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Memo to CIO on Success Criteria for Enterprise System Implementation and Enterprise Architecture Purpose of this Assignment This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes: analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organizations ability to contribute to strategic decision making and to respond and adapt to the business environment analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations analyze success criteria for higher application to enterprise architecture Assignment Your instructor has assigned each group one of several types of enterprise systems (ERP, SCM, CRM, etc.) to research and prepare a paper and an executive-level informational presentation. In Group Project 1, your team prepared a 2-3 page paper summarizing the case studies, evaluating the success of the implementations, and identifying lessons learned. For this assignment, you are to work independently and write a 1-2-page memo (not including references page) to the CIO that identifies more than seven success criteria for implementation of enterprise systems, for the category of enterprise systems assigned to your group (SCM) (NOTE: More than seven success criteria are required to receive all possible points; see Grading Rubric below.) Each of these success criteria should be briefly explained and then related to how they would be applied during an implementation of the assigned category of enterprise systems within the CIO’s organization. Discuss how each of the success criteria relates, on a larger scale, to satisfying the enterprise architecture. Some areas to consider include the structure of the organization and its processes and culture; other aspects of a proposed implementation relate to the phases of the system development life cycle (needs analysis, design, development, implementation, maintenance). The case studies your group is using may be a good source of ideas. The criteria you identify must be applicable to enterprise systems (in the category assigned to your group) and should come from your research. Important: Often students write this memo from the perspective of what it looks like to have a successful implementation of ES/EA. Instead, the focus should be on the criteria that will help you be successful! There is a difference here. For example, cost savings is the result but not necessarily the success criteria leading up to it. Now you could contribute cost savings to the fact that you had executive buy-in with sustained sponsorship (this could be an example) or other criteria that includes re-engineering of business processes as contributors. Please orient this memo such that you look at success criteria as the drivers for a good implementation. Also, please remember to put this into a memo format that looks professional. Please remember that the CIO has limited time and you should get to the key points quickly. Please refer to the grading rubric and carefully follow the assignment instructions! You are to use a Microsoft Word memo template. The use of at least three external scholarly resources (in addition to your case studies and other class materials) is required. (NOTE: More than three external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings). Instructions: use of at least three external scholarly resources (in addition to your case studies and other class materials)You should use scholarly journalsAPA format follow strictlyFollow the grading Rubric for better grades memo_to_cio_on_success_criteria_for_enterprise_system_implementation_and_ea.docx dmv_case_study.pdf common_approach_to_federal_ea.pdf practical_guide_to_fea.pdf zachman___the_framework_for_ea_background_description_and_utility.pdf Unformatted Attachment Preview Memo to CIO on Success Criteria for Enterprise System Implementation and Enterprise Architecture Purpose of this Assignment This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes: • • • • analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organizations ability to contribute to strategic decision making and to respond and adapt to the business environment analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations analyze success criteria for higher application to enterprise architecture Assignment Your instructor has assigned each group one of several types of enterprise systems (ERP, SCM, CRM, etc.) to research and prepare a paper and an executive-level informational presentation. In Group Project 1, your team prepared a 2-3 page paper summarizing the case studies, evaluating the success of the implementations, and identifying lessons learned. For this assignment, you are to work independently and write a 1-2-page memo (not including references page) to the CIO that identifies more than seven success criteria for implementation of enterprise systems, for the category of enterprise systems assigned to your group (SCM) (NOTE: More than seven success criteria are required to receive all possible points; see Grading Rubric below.) 1. Each of these success criteria should be briefly explained and then related to how they would be applied during an implementation of the assigned category of enterprise systems within the CIO’s organization. 2. Discuss how each of the success criteria relates, on a larger scale, to satisfying the enterprise architecture. Some areas to consider include the structure of the organization and its processes and culture; other aspects of a proposed implementation relate to the phases of the system development life cycle (needs analysis, design, development, implementation, maintenance). 