7) CSMF: Certified Strategic Modeling Facilitator

Certification Master Course for Data Modellers in Strategic Modeling from Business Plans
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  • Lectures 22
  • Length 5 hours
  • Skill Level All Levels
  • Languages English
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About This Course

Published 3/2016 English

Course Description

This CSMF Course is a Master course that teaches New, Rapid Delivery Data Nodding methods. The Course Image for this CSMF course is an Automobile Assembly Line, which, similar to the CBDM course,  is the focus of the Data Modeling Case Study Workshop that comprises the CSMF Exam. 

It teaches methods for developing a strategic model in a Facilitated Session with senior and middle-level business managers using strategic business plans as a catalyst to develop a strategic data model.

This Master Certification course teaches Strategic Modeling Facilitators how to develop a strategic data map using business planning statements as a catalyst, by using business terminology, NOT technical data modeling terminology. A strategic data map is seen by senior business managers as a “picture of their business”.

[A Strategic Data Model (or strategic data map) is an Enterprise Data Model (or enterprise data map) with every many-to-many association decomposed into an Intersecting (Associative) entity and two, one-to-many associations. The many end of each association touches the Intersecting entity, while the one end of each association touches one of the two entities originally related by the many-to-many association.]

The course teaches facilitators how to identify business processes in any data map manually, rapidly and easily by visual inspection, for selection of priority processes by business managers for early delivery. The course teaches facilitators how to identify the project phase number of every entity in any data map, manually by visual inspection and how to derive project plans from any data map manually, by visual inspection.

It also teaches facilitators how manually, rapidly and easily, to derive an Enterprise Architecture Portfolio Plan (EAPP), for delivery into production of priority, reusable, standardized processes comprising fully-integrated databases and systems: rapidly, in 3-month increments of increasing functionality. These reusable processes, when implemented, can save large organisations hundreds of millions of dollars in annual operating costs.

Finally, this Master Certification Course teaches facilitators how to derive Project Maps, manually, rapidly and easily, by visual inspection of any complex data map, for progressive delivery of Early Milestone Deliverable sub-projects in 3-month increments, so that business benefits can be realized from early implemented sub-projects, while later sub-projects are still being developed.

As I have developed Parkinson's Disease since the video was first recorded in 2009 and can now no longer speak clearly, I have asked Russell Abisla of Visible Systems Corporation in Boston, MA to present the initial Introduction video on my behalf.

What are the requirements?

  • Management Consulting or EA Consulting experience working with senior-level and middle-level business managers and a desire to learn New Rapid Delivery Data Modeling methods to develop, in a facilitated Session over a half- day with senior managers or over two days, a strategic data model (strategic data map) from strategic business planning statements.

What am I going to get from this course?

  • At the end of the Course, you will be able to:
  • • Understand how a Strategic Data Model (as a picture of the business) can be developed in a Facilitated session of only 2-days by business managers and business experts.
  • Understand how these business managers and business experts do not need technical knowledge of data modeling, but do need (and already have) detailed knowledge of the business and its business rules.
  • • Understand how starting from their Strategic Business Plan, databases and systems for priority business processes can be delivered into production rapidly, in 3-month increments of increasing functionality.
  • • Understand how to identify business processes in a strategic data map, for identification of priority business processes by business managers.
  • • Understand how to use tactical business plans to expand a strategic data model to further tactical data map detail.
  • • Understand how to identify project phase numbers for implementation, manually by visual inspection of any data map.
  • • Know how to derive an Enterprise Architecture Portfolio Plan (EAPP) manually from any data map.
  • • Know how to derive a Project Map in Pert Chart format, manually by visual inspection of a data map, for progressive delivery of early milestone deliverables into production as databases and systems.

What is the target audience?

