biz arch visual strategic planning v6

Business Architecture Visual Strategic Planning

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Trained over 100,000 professionals

Completed over 1,400 requirements projects

In excess of 700 Organizations using our methods

Annually invested 10% of our

revenue in developing our methods and harmonizing these with industry best practices

Authors of The Business Analysis Benchmark

Worked with over 300 of the

Fortune 1000 companies

Founding member of the IIBA

> 200 trained

professionals focused 100% on excellence in business requirements

Contributing Author to the BIZBOK ™

Learning Objectives

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2

3

Bring clarity to the purpose and benefits of Business Architecture to scope, plan and execute on strategy

Describe the applicability of Business Architecture in the context of the rapid Change Agenda

Explain a Business Architecture Framework against a variety of strategic initiatives to know how to use the models

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4 Provide different viewpoints of a business architecture and demonstrate analysis techniques to expose risk & opportunity

5 Demonstrate architectural thinking in the decomposition of the strategic objective as a technique for defining business impact across capabilities, business functions and process to frame the context of analysis

Business Architecture – Visual Strategic Planning

Business Architecture Visual Strategic Planning

Webinar Coverage

Business Change

Business Architecture - Blueprints

Blueprinting – Lifecycle

Case Studies

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An

alys

is R

esu

lt

Business Change- How Big? Competing or Complimentary Strategies?

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Bu

sin

ess

Str

ate

gy


Competitive Requirement

Cost reduction focus

Limited expected revenue increase

Business case may support transformational strategy.

Reengineering

Redesigning of the business process to meet market or competitive needs or increase efficiency/effectiveness of the current business operating model.

Business As Usual

Continue forward with marginal deployment capabilities

Keep the Lights on

Optimization

Redefining the business process to eliminate localized operational challenges

Future State

Market differentiation involving significant corporate will.

Requires policy change, product rationalization, resource rightsizing

Long term in nature.

Transformation

Radical, large scale change in the business operating model and the product or service delivery

Same activities variations on process removed

Activity reduction and process is distributed allowing efficiency measurement

Standardization and reduction in activities, policy rationalization. Process is distributed and automated.

Business Process Design or

Transformation?

Business Case For Change


Reference Current State Optimized Reengineered Transformed

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Business Architecture Framework

Location

Product

Regulators

Roles

Business Information

Rules

Vendors

Customers

Organization

7

Static

Policy

Application

Inventory

Initiative/Investment

Inventory


Business Drivers,

Goals & Strategic

Objectives


Regulators

Channels

Vendors/Partners

Customers

Competitors Location

Product

Roles


Rules/Policy/Requirements Organization

Business capabilities Business Drivers, Goals & Objectives

Initiatives/Projects Measures

Application Inventory

Dyn

amic

Vie

ws

Fou

nd

atio

n V

iew

s


8

Business Change- Strategy to Execution Planning

9

Business Drivers, Goals and Objectives

Business Measures Competitors Regulators Customers Products Vendors Channels Projects Business Functions Location Business Capabilities Organization Business processes Roles Requirements/Rules/Policy Applications Business Information

Appendix A: Definitions

Optimize

•Continuous Improvement – Cost of Quality •Competitive Analysis •Localized Process Improvement Initiatives

Engineer

•Regulatory Agendas (ie: SOX, BASEL 111, Dodd Frank) •Customer Segmentation analytics •Business Agility •Business Process Reengineering •Vendor Strategy – core / non core •Channel Migration Strategies

Transform

•Business Transformation •Portfolio Management & Prioritization •Enterprise Architecture – Technology Migration •Organizational Design and Architecture •Off-Shoring – People, process and cost analysis •Operational Centralization & Location Strategy •Business Continuity Planning •Merger, Acquisition & Divestitures

BA Models and Views

What do I need to know? Mapping initiatives to model types will expose complimentary, competing strategies, and dependency.

Strategic Initiatives


Business Architecture

Blueprints

10

11

Business

A methodology which groups current activities into a manageable

number of discreet, modular, and re-usable capabilities.

Blueprinting is a visual model of business operations.

Blueprinting


12

Business Architecture Blueprint What is it?

Must capture the "essence“*

Must be suitable for determining business needs

Must be product and technology independent

Must reflect multiple views of the enterprise

Must be comprehensive

Must provide for efficient and effective change

Must allow for extensibility

Must use a standard language and notation to have common understanding

*Essence: is the attribute or set of attributes that make an entity or substance what it fundamentally is, and which it has by necessity, and without which it loses its identity


Business Blueprinting HOW?

