1. Philosophy of
Enterprise Architecture
&
Proactive Management
Best Use Practices for Operational Systems Integration and Delivery
The working philosophy is to educate, collaborate with and empower those individuals and
business entities engaged in the practice of smart, proactive business technology delivery. This
approach enables strategic planning optimization that ensures enterprise business unit
interoperability, future growth scalability and program success for both the client and
organization.
© EjRoley 2012

2. © EjRoley-2015
Philosophy of the Keys to Success in Today's Information Technology Arena.
I have found that the keys to a successful technology organization are based in-part, on the following
concepts and activities:
 Review and evaluation of applicability and ability to maintain the existing state of
technology across all agencies, this also includes review for future needs
 Understanding of the existing educational levels of all employees and provide on-going
training as need-identified
 Having a documented and clear understanding of each and every department's "job"
responsibilities, personnel capabilities to perform those activities, current level of
implemented technology and training to use that technology most effectively in daily
operations
 Having a clear and realistic set of technology directives from upper management that
leads the rest of the organization in a unified effort
 Enforcing accountability from all of the collective departments’ activities that are kept
in-line with check-point validations but not to become so constrictive that the designed
operations and validations become an additional workload to the end-users/employees.
 Open communications among departments and the elimination of overlapping and
redundant workflow processes
 Upper management and stakeholders’ support on strategic agency directives even when
the decision(s) may not be popular
 Empowerment of all employees to actively contribute to and participate in the
processes of daily operations that are conducted in confluence with department(s),
agency(s) and aggregate government body approved directives and goals
Each of these points lend themselves to creating an open environment that promotes intelligent
use of existing technologies, reduces waste and provides a realistic roadmap for wise resource
use and planning.
Philosophy and experience with different software development
methodologies?
The successful philosophy implementation on the enterprise development methodologies and the
successes or failures, are based on the following points and should be graded as effective or not, based
on the following questions:
 What did we do well, provided that the collected metrics are trusted /viable?
 What have we learned overall from the existing in-use processes?
 What can we do better with the existing environment?

3. © EjRoley-2015
 What puzzles us still in terms of increasing efficiencies and reducing time
waste/constraints?
In a high-level review of development methodologies, the key common aspects of SDLC and data
modeling are that they are Use Case Driven (development is typically driven through user-visible
features). The operation must be process iterative, and architecture centric with the priority to building
an architecture early on that will last the project through and into the future with other projects.
The successful Agile/Scrum hybrid model concentrates on the management aspects of software
development, dividing development into thirty day (typically) iterations (called 'sprints') and applying
closer monitoring and control with daily scrum meetings.
This practice tends to place much less emphasis on the detailed engineering practices and multi-person
collaboration with its project management approach to include “extreme programming” engineered
practices.
Philosophy of experience in building, justifying and managing a budget.
The constructs of building, justifying and managing a budget are structured on the budgetary
components that must have the following:
The drafting and monitoring of Strategic alignment of organizational goals in short-term and long-term
planning.
Documented rules of engagement in relation to inputs and outputs required and identified by SME's to
progress the schedule forward in accordance with budgetary constraints and measurable milestones.
The determine estimated gross profit margins or productivity margins based on the "costs" in relation to
the gained benefit from operational activities.
 Identify needs of "client", internal/external
 Identified monetary allocations per identified agency/department(s)
 Accurate identified scope of services and or applications. Determination level of
required man-hour effort
 Estimated longevity of designed project(s) with "re-useable components"
 The collection and proper distribution of budgetary allocations with the allotments
being proactively
 Justification by department managers and review committee (CCB Review)
Also, the continuous monitoring along with period-ending monthly, quarterly and annual review of cost-
based accountability on a given budget and also on an aggregate, agency-wide level.
Good Questions to ask are:

4. © EjRoley-2015
 Are the resources used in "production" being used to the highest level of effectiveness?
 Are we getting the highest possible ROI (ROA) from operations and "investment"
activities?
 Are the initiatives and operations maintainable with the given budget and identified
constraints?
Philosophy and constructs of building an organization through Change
Management and getting people to work together.
In building an organization and fostering a highly productive working environment, it is best derived
from employee empowerment and accountability of the entire workforce.
Having worked with multiple departmental groups (5 to 50) departments with multiple employee
skillsets in each, it is essential to foster and grow enhanced collaboration and hence, increased
productivity with the concept of "employee ownership".
I also believe that the key to making an organization successful is Empowerment and Ownership.
When an employee or groups of employees truly feel valued and heard, they feel that their ideas,
concerns and input are valued by management. This builds trust. This trust is critical to an employee's
productivity and desire to excel at their given job-task duties.
Another key concept is to provide an organization with a common goal or set of realistic goals with
aligned incentives.
Monetary incentives along with non-monetary incentives (awards, company sponsored events,
community events, idea contests) also creates a communal goal that unites individual groups, intra-
departmental collaboration and agency success.
The best approach is to include down to the lowest common denominator of employee based input,
make them feel valued and respond appropriately to their concerns/fears, ideas and identified needs to
perform their jobs effectively and boost their self-confidence in their efforts.
Although not all employees may choose to or want to participate, at the very least, providing a venue
for their participation is one of the fundamental building blocks to instill "employee based ownership".
Everybody wants acceptance and with acceptance must come accountability within the provided
environment of the given job-task constraints.
Getting people to work together is not just the job of managers but also the employees as a cohesive,
highly productive team.