  • This Certified Strategic Modeling Facilitator (CSMF) Master Course is directed to an audience of: senior, experienced EA Consultants who will develop and analyse a strategic data model, working in a Facilitated Session with senior-level business managers (CEOs, COOs, CFOs); Government Program managers; middle-level business managers; operational business managers; business experts; IT experts (CIOs, IT managers, CTOs); systems analysts or developers.
  • • This course is NOT for students who want to learn detailed coding for various programming languages

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Curriculum

Section 1: Section 1 – Developing a Strategic Model: Facilitated Example
05:07

Click on the View Resources link and then click the Download icon. Click on "Udemy Curriculum CSMF 1.pdf" to download and read the CSMF Overview.

08:49

Lecture 1 discusses the need for the Strategic Modeling Questionnaire to be completed prior to business managers, business experts and IT experts attending a Facilitated Strategic Modeling session for a Business Unit project.

Ideally, the Business Plan resulting from the Business Planning Workshop (that we covered using the Business Planning Questionnaire in Module 1, Section 2, in Lectures 18 – 20) should be used as a catalyst in the Facilitated Strategic Modeling session. In practice, most organisations do not do a Business Planning Workshop prior to commencing a Business Unit IT project - that starts with a Strategic Modeling Facilitated session. Because of this, a Strategic Modeling Questionnaire (that is similar to the Business Planning Questionnaire) is used to provide a catalyst for the Facilitated session. Lecture 1 covers the preparatory steps prior to distributing the Strategic Modeling Questionnaire.

Click the Resources link, then the Download icon and download the PDF document (Chap07.pdf). This is Chapter 7 of the Reference Textbook, which is provided free for the CSMF Course. It is an eBook in PDF, of 574 pages, titled:

  • Clive Finkelstein, "Enterprise Architecture for Integration: Rapid Delivery Methods and Technologies", Third Edition (Feb 2015).

The complete eBook can be purchased for $US30 and downloaded from the website link: www.ies.aust.com/index.htm#Books., This is the reference text for all Sections of the CSMF Course. Save, Open and Print Chapter 7, to refer to when doing all Sections.

Click the Resources link, then the Download icon and download the Word document (Chap07 Questionnaire.doc) as the Strategic Modeling Questionnaire. Save, Open and Print the Questionnaire, to refer to when doing Lectures 1 and 2.

It is fully navigable from the Table of Contents sidebar of your PDF Reader.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS01L01.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

Next, click on the Resources button, then on the Download icon to download the Chapter 7.pdf document. Save, Open and Print this document, which is from Chapter 7 of the Reference textbook and documents the Strategic Modeling and Project Portfolio derivation concepts covered in this Course. It is fully navigable from the Table of Contents sidebar of your PDF Reader. The Reference textbook is:

  • Clive Finkelstein, "Enterprise Architecture for Integration: Rapid Delivery Methods and Technologies”, Third Edition (2015)
13:56

Lecture 2 reviews the questions and the responses in the Strategic Modeling Questionnaire used for the hypothetical Project Management Division of XYZ Corporation. These XYZ Project Management Division Strategic Modeling Questionnaire responses will be used in Case Study problems for later Lectures of this Section, to illustrate how the Strategic Modeling Facilitated session develops the Strategic Data Model for the Business Unit project. The Questionnaire responses will also be used as Case Study problems in Section 2 of this Course.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L2.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

12:10

Lecture 3 reviews the sequence in which we will develop a Strategic Model. We first use Planning Statements in the Why column of the Zachman Framework for Enterprise Architecture that we covered in Module 1, Section 1. We will review the Policy Statements from the Strategic Modeling Questionnaire that we discussed in Lecture 1. We will use these as a catalyst in the Facilitated session in Lectures 3 - 4.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L3.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide

20:00

Lecture 4 uses – as a catalyst for the Facilitated session – the first Policy Statement: Project Ownership from the Strategic Modeling Questionnaire responses to introduce the basic concepts of Strategic Modeling. We will see how a Strategic Data Model is progressively developed as a “picture of the business” made up of boxes joined by lines to other boxes, based on the data that is indicated by each Planning Statement. We will also see how Business Rules are represented as symbols on the lines joining related data boxes, to represent Management controls, Audit controls, Security controls, Governance controls, Communication paths or Reporting paths.

