One of the principles that we Philippines Email Lists apply, whether it is in the upstream phase of transformation framing, or in the implementation phase is what I call respecting the roles of each actor in the use of technologies. This principle is inspired by the OMG’s MDA (Model Driven Architecture). That is to say that there are 3 main levels of abstraction to define when we want to build or integrate a digital asset in an organization: We do not follow MDA at all as a method of achievement by models. Simply, for us, these 3 major models allow us to distinguish 3 major roles in transformation projects

the business: which must remain focused on business concerns: process, data and express a need independent of digital solutions the architect: who offers solutions IT project managers: who will define with the business what is in and outside the scope, depending on the solutions chosen, then, always in constant dialogue with the businesses: implement (code or configure) responses to detailed needs with the solutions identified One interpretation, among others, of this principle of separation We often observe that this clear separation of concerns is often extrapolated to the life cycle of projects as: “the only way to carry out a project is to express a need (through the trades).

One of our principles of action

then the architect will look for solutions eligible and help the business to finalize a choice, then we will move on to a realization / implementation phase,…. In short, a diagram of this type, classic and that we also But this approach is only one interpretation among others of this principle of separation of concerns and models between businesses, architects and IT project managers. The reality is sometimes more complex. For example, many of our customers are faced with opportunities to use an existing technology asset. a subsidiary that can benefit from a technological asset from its parent company the buyout of a company by an investment fund that allows the benefit of a more modern ERP


In other cases, and simply to take up one of the principles of implementation specific to Philipe Silberzahn: we start from the means available to imagine new goals. Without going into the details of the effectuation theory by Philippe Silberzahn, I invite you to read the chapter “Building strategy from technology” of this article . The role of the consultant in digital transformation to stick to reality or the customer context while respecting the principle of separation In this type of context, the digital transformation consultant finds his place alongside the architect. On condition that he is familiar with a technological asset, or at least that he knows how to activate at the publisher or the manufacturer who can answer his questions AND who he can check and test what is announced to him.

One interpretation, among others

The role of the strategy and transformation consultant will be to find a way to take advantage of a technological asset (or to permanently bury this opportunity if no relevant target for use can be found). For that he goes: Constantly bringing the professions back to their needs and challenges (and helping them to do so), Fight against their unconditional enthusiasm for a solution (publishers’ salespeople still have a bright future ahead of them!) Fight against their sudden discouragement and their desire to give up everything and start afresh (hoping for the big night and forgetting all the risks and costs associated with this great return to zero)

The digital transformation consultant and the IS architect Qualify the necessary of the accessory, quantify the needs to bring back numbers and rationality and limit the emotional in arbitrations (scope, prioritization of use cases, etc.) Define organizational or process solutions when the solution does not meet a need and cannot be adapted under penalty of exploding the costs of the project and especially the recurring costs of maintaining in operational condition (this is often the case for ERP-type solutions) Continuously shed light on the different scenarios, in particular their impacts on project costs and on the recurring costs of Maintenance in Operational Condition (MCO)

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