3. The case studies your group is using may be a good source of ideas. The criteria you identify must be applicable to enterprise systems (in the category assigned to your group) and should come from your research. Important: Often students write this memo from the perspective of what it looks like to have a successful implementation of ES/EA. Instead, the focus should be on the criteria that will help you be successful! There is a difference here. For example, cost savings is the result but not necessarily the success criteria leading up to it. Now you could contribute cost savings to the fact that you had executive buy-in with sustained sponsorship (this could be an example) or other criteria that includes re-engineering of business processes as contributors. Please orient this memo such that you look at success criteria as the drivers for a good implementation. Also, please remember to put this into a memo format that looks professional. Please remember that the CIO has limited time and you should get to 03/15/2019 the key points quickly. Please refer to the grading rubric and carefully follow the assignment instructions! You are to use a Microsoft Word memo template. The use of at least three external scholarly resources (in addition to your case studies and other class materials) is required. (NOTE: More than three external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings). If you need assistance with determining what a scholarly journal is, library is a very good source of information, accessed via the following link: http://www.umuc.edu/library/libhow/articles.cfm. Remember to correctly cite and reference all sources. Since you are writing a memo, you should use in-text citations and list the references on a separate page at the end. After your individual assignment has been submitted, you will work with your group to select a set of recommendations for a successful implementation that will become a part of your Group Project 2, the executive briefing. Note: The filename of your paper should include your last name. An example would be: Smith_Memo.doc. Grading Rubric Your work will be graded according to the rubric below. Criteria 90-100\% Far Above Standards 80-89\% Above Standards 70-79\% Meets Standards 60-69\% Below Standards < 60\% Well Below Standards Possible Points 5 Points 4 Points 3.5 Points 3 Points 0-2 Points 5 There is a clearly written introduction to the memo, stating the purpose, using effective writing. The introduction adequately sets the stage for the memo. The introduction does not adequately set the stage for the memo. No introduction is provided or little effort is shown. 18-20 Points 16-17 Points 12-13 Points 0-11 Points More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are At least 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified, explained, and are applicable to Fewer than 7 criteria for successful implementation of enterprise systems (in the category assigned) are Few or no success criteria applicable to enterprise system and enterprise architecture There is an effective introduction to Introduction the memo, stating the purpose, using sophisticated writing. Criteria 03/15/2019 20 Criteria Application of Criteria 90-100\% Far Above Standards 80-89\% Above Standards 70-79\% Meets Standards 60-69\% Below Standards < 60\% Well Below Standards identified. Each of the criteria is thoroughly explained and each is very clearly applicable to enterprise system implementation success. Includes a thoughtful explanation on how the success criteria relates to enterprise architecture. Demonstrates a sophisticated understanding of course concepts, analysis, critical thinking and synthesis. identified. Each of the criteria is clearly explained and each is applicable to enterprise system implementation success. Includes a good explanation on how the success criteria relates to enterprise architecture. Demonstrates a good understanding of course concepts, analysis, critical thinking and synthesis. enterprise system implementation success, and may demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Some discussion on how the success criteria relates to enterprise architecture. identified. Some of the criteria may not be clearly explained, and/or may not be applicable to enterprise system implementation success, and/or may not demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Little to no mention of how this success criteria relates to enterprise architecture. implementation are identified and explained, or are not relevant. 45-50 Points 40-44 Points 35-39 Points 30-34 Points 0-29 Points The application in a successful implementation of enterprise systems is fully and clearly described for more than 7 criteria. Each of the criteria is appropriately related to implementation of enterprise systems (in the category assigned) and to satisfying the enterprise The application in a successful implementation of enterprise systems is clearly described for more than 7 criteria. Each of the criteria is appropriately related to implementation of enterprise systems (in the category assigned) and to satisfying the enterprise architecture; and The application in a successful implementation of enterprise systems is described for at least 7 criteria. The explanations relate the criteria to implementation of enterprise systems (in the category assigned) and satisfying the enterprise architecture, and demonstrate The application in a successful implementation of enterprise systems may be only partially described and/or fewer than 7 criteria may be discussed. The criteria may not be appropriately related to implementation of enterprise systems (in the category assigned) and The explanations for application of the criteria do not relate to successful implementation of enterprise systems, or are missing; or too few criteria are included. 