BEAM�EA�Project�Scaling�Calculator

BEAM Organization Project Scaling Calculator.� Fill in Column D for your organization or EA client to determine approximate BEAM project costs and duration with baseline staffing (i.e., 6 BEAM te= am members).
A. Organization EA Project Complexity Criteria	B. BEAM Project Bas= eline Values	C. BEAM Project Mul= tipliers	D. Organization Pr= oject Variance Value	E= . Variance Multiplier	= F. Rationale for Variance Multiplier	= G. Benefits of Proceeding, Given the Variance from Baseline
1. What is the name of the organization that is conductin= g the EA effort?	Baseline� Mature Organization	NA	BEAM Client Organi= zation Name	NA	&= nbsp;
2. Is the organization senior and/or #2 authority activel= y, visibly, and verbally supporting the EA effort?	Yes	1	Yes	1.00	Without senior executive active and verbal support, organization senior and middle managers, and the overall workforce, and even customers, suppliers, partn= ers, and higher authorities, typically resist the functional maturation brough= t on by the EA efforts.� This requires= more project time and BEAM team members to overcome, through a much more compl= ex cultural change management process and communication effort.�	Gains senior leadership buyin to EA and organizational maturation.
3. Does the organization�s senior executive at the top bl= ock of the organization chart and have full responsibility, authority, and budge= tary control of the organization�s mission, vision, goals and objectives?	Yes	1	Yes	1.00	If the senior executive has their mission, vision, goals, and objectives dictated to them by higher authority, then they probably do not have the authority and budget to perform the EA effort for those who do set the mission, vision, goals and objectives.�<= /span>	Incorporates EA governance into organization governance, establishing both as necessary.
4. Does the organization�s senior executive have six or l= ess direct reports with operational responsibility? (Not counting adminstrative staff, aides, advisors)	Yes	1	Yes	1.00	M= ore than six direct reports indicates fragmentation of authority across more people than an executive can typically control.� If less than three direct reports, then the senior executive would typically be isolated from the organization's operation.	Identifies excess span of control and probably "personalization" of authority distribution.
4.1. How many direct reports does the organization senior executive have?	6	NA	5	0.83	D= irect ratio of the number of direct reports divided by the baseline number (i.e= ., 6) of direct reports.	Helps reduce ineffective control span
5. How many organization locations will be included in th= e EA effort (and therefore must be visited as needed during the EA effort via travel, or via online collaboration and network access to files/databases= )?	1	1	2	1.00	D= irect addition of EA client operating locations above the baseline number of locations.	Helps establish clear workflow across locations and identifi= es opportunities for consolidation, realignment, relocation, etc.
5.1 How many organization locations actually have the responsibility for writing functional policy and procedure for the whole organization?	1	1	1	1.00	D= irect ratio of the number of EA client operating locations having functional po= licy responsibility, divided by the baseline number of locations.	Helps establish clear workflow across locations and identifi= es opportunities for consolidation, realignment, relocation, etc.
5.2. What average travel time, rounded to the next whole ho= ur, are the remote locations from the organization conducting the EA effort?<= /font>	0	NA	1	1.20	C= alculation of travel time based on the number of policy controlling locations	Helps quantify efforts to reduce travel and transport costs = and lag for organization operations.
5.3. Are more than 500 organization personnel (either assig= ned or outsourced/contracted) at any location?	No	1	No	1.00	B= aseline organization population, determining the communication, coordination, and collaboration time required to perform the BEAM steps.
5.4. = How many total personnel are at all locat= ions?	500	1	1021	2.04	D= irect ratio.
5.4.1. How many personnel have a budget and have a resource m= anager working for them (i.e., are executives/program-managers) ?	6	1	3	0.50	= Every executive/direct-report under the senior executive's authority should hav= e an operating budget for their assigned functional area.�	Matches assigned executive and/or program manager responsibi= lity with authority to execute that authority, as shown by a budget allocation based on functional requirements (recurring and initiaives).