NOTE: We will first use business terminology for the business managers and business experts in the audience, NOT technical data modeling terminology, to introduce them to the basic concepts of data modeling.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L4.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

16:21

Lecture 5 continues with the first Policy Statement: Project Ownership to show how many-to-many associations in a data model are decomposed to identify Business Activities and Processes in the data model. In this lecture, we identify the Project Budget Management Activity and the Project Budget Management Process. Furthermore, we will see in Lectures 7 - 8 how we can use Business Rules to identify reusable processes, which can save large organisations millions of dollars in annual operating costs.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L5.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

20:00

Lecture 6 starts by reviewing, in a Summary, the data modeling terminology that was first introduced using business terminology in Lecture 4. The lecture then continues by using business and data modeling terminology together, interchangeably.

The Project Management Policy statement is next discussed, followed by the Project Authorization Policy statement, as responses from the Strategic Modeling Questionnaire. These statements are used as further catalysts to identify additional data entity boxes.

In this Lecture 6, two potential business errors are discussed that have crept into the Strategic Model. One business error is due to a weak Business Rule; the other business error is due to the omission of a key data entity from the Strategic Model: because business experts from an significant part of the business were not invited to attend the Facilitated session. These errors were deliberately left in place; they will be detected in Section 3 of this Course. The rapid delivery methods that are taught in this Course identify and discuss the business implications of these errors and their correction, so avoiding disaster and resulting in business improvement. This is achieved through the Workshop Case Study Problems and Sample Solutions in Section 3.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L6.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

18:45

Lecture 7 introduces the three entity dependency rules, with exercise examples. These rules are used to assess the strength of the association defined between pairs of entities – and hence the strength of the business rules that the association represents. The entity dependency rules are applied to the fragment of the Strategic Model that we earlier developed (in Lecture 5) for the Project Budget Management activity. The phase number in a project plan for implementation of each related entity is derived using the three entity dependency rules to determine the owner of each pair of entities. The project plan is then shown in outline form; with each higher phase number entity indented one position to the right.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L7.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

17:33

Lecture 8 continues, deriving the project plan for the Project Objective Management activity. This project plan is also shown in outline form; with each higher phase number entity indented one position to the right. This project plan introduces the concept of reusable processes: it includes part of the Project Budget Management activity, due to the fact that a PROJECT must have one or many PROJECT BUDGETs. That is, the Project Budget Management activity is reusable and is also a prerequisite for the Project Objective Management activity. Reusable processes, when identified, can save large organisations millions of dollars in annual operating costs. Next, the concept of Project Maps is introduced; that are derived from a data model to indicate the sequence of implementation of sub-projects within a larger project.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L8.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

20:04

Lecture 9 introduces the concept of the Enterprise Architecture Portfolio Plan (EAPP). This is derived from a data model and is used to manage the progressive implementation of sub-projects for rapid delivery into production of databases and systems based on the priorities for processes that were set by management. The EAPP can be represented also in a Gantt Chart format. The lecture concludes with a recap and a Summary of the sequence in which we develop a Strategic Model, based on the Planning Statements in the Why column of the Zachman Framework for Enterprise Architecture that we covered in Section 1.

Click the Resources link, then the Download icon and download the PDF document (U-CSMFS1L9.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

Section 2: Section 2: Strategic Modeling - Case Study Problem 2
18:11

Lecture 10 first reviews the initial development of the Strategic Model for the Project Management Division of XYZ Corporation. This was covered in detail in Section 1.

All responses from the Strategic Modeling Questionnaire, distributed prior to the development of the initial Strategic Model, are discussed. These Policy statements will be used as catalysts to expand the Strategic Model with additional entities to support those Policies.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS2L10.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

19:09

Lecture 11 begins with a quick review of each of the Policy Statements from the Strategic Modeling Questionnaire. The Project Teams statement is discussed first, which adds 8 new entities to the Strategic Model. The Project Activities statement is discussed next: this adds 3 new entities. The Project Skills statement adds a further 3 new entities, then the Project Skills statement adds a further 3 new entities and the Project Resources statement adds 5 new entities.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS2L11.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

17:31

In Lecture 12, the Project Resources discussion continues, to add 5 new entities.