Business Capability

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Group of cohesive business activities to serve a unique purpose

Contains all resources to accomplish its purpose

Creates specific value to other parts of the organization

High degree of autonomy and is managed separately

Linked to the organization through business services and integrated information systems

Represents real functions performed by discrete business areas

Capability-Based Enterprise

Business Capability

Activities

Resources

Applications

Infrastructure

Business Purpose


Blueprinting –A Business Architecture Capability Model

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Methods, tools and techniques develop agile and integrated business perspectives

Strategy & Governance


Global MIS

Strategy

Governance

Business Strategy

Management

Alliance planning

End to End Service Level Management

Executive & Stakeholder

Management

IT Architecture

Risk, Financial & Compliance Management

Risk

Credit Risk Control

Management

Operational Risk Control Management

Balance Sheet Management

Treasury Management

Financial Accntg & Reporting

Decision Support

Financial

Internal Audit Regulatory & Compliance

Compliance

Sales/Product Monitoring

Sales, Market & Relationships Market Management

External Corporate Comms

Marketing Management

Brand Management

Client Relationship Management

Contact Management

Relationship Management

Client Acquisition &

Referrals

Sales & Distribution

Counter/ Branch Services

Independent Asset

Management

Electronic Service

Channel Management

Market Risk Control

Management

Settlement Risk Control Management

Legal Awareness & Compliance

Regulatory & Legal Doc.

Management

Products & Services

Business resource &

sales planning

Client mkt research & analytics

Product Catalogue

Management

Hedge Funds Management

Securities Product

Management

Funds Management

Credit Management

Trade Services Management

Product / Servicing Sourcing

FX & MM Management

Cash Management

Structured Product

Management

Card Management

Insurance Products

Management

Operations & Processing

Client Account

Administration

Reconciliation Merchant

Operations

Credit Approval

Management

Document Management

Fees & Billing Management

Corporate Actions

Management Client Tax Reporting

Performance Measurement

Safe Keeping Management

Payments Custody

Client Accounting &

Reporting

Operational Monitoring

Clearing

Settlement Nostro Cash Management

Market Data Management

Involved 3rd Party

Maintenance

Specific Product Processing

Credit Processing

Securities Processing

Card Processing

Fund Processing

FX & MM Processing

Structured Products

Processing

Trade Services Processing

Life Insurance Processing

Hedge Fund Processing

Product Management Service Management

Product & Services Support

Execution Management

Trade Reporting

Order Management & Grouping

Trading Services

Confirmation & Matching

Allocations Product &

Service Control

Processing & Trade Support

Research & Analysis

Trading Support

Client Support Customer Insight

Segment Analysis & Planning

Customer

Behaviour Models

Customer Management

Strategy

Business Policies and Procedures

Operations strategy &

policy

Correspondent Banking

Collections and Recovery

Collateral Handling

Authorisations

Cash Services Rewards

Management

Securitisation

(incl. Syndications)

Prospecting & Sales

After Sales Service

Segmented Servicing

Sales Force Management

Group / Pb Advisory Services

Client Risk Profiling

Discretionary Portfolio Mgt

Services

Family Office Services

Financial Planning

Trust & Estate Planning

Strategic Asset Allocation

Tactical Asset Allocation

Cross-Product/Service Client Facing Processing

Design apps & IT

infrastructure

Build apps & IT infrastructure

Operate & maintain apps

& IT i/f

Business continuity

Security

Information Technology

Legal Programme &

Change Management

Facilities Operation & Maintenance

Procurement HR & Payroll Internal

Comms (excl. customer)

Support & Logistics

Support Infrastructure

OPS Design & Implement

Centralised Service Centre Management

Cross-Product/Service Non-Client Facing Processing

GSC Monitoring

Service Centre Mgmt

Legal & Regulatory Risk Mgm’t


Illustrative

Capabilities represent business functions and processes, which utilize the same data, and focus

on the tendency to collaborate or not collaborate across product lines, functions and

geographies. Capabilities support an approach toward Mergers and Acquisitions, identifying

ie: shared services, functional alignment, organizational design thereby improving efficiency

and resilience.

