Book Image

Open Text Metastorm ProVision 6.2 Strategy Implementation

By : Bill Aronson
Book Image

Open Text Metastorm ProVision 6.2 Strategy Implementation

By: Bill Aronson

Overview of this book

Open Text ProVision® (formerly known as Metastorm ProVision®) is an Enterprise Architecture (EA) solution allowing for effective planning and decision making throughout the enterprise. It enables an organization to have a central repository of information about the business, reducing organizational risks and better optimizing business resources. Implemented well, it enables better and more actionable decisions exactly when you need them.This book combines theory and practice to provide a step- by- step guide to building a successful customer- centric model of your business. The approach is simple and down to earth, and along the way, with various real-world examples, you will learn how to make a business case, use a framework, and adopt a methodology with Open Text ProVision®. This book draws on the experience of ProVision® experts around the world. By combining theory with practice from the field you can avoid common mistakes and develop a successful customer centric strategy for implementing ProVision®. Each chapter builds on the previous one to give you the confidence to implement a central repository, dealing with both the technical and human issues that you might face.
Table of Contents (16 chapters)
Open Text Metastorm ProVision® 6.2 Strategy Implementation
About the Author
About the Reviewers

Who needs to be involved

In an ideal world, senior management would understand that one of their most important assets is the knowledge of the organization itself. They would be fully committed to the creation of a central repository, ensure that there were sufficient resources to maintain it, and support the development of effective processes. Every major decision would be informed by the content of the central repository. Every project would obtain information from and contribute to the central repository.

Most of us do not live in such a world yet.

Motorola change process

Motorola knows a thing or two about the process. Here is their humorous analysis of what really happens:

  • Assign a manager

  • Set a goal that is bigger and better

  • Define the direct outcomes

  • Determine the measures

  • Dissect the problem

  • Redesign the machine

  • Implement the adaptation

  • Test the results

  • Assign blame

In this chapter, I will suggest how a governance structure might look, once the vision has been implemented. I will then move on...