Al Enzweiler’s Senior System Architect Qualifications

Al Enzweiler

Complete Initial Investigations

Initial member(s) of the next client’s Architecture Team can collaborate with Al Enzweiler for less than an hour to complete an Initial Investigation by getting a quote on the fixed price consulting fee to plan to go-live within small budgets using Targets System(s) as their enterprise’s #1 system over a very long duration, as proposed on Methodology

Complete Enzweiler’s Architecture Team Methodology

Al Enzweiler can collaborate as one member of the next client’s Architecture Team responsible for answering questions and offer sage advice during the team’s collaborations to complete; Architect, Demonstrate, Evaluate, Plan phase of Enzweiler’s Architecture Team Methodology over a very short duration to be within budget for a fixed price consulting fee, as proposed on Methodology.

Monitor As Plans Are Executed, If Required

If at the completion of the Plan phase members of the next client’s Architecture Team decide the services of the team’s Senior System Architect are required to monitor as plans are executed, then Al Enzweiler can be engaged to monitor as managers on the next client’s organization chart(s) manage to go-live using Targets System(s) to consistently make their contributions to hitting earnings targets, over the very long duration their enterprise’s audited financial statements will be published to report quarterly earnings, as proposed on Methodology

On the Beach

After completing the next client’s engagement Al Enzweiler’s plan is to spend some time On the Beach using lessons learned collaborating as one member of a client’s Architecture Team to make incremental and occasionally breakthrough improvements to Enzweiler’s Architecture Team Methodology, which will be used by one of the #1 consulting firm’s Senior System Architects to start the next client’s engagement as propsed on Methodology

Lessons Learned Over a Long Career

2022 Enzweiler Wins the #1 Consulting Firm Challenge

With Enzweiler winning the #1 consulting firm challenge, published by Al Enzweiler on http://Enzweiler.com, one of the #1 consulting firm’s Senior System Architects is optimistic that the indicator on the firm’s Actual vs Metric Targets dashboard for opportunities in the pipeline will once again be indicating he is hitting his metric target to consistently make his contributions to hitting top line targets on Enzweiler’s Income Statement.

2021 New Marketing Campaign Is Required

Recently Al Enzweiler learned another lesson the hard way – when most managers on clients’ organization charts using Targets Systems as their enterprise’s #1 system reach retirement age, they retire.

2001 Conduct the Last Seminar to Market Enzweiler’s Architecture Team Methodology

In 2001 Al Enzweiler decided there were enough managers on clients’ organization charts making referrals on how members of an Architecture Team could collaborate to complete Enzweiler’s Architecture Team Methodology, that he could stop flying around the United States and Canada conducting the seminar Benchmarking World Class Systems as the firm’s marketing campaign.

1999 Collaborate as One Member of an Architecture Team to Get an MBA Education

One of his lessons learned shared by Al Enzweiler during collaborations with member(s) an Architecture Team during collaborations to complete an Initial Investigation and to complete Enzweiler’s Architecture Team Methodology is – collaborating as one member of an Architecture Team with one of the firm’s Senior System Architects to complete Enzweiler’s Architecture Team Methodology, is the equivalent of collaborating to complete a case study used by business schools to educate MBAs.

One day in 1999, Al Enzweiler was pleasantly surprised to discover Harvard had published a case study on how Cisco Systems had managed to go-live within a big budget using an ERP system to maintain bill of-materials databases. The databases could be used by managers on Cisco’s organization charts to consistently make their contributions to hitting top line targets on Cisco’s Income Statement using; customer demand forecasting models, Materials Requirements Planning (MRP) models, synchronized data, databases and an ERP system used to maintain the databases.

The case study also documents lessons learned by a consulting firm completing one client’s engagement, which could be used to make incremental and occasionally breakthrough improvements to the firm’s methodology used by one of the firm’s Senior System Architects to start the next client’s engagement.