Common language and Capability definition present patterns of similar and unique capability

which are a key element in visualizing opportunities to ensure money is spent on the most

revenue generating or cost reduction strategies ie: centralization and streamlining

Blueprinting helps to connect organizational processes with business strategy, and the

appropriate technical solutions, providing fact-based decision support about the most effective

methods for managing change

Blueprint views can be used to map total investment spend to business strategies and

objectives ensuring finite resources are optimized and not competing

Mature Blueprinting will provide a holistic dashboard of all Enterprise activity

Use business blueprinting to analyse and determine cost effective and efficient business opportunities as a value proposition

Business Blueprinting

WHY?


15

Enterprise Blueprinting

16

Overlaying views expose opportunities for value-based prioritization strategies. Business impact is holistically

understood and will provide previous unknowns for consideration.

Strategy &

Governance


Global MIS

Strategy

Governance

Business Strategy

Management

Alliance planning



Management

IT Architecture


Risk

Credit Risk Control

Management

Operational Risk Control Management


Treasury Management


Decision Support

Financial


Compliance

Sales/Product Monitoring

Sales, Market & Relationships Market Management

External Corporate Comms


Brand Management

Client Relationship Management

Contact Management


Client Acquisition &

Referrals

Sales & Distribution


Independent Asset

Management

Electronic Service

Channel Management

Market Risk Control

Management

Settlement Risk Control Management



Management

Products & Services

Business resource &

sales planning


Product Catalogue

Management


Securities Product

Management

Funds Management

Credit Management



FX & MM Management

Cash Management

Structured Product

Management

Card Management

Insurance Products

Management


Client Account Administration

Reconciliation Merchant Operations

Credit Approval

Management

Document Management


Corporate Actions

Management Client Tax Reporting



Payments Custody

Client Accounting &

Reporting


Clearing

Settlement Nostro Cash Management

Market Data Management

Involved 3rd Party

Maintenance


Credit Processing


Card Processing

Fund Processing

FX & MM Processing

Structured Products

Processing


Life Insurance Processing





Trade Reporting

Order Management & Grouping

Trading Services



Service Control

Processing & Trade Support

Research & Analysis

Trading Support



Customer Behaviour

Models

Customer Management

Strategy


Operations strategy &

policy



Collateral Handling

Authorisations

Cash Services Rewards

Management

Securitisation (incl.

Syndications)

Prospecting & Sales

After Sales Service

Segmented Servicing


Group / Pb Advisory Services


Discretionary Portfolio Mgt

Services


Financial Planning


Strategic Asset

Allocation



Design apps & IT

infrastructure

Build apps & IT

infrastructure

Operate & maintain apps

& IT i/f

Business continuity

Security


Legal Programme &

Change Management


Procurement HR & Payroll Internal

Comms (excl. customer)

Support & Logistics





GSC Monitoring

Service Centre Mgmt

Legal & Regulatory Risk Mgm’t



Business

Architecture & Operating

Model

Global MIS

Strategy

Governance

Business Strategy

Management

Alliance

Planning Mgmt

End to End

Service Level Management

Executive &

Stakeholder Management

IT Architecture

Risk, Financial &

Compliance Management

Risk

Operational Risk Control

Management


Treasury Management


Decision Support

Financial


Compliance

Sales/Product

Monitoring

Sales, Market & Relationships

Market Management

External Corporate

Comms

Marketing

Management Brand

Management

Client Relationship Management Sales & Distribution

Independent

Asset Management

Electronic Service

Channel Management

Market Risk Control

Management

Settlement Risk Control

Management

Legal

Awareness & Compliance

Regulatory &

Legal Doc. Management

Products & Services

Business resource & sales

planning


Branch Telephone Post Online Email Intermediary PDA

Hedge Funds

Management

Securities

Product Management

Funds Product

Management


Product /

Servicing Sourcing

FX & MM Management

Cash Management

Structured Product

Management

Card Product Management

Insurance

Products Management


Merchant Operations

Corporate

Actions Management

Client Tax

Reporting



Payments Custody Nostro Cash

Management Market Data

Management

Involved 3rd

Party Maintenance


Credit Processing

Securities

Processing

Card Processing

Fund Processing FX & MM

Processing

Structured Products

Processing


Insurance Processing

Hedge Fund

Processing




Trade Reporting Order

Management & Grouping

Execution Services



Service Control

Processing &

Execution Support

Research & Analysis

Customer & Transaction Services


Customer Management

Strategy


Operations

strategy & policy

Correspondent

Banking

Authorisations

Cash Services Rewards Admin


Syndications)