5.4.2. How many people have an office administrator or assist= ant working for them and have a budget (i.e. are office/project-managers)?	30	1	25	0.83	E= very executive should have some number of operational managers with an allocat= ed budget.	Matches manager authority (e.g., functional or project) and budget allocation with their submitted requirements, enabling them to man= age their functional operation as planned.
5.4.3. How many people have only functional workers working f= or them and have a resource/budget allocation (i.e., are supervisors/task-managers)?	90	1	50	0.56	E= very operational manager should have some number of workforce supervisors, in = one or more hierarchy levels.	Matches supervisor or� task leader with the allocated budget for their operation, enabling them to manage their task operation as directed.
5.5. Will network access be provided to the BEAM team withi= n two days of BEAM start?	Yes	1	Yes	1.00	W= ithout network access, the communication, coordination, and collaboration with organization participants will be more complex and difficult, and the fil= es and data needed for the BEAM team to populate the BEAM repository will be constrained.� All this requires additional BEAM team members and time.
5.6. Will the organization conducting the EA effort be prov= iding the operational resources (e.g., equipment, supplies, access) needed by t= he BEAM team at each EA location?	Yes	1	Yes	1.00	I= f the organization is not providing the resources required by the BEAM team, th= en additional costs must be covered by the BEAM contract.
5.7. Will government or corporate security clearances equiv= alent to a US National Industrial Security Program (NISP) Secret or above be required of the BEAM team members?�	No	1	No	3.00	I= f the organization EA effort requires security clearances from the BEAM team, t= hen the recruiting and selection of team members becomes more complex, costs = more in effort and salary, and takes longer.
6. Has each location being visited operated a Quality Management (QM) program (such as TQM, Inspector General, CMM, CMMI, ISO90= 00, etc.) for three years or more?	Yes	1	No	3	W= ithout a QM program, then the enterprise's functions (i.e., functional assignments, policies, processes, procedures, templates, tools, standards, missions, visions, goals, objectives, plans, projects, implementations, monitoring, reporting, and assessment) are less consistent, personality-based, and mo= re complex to work through during the EA effort.	Helps institutionalize and mature organizational and functio= nal guidance, assignments, resource management, knowledge management, strateg= ic management, and operations management.
6.1. How many years, averaged across these locations, has your QM program been operating, rounding down to the next integer or zero?		NA	2	3.00	I= f only two years, then some fragmentation of the functional operation and guidance is reduced by having gone through one QM annual cycle, but quality is still = not institutionalized, so the multiple is 3.� If one year or less, then the organization is still going through = the difficulties of pushing quality into the culture, so the multiplier is 5.=
6.2� If item 6.0 is No, is an initiative to implement and operate a QM program a goal, with objectives and funded requirements, in the latest organizational strategic management cycle?� (If item 6.0 is Yes, leave blank.)	NA	NA	Yes	1.00	I= f an organization does not have a strong and controlling QM program, then the score in criteria 6.1 would be high.� If the organization recognizes they need a strong QM program and a= re fully pursuing it through their strategic management process, then the 6.1 score is reduced by a fractional value.	An organization can have a strategic management process with= out having mature functions, in which case the strategic plans willl probably= not achieve their functional goals and objectives.� However, if organization senior execu= tives recognize this and are personally driving for a strong QM program, thus increasing the maturity and capabilities of the functions, then the likelihood of achieving subsequent strategic goals and� objectives is increased.
7. How many budget accounts are assigned by the organizat= ion executive�s financial controller?	36	1	25	0.69	D= irect ratio over the baseline number of operation budgets.	Helps rationalize budget to organization, function, and miss= ion.
7.1. How= many are top level accounts (i.e., for organization executive direct reports)?=	6	1	2	0.33	D= irect ratio over the baseline number of executive budgets.