03/15/2019 Possible Points 50 Criteria External Research Memo Format 90-100\% Far Above Standards 80-89\% Above Standards 70-79\% Meets Standards 60-69\% Below Standards architecture; and demonstrates sophisticated incorporation of course concepts and research, analysis, critical thinking and synthesis. demonstrates effective incorporation of course concepts and research, analysis, critical thinking and synthesis. adequate incorporation of course concepts and research, analysis, and critical thinking. satisfying the enterprise architecture, and/or may not demonstrate adequate incorporation of course concepts and research, analysis, and critical thinking. 14-15 Points 12-13 Points 11 Points More than three scholarly sources other than the class resources are incorporated and used effectively, contextualized, appropriately researched and supported, and synthesized with original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references. More than three scholarly sources other than the class resources are incorporated and used effectively, appropriately researched and supported, and support original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references. 9-10 Points Memo reflects effective organization and sophisticated writing; correct structure, 03/15/2019 < 60\% Well Below Standards Possible Points 10 Points 0-9 Points 15 Three scholarly sources other than the class resources are properly incorporated and used. Uses APA format for references and citations. Three or fewer sources other than the class resources may be used; may not be scholarly sources; may not be properly incorporated or used to support arguments; may rely too heavily on the reporting of external sources, and/or are not effective or appropriate; and/or are not credible, relevant, or timely. May not use APA format. No external research is incorporated or reference listed is not cited within text. 8 Points 7 Points 6 Points 0-5 Points Memo reflects effective organization; has few errors in sentence structure, grammar, and Memo has some organization; may have some errors in sentence structure, Memo is not well organized, and/or contains several grammar and/or spelling Memo is extremely poorly written and does not convey the information. 10 Criteria 90-100\% Far Above Standards 80-89\% Above Standards 70-79\% Meets Standards 60-69\% Below Standards grammar, and spelling; presented in a professional format using Word memo template. spelling; presented in a professional format using Word memo template. grammar and spelling; is in Word memo template. errors; and/or is not in Word memo template. < 60\% Well Below Standards TOTAL Points Possible 03/15/2019 Possible Points 100 DMV Case Study Purpose of this Assignment (The information below is excerpted from the Virginia Department of Motor Vehicles’ RFP 154:7-061, DMV CSI Systems Redesign Project, available from under Content>Course Resources>DMV_CSI_RFP_083107_Final_Release. Corresponding page numbers from the RFP are given in parentheses at the end of each lettered section heading.) A. DMV Organizational Overview (p. 2) The Department of Motor Vehicles (DMV) is a governmental agency in the Executive Branch of Virginia state government. Under the direction of the Secretary of Transportation, DMV administers motor vehicle and tax related laws for the continued benefit of all citizens of the Commonwealth of Virginia. Specifically, DMV administers motor vehicle titling and licensing laws, driver’s licensing laws, transportation safety laws, tax laws, and other motor vehiclerelated laws and regulations as directed by the Code of Virginia and Federal laws, as amended. DMV employs nearly 2000 full and part-time employees to meet its daily mission of providing transportation services to customers in Virginia. These employees provide services via one centralized administrative Headquarters located in Richmond, Virginia as well as 74 Customer Service Centers (CSC’s) and 13 Motor Carrier Service Centers/Weigh Stations (MCSC’s) dispersed throughout the state. In addition, some services are provided at more than 40 DMV Select offices located throughout the state. DMV Selects are a service alternative to visiting a full-service DMV Customer Service Center. Local governments and private entities contract with DMV to provide secure, select DMV transactions at convenient locations. DMV provides a multitude of services to private citizens, transportation entities, courts, law enforcement agencies, government agencies, insurance companies, and related transportation clients. The most commonly provided DMV services include:    Credentialing – This includes the provision of driver testing and licensing, vehicle titling and registration, credentialing of commercial motor carriers, and regulatory licensing functions such as fuel distributors, rental car companies, dealers, commercial driver training schools, driver improvement clinics, and 3rd party testers. Tax processing – This includes support for the calculation, collection, accounting, and reporting statistics for all tax filings (including IFTA, tax on fuel, and tax on motor vehicle rentals) as well as support for an external/taxpayer audit function. Oversight of related programs such as transportation safety and information management Due to the nature of DMV business processes, the type of work performed by the agency requires substantial use of automated systems. It is imperative that the agency operate its programs and facilities in an