Segmented

Servicing Credit Risk Control

Management

Contact Management


Client

Acquisition & Referrals


Product Catalogue

Management

Credit

Management

Client Account

Admin

Reconciliation

Credit Approval Management

Document

Management

Fees & Billing

Management

Client

Accounting & Reporting


Clearing

Settlement


Customer Behaviour

Models


Collateral Handling

Prospecting &

Sales Sales Execution


Group / PB

Advisory Services

Client Risk

Profiling

Discretionary

Portfolio Mgt Services

Family Office

Services


Strategic Asset Allocation



Design apps &

IT infrastructure

Build apps & IT

infrastructure

Operate &

maintain apps & IT i/f

Business

continuity Security


Legal Programme &

Change Management

Facilities

Operation & Maintenance

Procurement HR & Payroll Internal Comms

(excl. customer)

Support & Logistics


OPS Design &

Implement



GSC Monitoring Service Centre

Mgmt

AML/Fraud Detection

Lending

Deposits

Underwriting Claims

ATM

Pricing /Quotes

Reference Data

Financial Planning

Trust

Administration

Valuation

Investigations

Legal & Regulatory Risk Mgmt

Duplication

Gaps

Over- extension

Deficiency

Business Architecture – Example Use

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The most active use of Blueprint enables IT partners to align technology with business strategy. Application Portfolio Management demands a means to identify current capability and future opportunities.

An IT solutions, designed to support one capability, is extended beyond its core functionality to support others

Multiple business areas require the same capability. Opportunity for standardization and reduced cost

The business functions or processes lack key functionality or are poorly designed

Opportunity to implement new technology where none exists


Branch Telephone Post Online Email Intermediary PDA ATM


Business Architecture &

Operating Model

Global MIS

Strategy

Governance

Business Strategy Management

Alliance Planning

Mgmt



Management

IT Architecture


Risk

Operational Risk Control

Management


Treasury Management


Decision Support

Financial


Compliance

Sales/Product

Monitoring

Sales, Market & Relationships

Market Management

External Corporate

Comms


Brand Management

Client Relationship Management Sales & Distribution

Independent Asset

Management

Electronic Service

Channel Management

Market Risk Control

Management

Settlement Risk

Control Management



Management

Products & Services Business resource & sales planning



Securities Product

Management

Funds Product Management



FX & MM Management

Cash Management

Structured Product

Management

Card Product Management

Insurance Products

Management


Merchant Operations

Corporate Actions

Management

Client Tax Reporting



Payments Custody Nostro Cash

Management Market Data Management

Involved 3rd

Party Maintenance


Credit Processing


Card Processing

Fund Processing FX & MM

Processing

Structured Products

Processing

Trade Services

Processing

Insurance

Processing



Product & Services

Support Execution

Management Trade

Reporting

Order

Management & Grouping

Execution Services


Allocations Product & Service

Control

Processing &

Execution Support

Research & Analysis

Customer & Transaction Services

Client Support

Customer Insight

Customer Management

Strategy

Business Policies

and Procedures

Operations strategy & policy


Authorisations

Cash Services Rewards Admin


Syndications)

Segmented Servicing

Credit Risk Control

Management

Contact Management


Client Acquisition & Referrals


Product Catalogue

Management

Credit Management

Client Account Admin

Reconciliation

Credit Approval

Management

Document Management


Client Accounting &

Reporting


Clearing

Settlement


Customer Behaviour

Models


Collateral Handling

Prospecting & Sales

Sales Execution Sales Force

Management

Group / PB Advisory Services


Discretionary

Portfolio Mgt Services



Strategic Asset

Allocation

Tactical Asset

Allocation


Design apps & IT infrastructure

Build apps & IT infrastructure

Operate & maintain apps &

IT i/f

Business continuity

Security


Legal Programme &

Change Management


Procurement HR & Payroll Internal Comms (excl. customer)

Support & Logistics





GSC Monitoring

Service Centre Mgmt

AML/Fraud Detection

Lending

Deposits

Underwriting Claims

Pricing /Quotes

Reference Data

Financial Planning

Trust

Administration

Valuation

Investigations

Legal & Regulatory Risk

Mgmt

Illustrative Global Customer Data Mgmt – Heat Map Direct

In-Direct


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Business Architecture – Example of Use

19


Business Architecture – Example of Use

Another strategic use of the business architecture is to map the project portfolio, based on the high level definitions, to the capabilities to identify overlaps and duplication across the Investment portfolio.