7.2. How= many are subordinate accounts (i.e. for managers reporting to the senior executive�s direct reports)?	30	1	23	0.77	D= irect ratio over the number of functional manager budgets.
8. Does the organization conducting the EA effort have an online calendaring/scheduling/appointment system accessible by all organization executives, managers, and supervisors?	Yes	1	No	3.00	W= ithout an organizational calendaring program, then the scheduling of people and resources for EA activities will be constrained, forcing either manual coordination (multiplier 5) or training/use of email and/or web-based pro= ject management tools for this coordination (multiplier 3).	Helps increase leadership communicaiton, coordination, and collaboration ability and aids in workflow automation.
8.1. If an organization-wide online calendaring capability is operational, what percentage of the total organization workforce has daily access to this calendaring system? (Enter 0 for no such capability)	75%<= /td>	1	0%	3.00	W= hether provided by the organization or by the BEAM team (through manual or ProjM= gmt tools), the percentage or workforce willing and able to access this calendaring tools determines the complexity of coordinating/scheduling an= y EA effort collaboration.	Higher percentages of workforce able to be coordinated throu= gh calendaring mechanism decreases workload and lag in collaboration.
9. Is = the primary (i.e., mission-basis) product of the organization conducting the = EA effort one or more material goods?	Yes	1	Yes	1.00	M= aterial production indicates more consistency and control of operations and resources.
9.1. As a primary organization output, does the organization provide its missi= on clients one or more services (i.e., contracted function or outsourcing support under a service level agreement)?		NA	Yes	2.00	S= ervice production indicates high variability in control of operations and resour= ces, even with a good project-oriented accounting and scheduling� system.
9.2. As a primary organization output, does the organization provide its mission clients information or guidance?		NA	Yes	3.00	I= nformation/Guidance production indicates extreme variability in control of operations and resources, even with a good knowledge management system.
	Complexity Multipli= er	1		1.39	T= his project complexity ratio is not based on weighted criteria, but only on averaged criteria values.	This number is indicative of the complexity of the organization's current management structure, and thus of the complexity of the effort to map that management structure into an enterprise architecture.� The best way to qu= ickly reduce this complexity and thus EA cost is to gain active senior executive sponsorship for EA, and implement an actively used organization-wide calendaring system, probably in conjunction with the organization's email and/or project management system.
1.4932586= 39	Est= . Cost	$752,240		�$�� 1,123,289	T= his is a rough order of magnitude (ROM) calculation, typically representing an amount not to be exceeded in an EA project.� Organization complexity, above the baseline organization, is used in determining the communication, coordination, and collaboration time required to perform the BEAM steps.<= span style=3D'mso-spacerun:yes'>� Also, the more complex the organizati= on, the higher the skill-set requirements of the BEAM consultant, also affect= ing the project cost.	Organizations can reduce this cost by reducing the higher va= lues calculated in Column E.� However,= the expense of separately reducing the Column D management weakness bases for these Column E values would probably be higher than the figure at the left because these separate efforts are likely to be fragmented in their appro= ach, results, and data, with significant duplicated overhead.� The most cost effective solution woul= d be to go through the full BEAM process, resolving these management weaknesses through one or more cycles of that process.
	Pro= ject Est. Hours Duration	1,392		1,935	T= hese hours are approximate, but would apply whether working with the Baseline BEAM t= eam of six members, or more if seeking to compress the schedule.
	Est= . Duration Weeks	35		48	This duration can be shortened by increasing the BEAM Team s= taff quantity in the appropriate skill sets.
10/24/2003	Approx. Duration Mo= nths	8		11	This duration can be shortened by increasing the BEAM Team s= taff quantity in the appropriate skill sets.	Moves organization to maturity and better production managem= ent environment, whether over long or shortened implementation.
	Project Est. Labor = Hours	4,840		6,729	T= hese hours are approximate, but would apply whether working with the Baseline BEAM t= eam of six members, or more if seeking to compress the schedule.