more on Developing a Transformation Approach 

 

So what is different?

As discussed in Blending a Distributed Transformation Team, we approach transformation by reporting to corporate sponsor, but with close on-the-ground ties as much as possible with the team in the program, in the mission, in the operations and product management. Moreso, we try to focus our subject matter expertise, as one of our core architecture concepts point out, on services for Earth Mission Areas. So, on top of our enterprise services, our consultants have subject matter expertise in applying these services in issues that are critical to large world transformation such as energy, water, climate, geospatial, remote sensing, natural resources, travel, and education. To grow our subject matter expertise, we also invest in researching and piloting our patterns to allows us to prove our concepts and strengthen the specific business cases addressing these world challenges. This allows us to provide re-usable approaches, innovative concepts and solution patterns that are applicable to specific to your industries.

This is a major differentiator over staff augmentation agencies. We not only can bring the technical requirement, the staff and business management, and domain knowledge, but can share the architecture, management, and communication patterns from our knowledge base across the industry on emerging commodities such as in cloud, geospatial, energy information, etc.

What are our Integrated Change Management Concepts

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added by
Wiki Admin

Improve Performance – Plan and Manage your change

Your project, program, or organization leadership typically hinges on your effectiveness to implement relevancy. Usually that means improving performance or integrating change – both of which helps garner the goals.

Issues clients may encounter requiring these services include:

  • Program Management: Few delivered on time, on budget, on scope, on quality. Sponsorship lacking, not insuring/governing/buying risk, still not agile PM
  • Planning to the beast and not the customer: There is a fear at operational level of making decisions that lead to a innovative approaches or straying from norm – risk adverse. And why not, what is the reward for doing things better?
  • Your Team is thinking about surviving, not thriving: Is your mission management model or system designed to manage sustained change and transition proactively and built into the culture? Or is it setup to run operations, and as issues come up, react distinctly to each issue. You may have organizing units by a product or service, but are your metrics setup about growing, increasing relevancy?
  • Enterprise Planning flavor of the day: Due to either past failures, or perception that new approaches are repackaged ways tried before kills internal buy-in towards integrated or collaborative techniques. Enterprise architecture, team functional/segment analysis, or agile project management may have been “tried” before, but instead of evaluating failure as tried to take on too much scope, other factors not resolved above, or simply, was over-engineered, are usually not labelled as the cause. The baby gets thrown out with the bath water or enterprise planning gets tossed aside due to lack of leadership, mistrust or burn-out.
  • Shopping hungry (aka Funding Mismatch): You have a great new change plan, great new architecture, but its unfunded both short and long-term. How do you work within your budget which is a constraining variable in all work formulas precluding optimization across elements. These may be synthesized or aggregated – mixed and matched as you see fit. Some programs may actually be funded right, but key functions of program budget are misaligned limiting what can be accomplished as a whole.

Many of these issues need to be addressed before engaging in a change management initiative, and many may be noted as part of the new change plan. But a concept, or set of recommendations is just that. There needs to be a way to continue buying back the risk of implementing the changes in an integrated, efficient, and effective pattern.

Our management services focus on introducing the right performance management or/and change management tools to help your initiatives achieve.

We use an Integrated Change Approach

The key to Xentity’s success at executing  business transformation, governance, and excellence in communication management has been in the knowledge of how to integrate and tie all domains of program engagements together to create a sum value greater than the individual parts. In 2006, Xentity published an approach on enterprise planning business intelligence and management for the Department of the Interior to improve the change management coordination between CIO investment and information management including CyberSecurity, Privacy, Capital Planning and Investment Control, Enterprise Architecture, Project Management Plans and coordinating OMB required PAR and other strategic performance reports. In commercial organizations, some of the rigor, policy, or other aspects may very, but the tenets remain the same.

To make changes among these previously disparate and uncoordinated efforts, an Integrated Change management approach was recommended. This includes an integrated oversight of the parts that need to be connected, understood, and communicated prior to significant investment, supported by excellent  communication and project management skills to facilitate the changes.

This is crucial to the executing of enterprise information management, program management offices (PMOs),and data lifecycle management concepts with multiple driving force directions pulling on it (i.e. policy change, regulations and compliance, mission direction including strategic plans and transformation blueprints, and change budget pressures). These approaches help ensure Enterprise Architecture plays a key role in being a coordination component to organizing strategic principles, product and service roadmaps, transformational blueprint recommendations, and resulting plans such as product, capital, integrated strategic, and even future business cases, yet at same time, is just one of many key change leadership and management components.