efficient manner, incorporating into its operation those July 2014 1 technological developments and automated solutions that will enhance the delivery of services to DMVs various transportation clients. B. The Opportunity (p. 1, pp. 2-3) DMV has decided to undertake a systems redesign they are calling CSI:       Customer-centric Service Oriented State-of-the-art Secure Intelligent …..CSI The DMV CSI Systems Redesign project focuses on the fragmented processing of DMV’s core business areas of credentialing, tax processing, and financial management. The purpose of the CSI effort is to transform these fragmented and outdated systems into one modernized system that is responsive to the ever-changing needs relating to internal security, homeland security, legislative mandates, and customer relationship management. As we move forward with this endeavor, DMV has a unique opportunity to revolutionize the agency’s approach to fulfilling its mission, carrying out core functions, and delivering service. DMV intends to fully integrate processing while incorporating and leveraging the full functionality and benefits of proposed technology solutions as well as the technology already in place. The scope of the DMV CSI Systems Redesign project is based on utilizing a fully integrated system to serve and manage our customers, our contractual business partners, and our stakeholders. The scope includes, but is not limited to credentialing, tax processing, and financial management. The CSI Redesign consists of the following components:      July 2014 User interfaces for Headquarters, Weigh Station, and Customer Service Center staff, DMV Selects, Internet, Touchtone, cyber sites, and selected business partners (online dealers, Commissioners of the Revenue, insurance companies, motor carrier companies, etc.) Core business services Infrastructure services to manage access rights, perform audit and system logging functions, a business rules engine, a message broker to facilitate communication between components and with external system interfaces, transaction suspense capability, and a correspondence module. Data stores, business intelligence to provide regular and ad hoc management reports, audit reports and fraud alerts, and other applications, and Interfaces to other systems, such as DMV’s Purchasing, Inventory, and Payables System (PIPS), Department of Accounts (DOA), Treasury, Unified Carrier 2 Register (UCR) repository, Centralized Accident Processing System (CAP), Traffic Records Electronic Data System (TREDS) which will replace CAP, Hauling Permits, Virginia Criminal Information Network (VCIN), DMV’s Human Resource system, etc. C. The Current Environment (pp. 6-7) 1. Overview of Existing Customer Service Center (CSC) Environment Each CSC has the capability to house its own hardware and software supporting the citizens of the Commonwealth utilizing server virtualization and operating system streaming to reduce the support costs associated with distributed systems. The main technologies utilized are based on Ardence Desktop Edition (www.ardence.com) to stream the Windows operating system to the desktops. VMWare ESX server is utilized to host virtual Windows 2003 based servers. DMV CSCs are connected to the DMV HQ via T1 speed circuits. The HQ WAN connections are enhanced by the use of F5 WANjet appliances. DMV CSC’s also have frame relay circuits connecting them to the Virginia Information Technologies Agency (VITA) data center for SNA Mainframe traffic only. All servers in each branch must support being virtual servers. This allows DMV to centrally manage and deploy servers without having to procure or replace server hardware as systems are introduced, upgraded, or replaced. Servers can be deployed from the central DMV support system utilizing the existing DMV Virtual Server Farm. DMV has a pair of HP Proliant DL360s fiber connected to an HP MSA1000 SAN for Virtual Machines. All connections to the SAN are through the DL360s and Virtual Servers. The current storage capacity of the MSA1000 is approx 1TB of storage. Disk space can be provided via Windows 2003 Virtual Servers. All workstations have the operating system streamed (OSS) via Ardence Desktop Edition. This allows DMV to centrally manage and update one system image for all machines at the DMV CSCs. The internal hard disk on each workstation has been deactivated as the operating system is streamed but can be enabled if necessary. Also, Ardence Desktop Edition provides a full Windows XP Pro Operating system, not an XP embedded or thin client OS. This allows any device with the proper drivers installed in the master image to work on the DMV OSS Workstations. DMV has deployed HP dc7600 slim line PC’s for the OSS Workstations. User authentication, authorization, file and print, and group policies are provided locally at each CSC via Virtual Windows 2003 Servers. Each CSC presently has its own software to support the citizens of the Commonwealth for driver licensing and vehicle registration utilizing CSCNet (Customer Service Center Network) written in the Software AG language Natural, in a Unix environment. July 2014 3 2. Overview of Existing DMV HQ Computing Environment At its Headquarters location, DMV operates a Novell v6.5 LAN. Customer Service Center PC’s connect to the HQ LAN via the WAN. DMV PC’s operate in either a Windows 2000 or XP Pro SP2 environment. Novell GroupWise v7.x is used for e-mail. Netware for SAA is used for 3270 emulation with the use of Powerterm to access CSS. 3. Overview of Existing Citizen Services System (CSS) The CSS System is a mainframe application system ... Purchase answer to see full attachment