Cisco Systems, Inc.: Implementing ERP, Harvard Business School 9-699-022 September 24, 1999

1998 Coined the Term “An Architecture Team’s True North”

While On the Beach analyzing his database of lessons learned, Al Enzweiler coined the term “An Architecture Team’s True North” for a team which collectively has an enterprise perspective* and is guided by;

  • Data on contributions which will be consistently made to hitting their enterprise’s earnings targets over the very long duration managers on their organization chart(s) will set and manage to hit metric targets for managing their responsibilities using; Targets System(s), synchronized data, databases, ERP System(s), other systems used to maintain databases
  • Sage advice accumulated by one of Enzweiler’s Senior System Architects over a long career of using organization charts to define enterprises’ requirements for managing and performing responsibilities, and then collaborating as one member of an Architecture Team responsible for completing an Architect phase
  • Explanations and answers to questions which can be easily validated using facts

During the next client’s Architecture Team’s collaborations to complete Enzweiler’s Architecture Team Methodology over a very short duration to be within budget for a fixed price consulting fee.

*a/k/a broad understanding of the company in 1970s terminology

1997 Benchmarking World Class Systems

Starting in 1997 the marketing campaign for Enzweiler’s Architecture Team Methodology was Al Enzweiler conducting the seminar Benchmarking World Class Systems.

Each seminar started with one of Enzweiler’s Senior System Architects benchmarking contributions which could consistently made to hitting earning targets over a very long duration by using; Targets Systems, synchronized data, databases, ERP System(s), other systems used to maintain databases against contributions which could be consistently made to hitting earnings targets by using;

  • Artificial intelligence
  • Business intelligence
  • Cloud
  • ERP Systems, CRM Systems, Human Capital Management Systems

and other terms coined and used by IT suppliers and their ecosystem partners of; consulting firms, IT services firms, IT advisory firms, academics, and journalists to market their products and/or services for using and maintaining databases, which may not be in their customers’ or clients’ best interest a/k/a caveat emptor.

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

1996 Coined the Term “Targets System”

During an Architecture Team’s collaborations to decide top line targets on their Income Statement will be hit by managers hitting metric targets using; customer demand forecasting models, supply chain planning models, synchronized data, databases and an ERP System used to maintain the databases, Al Enzweiler had one of those eureka moments when a CFO said, “We are setting metric targets for every manager on this enterprise’s organization charts because metric targets which get set, will get hit to hit consolidated earnings targets.”

Next client’s engagement started with one of the firm’s Senior System Architects using a client’s organization chart(s) to architect Targets System(s) to developed and used by mangers on organization chart(s) to set and manage to hit metric targets, to consistently make their contributions to hitting earnings targets over a very long duration.

1994 Using Lessons Learned to Improve Enzweiler’s Architecture Team Methodology

As one of Enzweiler’s Senior System Architects, no longer responsible for managing and mentoring the firm’s System Architects, Al Enzweiler discovered one of the firm’s Senior System Architects could use the lessons learned completing the last client’s engagement to make incremental and occasionally breakthrough improvements to Enzweiler’s Architecture Team Methodology, which will be used by one of the firm’s Senior System Architects to start the next client’s engagement.

1993 Grow Enzweiler Group to Become Enzweiler

With the indicator on the firm’s Actual vs Metric Targets dashboard indicating it was time to grow Enzweiler Group, Al Enzweiler used an angel investor’s capital to recruit and start managing and mentoring System Architects in collaborating as members of clients’ Architecture Teams responsible for completing Enzweiler’s Architecture Team Methodology. Fortunately, it did take long to learn another lesson the hard way.

A methodology which;

  • Starts with one of the firm’s Senior System Architects collaborating with members of a client’s Architecture Team to complete an Initial Investigations and an Architect Phase over a very short duration
  • Is completed by one or two of the firm’s System Architects collaborating as members of an Architecture Team over another very short duration to complete the Demonstrate, Evaluate, Plan phases and possibly monitor as plans are executed

is in a client’s best interest, but is not a good methodology for growing a consulting firm.