Finally, the Related Budgets and Related Projects statements each add a 5BNF entity to use the expert knowledge gained from previous budgets and projects.

With these additional Policy statements from the Strategic Modeling Questionnaire, the Initial Strategic Model of 8 entities developed in the initial Facilitated Session in Module 1 Section 3 has now expanded to a total of 29 entities.

The Expanded Strategic Model is next examined to identify business activities, business processes, or business systems.

Each Intersecting entity, created when we earlier decomposed many-to-many associations is typically a business management activity, a business process, or a business system. They are each named by adding the suffix: “Management”, “Process” or “System” to the Intersecting entity name. In this way, we will identify a total of 14 business management activities from the 29 entities in the Expanded Strategic Model.

With these named business management activities, business processes, or business systems: the business managers and business experts who are in the audience are asked to prioritize these as to their importance. The highest priority databases and systems will be developed and delivered into production first: using the methods that we will cover next, in Section 3.

In Section 3, We will learn how to derive Project Plans for these databases and systems, documenting them in an Enterprise Architecture Portfolio Plan (EAPP) and a Project Map to manage the rapid delivery of these priority databases and systems into production.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS2L12.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

Section 3: Section 3: Deriving Project Portfolios – Case Study Problem 3
18:21

Lecture 13 reviews the Entity Dependency Rules, which were first introduced in Section 1. These rules are used to derive project plans from a data model, as we see later in this lecture.

We will learn about Endpoint Entities, which are intersecting entities with many associations touching the intersecting entity. We also learn about Prerequisite Endpoint Entities, which are entities that have many associations and also at least a mandatory one association touching it. Prerequisite Endpoint Entities indicate Early Milestone Deliverable sub-projects in more complex projects, as we will see in a Problem later in this Section.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS3L13.pdf) as the Course Handouts for Lecture 1. Save, Open and Print the Course Handouts. They show the full content of each slide.

19:18

Lecture 14 uses an automatically derived Enterprise Architecture Portfolio Plan (EAPP) – by using Visible Advantage – to illustrate the concepts and derivation of Project Maps. We will develop an EAPP and Project Map later in Problems in this Section.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS03L14.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

07:46

Lecture 15 introduces Problem 3a and shows an alternative method for deriving project phase numbers for each entity in a data map.

  • We examine the data map, looking for any entities that have only mandatory one associations touching them. These entities are not dependent on any other entities and so are Phase 1 entities. “1” is written in the entity box to show that these are Phase 1 entities.
  • Next following each one-to-many association away from every Phase 1 entity and add “1” to the phase number of these related many entities. Write “2” in these entity boxes to show that these are “Phase 2” entities.
  • Continue, following each one-to-many association away from every Phase 2 entity and add “1” to the phase number of these related many entities. Write “3” in these entity boxes to show that these are “Phase 3” entities.
  • Continue, until all entity boxes have a phase number written in every entity box.
  • Check your solution against Bonus Lectures 20 and 21, which provide the Sample Solutions for each of the Problems in this Section 3.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS03L15.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

Click the Resources link, then the Download icon and download PDF document (full-size Strategic Map.pdf) as the Course Handouts. Save, Open and Print the (full-size Strategic Map to use in solving Problem 3a. This shows the full content of the strategic map.

Click on the Resources button, then on the Download icon for Problems (Chap-07-Problems.pdf) of this Lecture. Save, Open and Print the Problems for this lecture and for reference during later lectures in this Section 3.

NOTE: This Chap-07-Problems.pdf document relates to the Problem numbers in Chapter 7 of the Reference Textbook. It provides a print-out of the Strategic Model that you can use to write a phase number into each entity box. Problem 7a describes Problem 3a in the video; Problem 7b describes Problem 3b in the video; and so on.

