ba world presentation - melb june 2011

Enterprise Architecture

The Business Analysts Roadmap

Imre Hegedus

© Imre Hegedus Consulting 2011

Business Analyst World – MELBOURNE – June 2011

CONSULTING

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© Imre Hegedus Consulting – All Rights Reserved

Presentation Outline

Introduction – roles and perspectives

Enterprise Architecture – Description and Benefits

Working Together

Business Analysts, Enterprise Architects and EA

The EA Practice

Elements and Factors

Maturity

Questions and Discussion

BA World - June 2011 - MELBOURNE

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The Enterprise as a “Dynamic System”

Culture

Results

Suppliers Customers

Enterprise

System

Strategy

Structures

Process Technology

People

Values

Suppliers Customers

SupplierPartnership

CustomerRelationship

Value Realisation Value Realisation

Source: Imre Hegedus Consulting

BA World – July 2009 - MELBOURNE

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Role of the Business Analyst

“Business Analysis as a term provides a collective umbrella for professionals working in the areas of Commercial, Process, Technical and Systems Analysis.”

www.abaa.org.au

“Reviews, analyses and evaluates business requirements, user needs and functions, using accredited methodologies and supporting software, with the objective of improving business processes and procedures.”

www.youthcentral.vic.gov.au

"A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems. The business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.“

www.iiba.org


http://www.abaa.org.au/

http://www.youthcentral.vic.gov.au/

http://www.iiba.org/

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Role of the Enterprise Architect

“Enterprise Architects work with stakeholders, both leadership and subject matter experts, to build a holistic view of the organisation’s strategy, processes, information, and information technology assets. The role of the Enterprise Architect is to take this knowledge and ensure that the business and IT are in alignment.”

www.wikipedia.org

“The role of the architect can be summarised as to: “Understand and interpret requirements Create a useful model Validate, refine, and expand the model Manage the architecture.”

TOGAF v9

”An EA’s role is to translate business requirements into capabilities that can be cost-effectively implemented, predictably managed, and reliably controlled.“

www.zapthink.com

© Imre Hegedus Consulting – All Rights ReservedBA World – July 2009 - MELBOURNE

http://www.wikipedia.org/

http://www.zapthink.com/

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Business Processes are the common language between Business and IT


Processes bridge the Business-IT Divide

A common language is imperative if business requirements are to be effectively translated into business and IT solutions

Business ContextBusiness Requirements

…

“…we are sinking!”

Technical RequirementsTechnical Specifications

…

“What are you s(th)inking about?”

Business

ICT

7


ENTERPRISE ARCHITECTUREThe Enterprise as a Dynamic System


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“A rigorous description of the structure of an enterprise, which comprises enterprise component, the externally visible properties of those components, and the relationships between them. This description is comprehensive, including enterprise goals, business process, roles, organisational structures, organisational behaviours, bsuiness information, software applications, and computer systems.”

www.wikipedia.org

“The fundamental organisation of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.”

ISO/IEC 42010:2007

TOGAF embraces and extends this definition: 1.A formal description of a system, or a detailed plan of the system at a component level to guide its

implementation 2.The structure of components, their inter-relationships, and the principles and guidelines governing their

design and evolution over time





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Enterprise Architecture Benefits

Business and IT Alignment Improves Interoperability and Integration Enables Agility Reduces Costs Improves Security Reduces Technical Risk

…the impact of change can be easier to articulate and can be achieved with a much faster turnaround than traditional methods for impact assessment and

gap analysis…

An EA provides the blueprint of the current state, helps to identify the specific areas most affected by the change and then sets up a blueprint to transition

to the future state.Ross and Petley (2006)

© Imre Hegedus Consulting – All Rights ReservedBA World - June 2011 - MELBOURNE

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TOGAF Architecture Types

Architecture Type Description

Business Architecture The business strategy, governance, organisation, and key business processes.

Data / Information Architecture The structure of an organisation’s logical and physical data assets and data management resources.

Application Architecture A blueprint for the individual application systems to be deployed, their interaction, and their relationships to the core business processes of the organisation.

Technology Architecture The logical software and hardware capabilities that are required to support the deployment of business, data, and application services. This includes IT infrastructure, middleware, networks, communications, processing, and standards.


Source: TOGAF v9

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WORKING TOGETHERImproving and Managing the Enterprise


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The BA and the EA roles

Sustained Improvement BA’s seek to understand requirements

for changes to the various elements of an enterprise.

EA’s seek to develop models of the enterprise elements that may be used to inform decision-making.

The architecture models developed by EA’s are reference materials for the BA to understand the impacts of a change on the enterprise elements.