Although he had failed to realize his vision, Al Enzweiler was not discouraged. During the failed attempt to grow Enzweiler Group, he had learned that he enjoyed being a member of clients’ Architecture Teams, more than he enjoyed managing and mentoring the firm’s System Architects. He changed the firm’s name from Enzweiler Group to Enzweiler, changed his vision from being a big consulting firm to being the #1 consulting firm doing business in the United States and Canada, and continued to be one of the firm’s Senior System Architects.

1992 Plan an ERP System Will Go-Live Within a Small Budget

In the early 1990s three or four IT suppliers raised the capital required to architect and develop a system which was marketed by the IT suppliers and their ecosystem partners as an ERP System. There is a story told in the IT industry that the individual who coined the term Enterprise Resource Planning (ERP) had implemented a Materials Requirements Planning (MRP) system used to maintain a bill-of-materials database.

After the 1.0 release of ERP systems, during collaborations to complete “Planning a State-of-the-Art Financial System” seminars and Enzweiler’s Architecture Team Methodology, Al Enzweiler began answering questions on how ERP Systems which had been architected and developed by IT suppliers could be;

  • Used by an enterprise to maintain databases which could be used by managers to hit metric targets using; forecasting models, planning models, Actual vs Plan dashboard, synchronized data and analytics of databases maintained by using an ERP system
  • Used by business units on organization charts to realize productivity gains; transacting their enterprise’s business with customers and suppliers, compensating their enterprise’s human resources, and maintaining their enterprise’s financial data used to publish their enterprise’s audited financial statements, required to report quarterly earnings
  • Used to incur expenses which are in their enterprise’s best interest maintaining databases and realize productivity gains, as could be decided by an Architecture Team
  • Configured, demonstrated, and implemented over a short duration to go-live within a small budget being used to maintain databases and to realize productivity gains, as could be negotiated and planned by an Architecture

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

1987 Launch a New Marketing Campaign

When founded Enzweiler Group’s marketing campaign was the website http://Enzweiler.com, Al Enzweiler publishing articles and speaking at conferences, and referrals from customers and clients who had used his services when he was one of Information Science’s senior managers and was one of Touché Ross & Co.’s System Architects, Senior System Architects and CPAs.

Then one day Al Enzweiler read an ad in Inc. magazine soliciting proposals to conduct seminars for the Executive Education business units of universities’ business schools. He submitted a proposal to conduct a seminar titled, “Planning a State-of-the-Art Financial System.”  Boston University became the first university to sponsor the seminar. Within two years, more than twenty universities were sponsoring Al Enzweiler conducting the seminar “Planning a State-of-the-Art Financial System” once or twice a year in major cities throughout the United States and Canada.

Each seminar started with one of Enzweiler Group Senior System Architects using his accumulated lessons learned to answering questions and offering sage on how a Financial System which had been architected and developed by an IT supplier to be sold to and used by their customers could be;

  • Used by financial business unit(s) to realize productivity gains maintaining their enterprise’s financial data used to publish their enterprise’s audited financial statements, required to report quarterly earnings
  • Used to incur expenses which are in their enterprise’s best interest maintaining financial databases and realize productivity gains, as could be decided by an Architecture Team
  • Configured, demonstrated, and implemented over a short duration to go-live within a small budget being used to maintain databases and to realize productivity gains, as could be negotiated and planned by an Architecture

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

1986 Start d/b/a Enzweiler Group

When Al Enzweiler founded Enzweiler Group in 1986  as a consulting firm with the integrity to propose services which are in client’s best interest, the plan to complete Enzweiler’s Architecture Team Methodology was;

  • One of the firm’s Senior System Architects would complete Initial Investigations and the Architect phase
  • One or two of the firm’s System Architects would complete; Demonstrate, Evaluate, and Implement phases and if required monitor as an Architecture Team’s plans are executed by managers on their organization chart(s) to go-live within budget using the Architect phase deliverables

Al Enzweiler’s plan for growing Enzweiler Group to become a big consulting firm, was to be one of the firm’s Senior System Architects responsible for; completing Initial Investigations, completing Enzweiler’s Architecture Team Methodology and if required monitoring as plans are executed, until the indicator on the firm’s Actual vs Metric Targets for opportunities in the pipeline indicated it was time to grow Enzweiler Group.