05:50

Lecture 16 first reviews the Sample Solution for Problem 3a. Problem 3b is then introduced. This asks you to derive the project plan for PERSON SKILL MANAGEMENT, using the entity phase numbers from Sample Solution 3a, building the project plan in Outline format up, from the intersecting entity positioned at the bottom right corner of the page.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS3L16.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

03:30

Lecture 17 now reviews the Sample Solution for Problem 3b. Problem 3c is then introduced. TASK SKILL is Phase 5 in the Sample Solution for Problem 3a. Problem 3c asks you to derive the project plan for TASK SKILL MANAGEMENT, using the entity phase numbers from Sample Solution 3a, building the project plan in Outline format up, from the intersecting entity 5) TASK SKILL positioned at the bottom right corner of the page.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS3L17.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

04:08

Lecture 18 first reviews the Sample Solution for Problem 3c. Problem 3d is then introduced. PROJECT TEAM MEMBER TASK SKILL is Phase 6 in the Sample Solution for Problem 3a.

Problem 3d asks you to derive the project plan for PROJECT TEAM MEMBER TASK SKILL MANAGEMENT, using the entity phase numbers from Sample Solution 3a, building the project plan in Outline format, upwards from the intersecting entity 6) PROJECT TEAM MEMBER TASK SKILL positioned at the bottom right corner of the page.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS03L18.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

03:47

Lecture 19 reviews the Sample Solution for Problem 3d. Problem 3e is then introduced.

Problem 3e asks you to develop a Project Map of the cluster for PROJECT TEAM MEMBER TASK SKILL MANAGEMENT, using Sample Solution 3d. You are asked to work out a method for drawing the Project Map as a Pert Chart, working from the Strategic Data Map and guided by the Sample Solution cluster that was developed for Problem 3d. Compare your solution against the Sample Solution 3e, shown in Bonus lecture 21.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS3L19.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

12:03

Bonus Lecture 20 revisits the Sample Solution 3d that was earlier discussed. We find that, surprisingly, PROJECT was not included in the Sample Solution 3d cluster. How can a project team not have a project to work on? The entity dependency analysis has found a serious deficiency in the strategic model that was first developed in the Facilitated Example of Module 1 Section 3. The association from PROJECT MANAGER to PROJECT at that time was defined as mandatory one to optional becoming mandatory many.

This is a very weak business rule: it means that the project team will sit idle if there is no project for them to work on. This means that if no revenue is received from projects to pay salaries and other expenses, the Project Management Division may become bankrupt.

This weak business rule must be made more rigorous: the association from PROJECT MANAGER to PROJECT should redefined as mandatory one to mandatory many. This means that if there is no project, then a Default project exists; that project is for the project manager to help the Sales staff to sell more projects – through demonstrations, by taking prospects to visit past satisfied clients to help sell more projects and other such sales assistance.

The Sample Solution 3d is redeveloped using the above rigorous business rule. We see that the inclusion of PROJECT in the cluster also brings in the earlier-identified reusable processes for Project Budget Management and for Project Resource Management: due to the rigorous associations of mandatory one to mandatory many between PROJECT and PROJECT BUDGET; between PROJECT and PROJECT RESOURCE.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS03L20.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

Click on the Resources button, then on the Download icon for Sample Solutions (Chap-07-Solutions.pdf) of this Lecture. Save, Open and Print the Sample Solutions for reference during lectures in this Section 5.

11:10

Bonus Lecture 21 shows how to derive a Project Map from a data map, manually, rapidly and easily, by visual inspection: based on the identification of Prerequisite Endpoint entities. These have many associations touching an entity AND ALSO at least one mandatory one association touching the entity, so making it the owner of that related entity.

The Prerequisite Endpoint entities indicate Early Milestone Deliverables for complex projects, so that early Stage sub-projects can be implemented first, while later sub-projects are still being developed. Typically, these early milestone sub-projects can be delivered into production as databases and systems in 3-month increments.

Sample Solution 3e shows how a Project Map can be documented as a Pert Chart from any data map, easily, by inspection.