Together, the goals of business agility, re-use, integration, interoperability, and standardisation are more likely to be realised.

Role Focus


Business Analyst

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The BA and the EA together…

“Most organizations separate the roles of the BA and EA. However, organizations that are looking to maximize the benefit they receive from SOA and other architecturally-driven IT efforts should think more holistically about either combining the EA and BA responsibilities in the business or creating a new organizational structure that puts the business analysis and enterprise architecture roles into more intimate contact.”

“The Business Analyst vs. the Enterprise Architect” by Ronald Schmelzer (2008)


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Enterprise Architecture Model and Use



Bus

ines

sP

ersp

ectiv

es

ICT

Per

spec

tives

Strategy

Capability

Process

Data

Application

Technology

Business-driven Change

• New Business Strategy

• Different Business Capabilities required

• Process Improvement and Re-design

ICT-driven Change

• New ERP System

• IT system rationalisation

• New Application development

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BA’s can use Enterprise Architecture to inform their analysis throughout the project lifecycle


Future-State Enterprise Architecture

EA

Go

vern

ance

Bus

ine

ss

ICT

Strategy

Capability

Process

Data

Application

Technology

Projects

Strategic Alignment

Capability Requirements

Process Impact

Data Alignment

Application Impact

Technology Alignment

Current-State Enterprise Architecture

EA

Go

vern

ance

Bus

ine

ss

ICT

Strategy

Capability

Process

Data

Application

Technology

Initiatives inform and are guided by Enterprise Architecture (improvement)

Enterprise Architecture guides project-based investment (alignment)

Projects

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THE EA PRACTICEEffective Enterprise Architecture


http://images.google.com.au/imgres?imgurl=http://www.clker.com/cliparts/6/b/a/5/119542463719245432TheStructorr_magnifying_glass.svg.hi.png&imgrefurl=http://www.clker.com/clipart-10104.html&usg=__v1CyhTs3mNqMoZyUWXDABMYvEho=&h=474&w=600&sz=79&hl=en&start=76&um=1&tbnid=BK9a6o9J4g8yAM:&tbnh=107&tbnw=135&prev=/images?q=magnifying+glass&start=63&ndsp=21&um=1&hl=en&safe=off&sa=N

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EA Practice Elements

Current-State EA The EA artifacts including both he Business and Technology layers

Future-State EA Views of the target architecture at different horizons

EA Governance Governance of the EA domains and layers to ensure vertical integration

Integrated Program Management Initiatives that are managed to inform and be informed by the current-state and

future-state architectural views

EA Practice Governance Governance of the EA models in line with the Enterprise works program


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EA Practice Factors

Integration Integration of the Enterprise Architecture elements themselves

Alignment Alignment between Enterprise Architecture and the needs of the Project

Sponsors

Engagement Use of Enterprise Architecture in decision-making by Project Sponsors

Vision Degree to which initiatives consciously move toward an agreed future-state


Execution Use of Enterprise Architecture throughout the projects themselves


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Enterprise Architecture Practice


Source: www.eaeffectiveness.com

www.eaeffectiveness.com

http://www.eaeffectiveness.com/

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Enterprise Architecture Practice Maturity varies greatly

EA Practice Maturity Description

Level-1: Fragmented Architecture Architectural Models not managed, integrated, or used for decision-making

Level-2: ICT Architecture ICT Architecture only – possibly with some Business Architecture – not integrated

ICT Architect roles

Level-3: Enterprise Architecture defined Integrated ICT and Business Architecture – some governance

ICT and Business Architect roles

Level-4: Enterprise Architecture Management Integrated ICT and Business Architecture, governed – informing and informed by enterprise initiatives

Level-5: Enterprise Architecture Practice Integrated ICT and Business Architectures for Current and Future State perspectives.

Program Management of initiatives aligned with EA Lifecycle Management.

EA used for Strategic and Operational Decision-making.


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Use an Enterprise-view model to inform analysis…


Source: Imre Hegedus Consulting

Strategically-aligned

Process-driven

Structurally-sound

Technology-enabled

People-centric

Results-oriented

Customer-focused

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For further information… www.imrehegedus.com


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BPM Resources at:http://www.imrehegedus.com/resources/index.php

Presentations BPM: Aligning Business and IT

BPM: Context-setting Models

BPM: Key Elements

Articles BPM & Culture

Customer Value: The Business Discipline of BPM

Innovation and BPM

BPM & PI: Business Performance Partners (part 3)



“Business Process Management –

Insights and Practices for Sustained

Transformation” (2008)

available from:

[email protected]


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