1981 to 1986 Hit Fat Margin Top Line Targets on an IT Supplier’s Income Statement

In the early 1980s Information Science (InSci) used some of the capital raised by issuing an IPO to acquire Dyer, Wells & Associates, where Al Enzweiler was an associate responsible for architecting, developing, and implementing systems to be used by customers.

When Al Enzweiler became one member of InSci’s senior management team, he had experience architecting, developing, and implementing Human Capital Management Systems to be used by clients, but he did not have any experience selling an architected and developed Human Capital Management System to be configured, implemented, and used by customers.

Other members of Information Science’s senior management team had over 20 years’ experience selling an architected and developed Human Capital Management System to their customers. The advice they gave Al Enzweiler was to use demonstrations to sell a Human Capital Management System which could be configured, implemented, and used by a customer.

The advice was spot on. When Al Enzweiler managed; planners, analysts, tool specialists and configuration specialists to demonstrate to prospective customers;

  • Database maintained using a Human Capital Management System could be used by managers to hit metric targets for managing human resources performing their responsibilities
  • Database maintained by use a Human Capital Management System could be used by Human Resource business unit(s) collaborating with managers on organization charts to recruit, compensate, develop, and retain human resources they are managing
  • Human Resource, Benefit Administration and Payroll business units could realize productivity gains performing their responsibilities to compensate their enterprise’s human resources and to administer their enterprise’s benefit plans
  • A customer’s documented requirements could be satisfied by configuring, implementing, and using a Human Capital Management System, which had been architected and developed or acquired by an IT supplier

Contracts got signed to hit top line targets on InSci’s Income Statement.

His margins were so fat selling an acquired Human Resource Management System as a licensed software product, Al Enzweiler did not want to assign any of his planners, analysts, tool specialists and configuration specialists to the thin margin implementation services business. To get a customer to sign a contract, he agreed a short duration implementation requiring a small budget would start with user acceptance testing (UAT) of what was demonstrated.

1976 to 1981 Complete Initial Investigations for a Big Consulting Firm

When he was promoted to be one of the firm’s Senior System Architects responsible for making contributions to hitting top line targets for consulting fee revenue, Al Enzweiler put this quote from the book published by Touché Ross & Co. on completing the firm’s system development methodology into every proposal he submitted to prospective clients.

“Initial investigations are usually short – taking perhaps a few days, or at most, a few weeks, to complete. The steering committee reviews the results and decides whether the project should proceed to the Feasibility Study. Members of the committee must have a broad understanding of the company to be able to weed out inappropriate requests at an early stage. Terminating a project at the initial investigation stage obviously minimizes the expenditure of corporate resources.”

Quote is on Page 51 of “Managing the System Development Process” published by Touché Ross & Co in 1980. Touché Ross & Co. was one of the Big 8 firms which in 1989 merged with Deloitte Haskins & Sells to become Deloitte. In 2022 Deloitte is one of the Big 4 firms competing in the #1 consulting firm challenge.

1976 Collaborate as a Member of an Architecture Team to Get an MBA Education

While collaborating as one member of Holiday Inn’s Architecture Team, Al Enzweiler received an MBA degree from the University of Memphis.

1974 to 1976 One Member of Holiday Inns’ Architecture Team

In the early 1970s Holiday Inns and IBM collaborated to use IBM’s Business System Planning (BSP) system development methodology to architect, plan to develop, implement and manage to go-live within budget using Holidex. Holidex was a leading-edge reservation system which digitally transformed the hospitality industry by maintaining databases on business transacted with customers and the number of rooms available to be reserved by customers at a Holiday Inn.

Holidex Digitally Transforms the Hospitaility Industry

In the podcast “Birthing Hampton Inns” published by No Vacancy, Ray Schultz the IBM Account Manager who used BSP to manage to develop Holidex, recounts how Kemmons Wilson the founder of Holiday Inns told him before Holidex he had to sell franchises, after Holidex he took orders for franchises.