Result: Informed Business Decisions • Repackage the portfolio mix • Defund projects which are

not impacting strategic focus • Accelerate projects with

dependencies • Fund projects which

previously were unfunded • Clarify

Ownership/sponsorship • Innovative Funding Models

The Power of Business Modeling

Communication

Facilitating cross-group understanding

Analysis

Modeling as a thinking tool

Facilitation

Excellent method for eliciting requirements

Scope Control

Precise tool for defining what’s in and what’s out

Management Tool

Implicit becomes explicit, and becomes manageable

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20

21

Business Architecture – BIZBOK Framework & Views Business Architecture – Visual Strategic Planning

Source: Business Architecture Body of Knowledge (BIZBOK™) 3.1


22

Regulators

Channels

Vendors/Partners

Customers

Competitors Location

Product & Services

Roles


Rules/Policy/Requirements Organization

Business Drivers, Goals & Objectives

Initiatives/Projects Metrics & Measures

Application Inventory

Dyn

amic

Vie

ws

Fou

nd

atio

n V

iew

s

Decomposition


Business Architecture Framework - deployed


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BLUEPRINTING

LIFE CYCLE

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St r at egy & Governance

Business Ar chit ect ur e

Global M I S

St r at egy

Gover nance

Business St rat egy M anagem ent

Alliance planning

End t o End Ser vice Level Management

Execut ive & St akeholder M anagem ent

I T Ar chit ecture

Risk, Financial & Com pliance M anagement

Risk

Cr edit Risk Cont rol M anagem ent

Oper at ional Risk Cont r ol Management

Balance Sheet M anagem ent

Tr easur y M anagem ent

Financial Accnt g & Repor t ing

Decis ion Suppor t

Financial

I nt er nal Audit Regulat or y & Com pliance

Com pliance

Sales/Pr oduct M onit or ing

Sales, Mar ket & Relationships

M ar ket M anagement

Ext er nal Cor por at e Com m s

M ar ket ing M anagem ent

Br and M anagem ent

Client Relat ionship M anagement

Cont act Management Relat ionship M anagem ent

Client Acquis it ion & Ref er r als

Sales & Dist r ibut ion

Count er / Branch Ser vices

I ndependent Asset M anagem ent

Elect r onic Service Channel Management

Mar ket Risk Cont rol M anagem ent

Set t lem ent Risk Cont r ol Management

Legal Awar eness & Com pliance

Regulat or y & Legal Doc. Management

Pr oduct s & Services

Business r esource & sales planning

Client mkt r esear ch & analyt ics

Pr oduct Catalogue M anagem ent

Hedge Funds M anagem ent

Secur it ies Pr oduct M anagem ent

Funds Management Cr edit Management Tr ade Ser vices M anagem ent

Pr oduct / Servicing Sour cing

FX & MM M anagem ent

Cash M anagem ent

St r uct ured Product M anagem ent

Car d Management I nsur ance Pr oduct s M anagem ent

Oper at ions & Pr ocess ing

Client Account Adm inist r at ion

Reconciliat ion Mer chant Operations

Cr edit Appr oval M anagem ent

Docum ent M anagem ent

Fees & Billing M anagem ent

Cor por at e Act ions M anagem ent Client Tax Repor t ing

Per f or m ance M easur ement

Saf e Keeping M anagem ent

Paym ent s Cust ody

Client Account ing & Repor t ing

Oper at ional M onit or ing

Clear ing

Set t lem ent Nost r o Cash M anagem ent

M ar ket Data M anagem ent

I nvolved 3r d Par ty M aint enance

Specif ic Pr oduct Process ing

Cr edit Pr ocess ing

Secur it ies Pr ocess ing

Car d Pr ocess ing

Fund Pr ocess ing FX & MM Pr ocess ing St r uct ured Products Pr ocessing

Tr ade Ser vices Pr ocess ing

Lif e I nsur ance Pr ocess ing

Hedge Fund Pr ocessing

Pr oduct M anagement Ser vice M anagement

Pr oduct & Ser vices Support

Execut ion M anagem ent

Tr ade Repor ting Or der Management & Gr ouping

Tr ading Ser vices

Conf ir m at ion & M at ching

Allocat ions Pr oduct & Ser vice Cont r ol

Pr ocess ing & Trade Suppor t

Resear ch & Analysis

Tr ading Support

Client Suppor t Cust om er I nsight

Segment Analys is & Planning

Cust omer Behaviour M odels

Cust om er M anagem ent St r at egy

Business Policies and Pr ocedur es

Oper at ions str at egy & policy

Cor r espondent Banking

Collect ions and Recover y

Collat er al Handling

Aut hor isat ions

Cash Ser vices Rewar ds M anagem ent

Secur it isat ion ( incl. Syndicat ions)