5. © EjRoley-2015
Questions and Answers
Q: What have you found to be the keys to success for a technology organization, and why?
A: I have observed and found that the fundamental keys to a successful technology organization
are based on the following concepts and activities:
 Review and evaluation of applicability and ability to maintain the existing state of technology
across all agencies, this also includes review for future needs.
 Understanding of the existing educational levels of all employees and provide on-going training
as need-identified.
 Clear understanding of each and every department's "job" responsibilities, personnel
capabilities to perform those activities, current level of implemented technology and training to
use that technology most effectively in daily operations.
 Clear and realistic technology directives from upper management that leads the rest of the
organization in a unified effort.
 Accountability from all department's activities that are kept in-line with check-point validations
but not become so constrictive that the designed operations and validations become an
additional workload to the end-users/employees.
 Open communications among departments and the elimination of overlapping workflow
redundancies.
 Upper management commitment to sponsorship and support on strategic agency directives
even when the decision(s) may not be popular.
 Empowerment of all employees to actively contribute to and participate in the processes of
daily operations that are conducted in confluence with department(s), agency(s) and aggregate
government body approved directives and goals.
 Each of these points lend themselves to creating an open environment that promotes intelligent
use of existing technologies, reduces waste and provides a realistic roadmap for wise resource
use and planning.

6. © EjRoley-2015
Q: What is your philosophy and experience with different software development methodologies?
A: My philosophies on the operational development methodologies and the derived successes or
failures are based on the following points and should be graded as effective or not, based on the
following questions:
 What did we do well, provided that the collected metrics are trusted /viable?
 What have we learned overall from the existing in-use processes?
 What can we do better with the existing environment, permissions hierarchy and talent pool?
 What constraints exist in terms of blocking the increase of efficiencies and reducing time
waste/constraints?
 In a high-level review of development methodologies, the key common aspects of enterprise
development is that it is Use-Case Driven (development is typically driven through user-visible
features), and should be process iterative, and architecture centric with the priority to building
an architecture early on that will last the project through and into the future with other
projects.
 Scrum concentrates on the management aspects of software development, dividing
development into thirty day (typically) iterations (called 'sprints') and applying closer monitoring
and control with daily scrum meetings. It tends to place much less emphasis on the detailed
engineering practices and multi-person collaboration with its project management approach to
include "extreme programming" engineered practices.
Q: Describe your experience building, justifying and managing a budget.
A: My experience in building, justifying and managing a budget are structured on the budgetary
components that must have the following items as part of the overall perceived value you are delivering:
 Strategic alignment of organizational goals and commitment to sponsorship from upper
management
 Rules of engagement in relation to inputs and outputs required and identified by SME's to
progress the schedule forward in accordance with budgetary constraints
 Determine estimated gross profit margins or productivity margins based on the "costs" in
relation to the gained benefit from operational activities

7. © EjRoley-2015
 Identified needs of "client", internal/external
 Identified monetary allocations per identified agency/department(s)
 Accurate identified scope of services and or applications. Determination level of required man-
hour effort
 Estimated longevity of designed project(s) with "re-useable components"
 The collection and proper distribution of budgetary allocations with the allotments being
proactively justified by department managers and review committee (CCB Review)
 Also, continuous monitoring along with period-ending monthly, quarterly and annual review of
cost-based accountability on a given budget and also on an aggregate, agency-wide level
Good Questions to ask are:
Are the resources used in "production" being used to the highest level of effectiveness?
Are we getting the highest possible ROI (ROA) from operations and "investment" activities?
Are the initiatives and operations maintainable with the given budget and identified constraints?
Q: Describe your experience building an organization and getting people to work together.
A: In building an organization and fostering a highly productive working environment, it is best
derived from employee empowerment and accountability of the entire workforce.
 I have worked with multiple departmental groups (30-50 departments with multiple employees)
to foster and grow enhanced collaboration and hence, increased productivity with the concept
of "employee ownership"
 I also believe that the key to making an organization successful is Empowerment and
Ownership. When an employee or groups of employees truly feel valued and heard, they feel
that their ideas, concerns and input are valued by management. This builds trust. This trust is
critical to an employee's productivity and desire to excel at their given job-task duties
 Another key concept is to provide an organization with a common goal or set of realistic goals
with aligned incentives
 Monetary incentives along with non-monetary incentives (awards, company sponsored events,
community events, idea contests) also creates a communal goal that unites individual groups,
intra-departmental collaboration and agency success

8. © EjRoley-2015
 The best approach is to include down to the lowest common denominator of employee based
input, make them feel valued and respond appropriately to their concerns/fears, ideas and
identified needs to perform their jobs effectively and boost their self-confidence in their efforts
 Although not all employees may choose to or want to participate, at the very least, providing a
venue for their participation is one of the fundamental building blocks to instill "employee based
ownership"
 Everybody wants acceptance and with acceptance, must come accountability within the
provided environment, job tasks and constraints
Getting people to work together is not just the job of managers but also the employees themselves.
Once true “ownership” is embraced by all of the organization’s members, customers are satisfied,
reward is realized, and productivity along with profitability, is maximized