After experiencing the success of using Holidex and encountering strong headwinds caused by Arab oil embargo, Holiday Inns decided to organize and staff an Architecture Team which would use BSP as Holiday Inns’ system development methodology to develop the rest of Holiday Inns’ systems.

The CFO hired an Arthur Andersen Senior System Architect to manage Holiday Inns’ Architecture Team. The manager of Holiday Inn’s Architecture Team promoted Al Enzweiler to be one member of his team.

Arthur Andersen Engaged to Complete the Architect Phase

The CFO and manager of Holiday Inn’s Architecture Team decided to engage the services of Arthur Andersen to complete the Architect phase of BSP and to audit Holiday Inns’ financial statements.

Phase 1 – Define an Enterprise’s Requirements

First phase of BSP was the to define an enterprise’s requirements by interviewing managers and subject matter experts on organization chart(s).

An Arthur Andersen Project Manager managed the Arthur Andersen Architecture Team staffed with more than 20 Arthur Andersen consultants and the Holiday Inn’s Architecture Team staffed with a manager and 4 System Architects interviewing managers and subject matter experts on the organization charts of the more than thirty (30) enterprises owned by Holiday Inns.

It took six months and a big consulting fee to complete Phase 1 of BSP by the Architecture Team documenting Holiday Inns’ requirements for managing and performing responsibilities.

Phase 2 – Complete the Architect Phase

It took an Arthur Andersen Senior System Architect and Holiday Inn’s Senior System Architect collaborating over a short duration to use organization charts and Arthur Andersen’s accumulated lessons learned to architect at a high level;

  • Analytics to developed and used to analyze the databases maintained by using Holidex
  • Customer demand forecasting models which used the data correlations discovered analyzing the databases maintained by using Holidex to be developed, used, and continually improved to forecast future customer demand for rooms at Holiday Inns
  • Planning models to be developed, used, and continually improved to plan to raise the price of rooms to increase revenue when forecasted customer demand was greater that the number of rooms available to be reserved, and to plan to lower the price of rooms to increase customer demand when forecasted customer demand was less than the number of rooms available to be reserved
  • Actual vs Plan dashboards to be developed and used by managers to manage to hit metric targets for daily occupancy at Holiday Inns as planned
  • Analytics of Actual vs Plan data to be developed and used by managers to continually improve at planning and managing to hit metric targets, to consistently make their contributions to hitting top line targets for; lodging revenue, food & beverage revenue, and franchise fee revenue
  • Materials Requirement Planning (MRP) systems, CRM systems, Human Capital Management systems and other systems to be developed, implemented, and managed to go-live within budget being used to maintain databases to be used by the rest of the managers on Holiday Inns’ organization charts to hit their metric targets
  • Analytics of databases maintained using systems, forecasting models, planning models, Actual vs Plan dashboards, analytics of Actual vs Plan data to be developed, used, and continually improved by the rest of the mangers on Holiday Inns’ organization chart(s) to hit metric targets for managing their responsibilities
  • State-of-the-Art Financial System to be developed, configured, demonstrated, implemented, and managed to go-live within budget being used by business units on organization charts to realize productivity gains performing their responsibilities to; transact their enterprise’s business with customers and suppliers, compensate their enterprise’s human resources, and maintain their enterprise’s financial data required to publish their enterprise’s financial statements
  • Consolidation System to developed, implemented, and managed to go-live within budget being used by the financial business unit at Holiday Inns’ headquarters to realize productivity gains consolidating the financial data used to publish Holiday Inns’ audited financial statements, required to report quarterly earnings to; SEC, creditors, stockholders, and Wall Street’s analysts

It took another 3 months and Holiday Inns incurring another big consulting fee for the Architecture Team to document what the two Senior System Architects had architected at a high level at a sufficient level of detail to plan Holiday Inns’ system development specialists will use system development tools and a database management system to develop the Architect phase deliverables.