Click the Resources link, then the Download icon and download PDF document (U-CSMFS03L21.pdf) as the Course Handouts. Save, Open and Print the Course Handouts. They show the full content of each slide.

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Instructor Biography

Mr. Clive Finkelstein, "Father" of Information Engineering; Pearcey IT Hall of Fame; iCMG 2015 Enterprise Architecture Hall of Fame

Clive Finkelstein has now retired after more than 50 years in the IT Industry, in Australia and the USA. From 1976 - 1980 he developed, in Australia with his company IInformation Engineering Services Pty Ltd)IES), the Information Engineering (IE) methodology. IE was popularised worldwide in the 1980s following publication of the co-authored book by: James Martin and Clive Finkelstein, Information Engineering, Savant Institute, Carnforth: Lancs (Nov 1981). This is the book that started the IE Revolution of the 1980s.

From 1995 – 2000, Clive Finkelstein developed an enhanced version of IE, called: Enterprise Engineering. He developed this methodology for the rapid delivery of Enterprise Architecture (EA) into production as databases and systems, in 3-month increments of increasing functionality. Enterprise Engineering is based on the Zachman Framework for Enterprise Architecture that was earlier developed by John Zachman. Clive teaches the rapid EA delivery Enterprise Engineering discipline personally in his Udemy Courses and Workshops:

Rapid Delivery Workshop for Enterprise Architecture

* Module 1: Introduction to Enterprise Architecture for Managers and IT

- Rapid Systems Development for Business Transformation

* Module 2: Rapid Delivery Methods for Enterprise Architecture

* Module 3: Rapid Delivery Technologies for Enterprise Architecture

Instructor Biography

Skills & Abilities

Professional and Student Instructor/

Adjunct Faculty Member

Design and delivery of educational courses across a wide range of topics relative to Business Management, Business Analyst, Project Managers, Systems Designers and Software Engineers to include: Software Engineering Methodology, Software Project Management, Web Applications, Software Engineering Discipline, Agile Development, Component Object Development, Software Configuration Management, Software Quality Assurance, Software Testing and Enterprise Architecture.

Experience Executive Director, Visible Systems Corporation, Boston, MA Over the past 10 years, President and Executive Director of a globally recognized brand name in information technology, mission-critical applications enabling enterprises to automate and accelerate many tasks associated with model-driven, object-oriented information systems development, including enterprise-level modeling and business capabilities automation software. Managed the development of global business formation. Working with existing leadership team to map out a successful commercialization and go to market strategy. Worked closely with client executives to formulate broader and deeper customer relationships. Oversight of corporate IP, working closely with legal counsel on protection, valuation and commercialization of IP and revenue opportunities. Manage revenue goals and revenue targets for domestic and international accounts.

-Define Vision, Mission, Core Values, Goals, Strategies, and Key Performance Indicators

-Define business functions, and business function accountabilities

-Establish direction and priorities for later development of Strategic Technology Plan

Experienced in managing the enterprise through the commercialization process of key corporate IP assets in terms of identifying

-Move-Ahead and Go to Market Initiatives

-Execution of Move-Ahead Go to Market Enablers

ADJUNCT FACULTY MEMBER

Wentworth Institute of Technology

Johnson & Wales University

Salve Regina University

Roger Williams University

University of Rhode Island

related activities

January 2007 – December 2013

Depending on the nature, complexity and scale of the enterprise; experienced in commercial, defense and government frameworks. Mostly experienced with the Zachman Framework followed by Implementation Frameworks such as DOFAF, MODAF, and TOGAF and the relevant methodologies in combination with these frameworks. Published assorted articles and proceedings in the area of Achieving Enterprise Excellence.

Education Suffolk University, MAsters in Business Administration boston University, post graduate course work in computer science northeastern university, bachelors of science Communication

Presenter at AutoFact, IEEE, CALS conferences

CERTIFICATIONS

Certified Enterprise Architect

Certified Business Architect

Certified SCRUM Master

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