Decide to Incur Expenses Which Are in Holiday Inns’ Best Interest

In a meeting which lasted less than an hour, the two Senior System Architects used Arthur Andersen’s accumulated lessons learned to answer questions and offer sage advice to Holiday Inns’ Steering Committee, on why it was in their enterprise’s best interest to capitalize and depreciate a big consulting fee which had  been incurred to complete the Architect phase and the big system development budget which will be incurred completing BSP by managing to go-live within budget using the Architect phase deliverables.

Decide to Be a Senior System Architect

After the Steering Committee meeting it was time for the Arthur Andersen Architecture Team to phase out, as Holiday Inn’s Architecture Team was responsible for collaborating with the Data Processing (DP) Manager, Project Managers, and system development specialists to complete BSP.

Al Enzweiler asked the Arthur Andersen Senior System Architect what he was going to do next. His response, “Use the next client’s organization charts to define their enterprise’s requirements for managing and performing responsibilities and then complete the Architect phase.”

In that instant Al Enzweiler knew as soon as he completed his MBA, he was joining a consulting firm to become one of the firm’s Senior System Architects.

1971 to 1974 Go-Live Within Budget Using a Supply Chain Management System

Al Enzweiler started his professional career as the Controller of InnKeepers’ Supply, an enterprise owned by Holiday Inns.

Collaborated as the Project Manager with Holiday Inn’s Data Processing (DP) business unit to architect, develop, implement, and manage to go-live within budget using a system to maintain a database of quantity on-hand of products inventoried in the fulfillment center, a customer demand forecasting model, and supply chain planning models used by managers to manage to hit metric targets for delivering quality products to customers on-time as promised, to consistently make contributions to hitting top line targets on InnKeepers’ Supply’s Income Statement.

Used a financial system of; accounting machines, calculators, and Wilson Jones columnar pads to publish InnKeepers’ supply financial statements which were consolidated by the financial business unit at Holiday Inns’ headquarters and used to publish Holiday Inns’ audited financial statements required to report quarterly earnings to the SEC, creditors, stockholders, and Wall Street’s analysts.

1971 On the Beach as a United States Marine

One of the amphibious tractors landed on the beach by Al Enzweiler, is now on the beach for a very long duration at USMC Reserve Center in Tampa Bay, Florida

During his senior year at Eastern Michigan University getting a BBA degree, Al Enzweiler received a low number in the first draft lottery. He decided the best was to start his “professional career” and fulfill his obligation to serve his country was to join the Marine Corps reserve unit in his hometown of Tampa Bay, Florida.

Over 6 months, he graduated Parris Island a Marine and graduated Camp Pendleton a Marine responsible for landing amphibious tractors on the beach one weekend each month and two weeks each summer.

1967 Start a Long Career

To pay for his undergraduate degree at Eastern Michigan University, Al Enzweiler was a data processing specialist for National Bank & Trust Co., in Ann Arbor, Michigan from 1967 to 1970.

Credentials

1976 to 1981 One of a Big CPA Firm’s CPAs

In 1975 when Al Enzweiler joined Touché Ross & Co. as a greenie System Architect in the consulting business unit, being a CPA was a requirement to become one of the firm’s partners. He passed the CPA exam to become one of Touché Ross & Co.’s System Architects and CPAs.

When he was promoted to be one of the firm’s Senior System Architects, Al Enzweiler was responsible for completing Initial Investigations by using the firm’s accumulated lessons learned to answer questions and offer sage advice on why it is a client’s best interest to architect, plan to develop, configure, implement and manage to go-live within budget using a State-of-the-Art Financial System to realize productivity gains publishing their enterprise’s audited financial statements, required to report earnings to; owners, investors, creditors, SEC, stockholders and Wall Street’s analyst.

During the years he was one of Touché Ross & Co.’s CPAs, Al Enzweiler was not responsible for managing audits to attest a client’s published financial statements compiled with GAAP, SEC, and other regulations.