Pr ospect ing & Sales Af t er Sales Service Segment ed Servicing Sales For ce M anagem ent

Gr oup / Pb Advisory Ser vices

Client Risk Pr of iling Discr et ionar y Por t f olio M gt Ser vices

Fam ily Of f ice Ser vices

Financial Planning Tr ust & Est ate Planning

St r at egic Asset Allocat ion

Tact ical Asset Allocat ion

Cr oss- Product/Ser vice Client Facing Pr ocessing

Design apps & I T inf r ast r uct ur e

Build apps & I T inf r ast r uct ur e

Oper at e & maintain apps & I T i/f

Business continuit y Secur it y

I nf or m at ion Technology

Legal Pr ogr am me & Change Management

Facilit ies Oper at ion & M aint enance

Pr ocur ement HR & Payr oll I nt er nal Comms (excl. cust om er)

Suppor t & Logistics

Suppor t I nfr astr uctur e

OPS Design & I m plem ent

Cent r alised Service Centr e M anagement

Cr oss- Product/Ser vice Non- Client Facing Process ing

GSC M onit or ing Ser vice Cent re Mgmt

Face 2 Face Telephone Post Online Em ail I nt er m ediar y PDA

Each Capability is underpinned by a number of Business Functions

Each Function is in turn supported by a range of Business Processes

Each process collaborates across a set of activities and tasks to compete the business objective

The lifecycle employs methods, tools and techniques to develop agile and integrated business perspectives which provide traceability and alignment between levels.

Blueprinting Lifecycle

Trac

eab

ilit

y &

Ali

gnm

en

t

Advantages

• Visual improves ability for stakeholder sign-off

• Well defined processes, terms and definitions

• Acceleration in identifying reusable processes and rules

• Consistent language to support transfer of knowledge

• Logic is contained within the process

• View to standardization and reusable processes

25


Blueprinting Lifecycle - Value Positioning Business Architecture – Visual Strategic Planning

26

CASE STUDIES

27

A Large multi national had an investment portfolio wish list of over $500m in projects but had only ever spent $80 - 90M per year in the last 5 years.

Business architecture was used to position these project inputs against strategic goals and capabilities. The analysis highlighted significant project duplication, gaps in spend, dependencies and risk, that were not yet visible, and enabled a re-shaping of the investment portfolio .

Using business architecture tools, such as a Value Chain, and mapping projects to strategic goals and capability modes , enabled a logical repositioning of the project portfolio.

Developing a line of sight from strategy, to logical grouping of projects , to tangible benefits also removes much of the political hardship in communicating the re-prioritized spend.

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Case Study Business Architecture – Visual Strategic Planning

Source: Orbus Software, Swindell 2013

A Large multi national bank spent a significant amount of time and money after a merger trying to integrate various functions and applications to improve its efficiency and agility.

The problem was they started bottom up with significant detailed documentation, and divisional inputs, which created complexity and confusion for the steering committee. Poor governance practices also contributed to the confusion.

Starting top down from the organizational strategy and objectives ,and mapping various inputs against the capability model , enabled a more focused analysis of the capability, including functions and supporting applications, business issues , requirements and creation of clear investment choices.

A simple heat map assessment of the capabilities enabled inputs to be grouped and domain analysis identified capabilities requiring greatest uplift and transition options to be compared, thus simplifying the consolidation journey.

Source: Orbus Software, Swindell 2013

Case Study

29


30

Case Study: Ford Motor Company

Source: OMG: Business Architecture, Daniel Toth March, 2013


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31

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Appendix

32

Business Drivers , Goals and Objectives: input to the Business Architecture as a means to express the Business Architecture.

Business Capability Model: A logical representation of a business that reveals its essential building blocks. Categorized by Domains, Competencies and Components • Business Domain: Logical business groupings for the purposes of describing

a high level activity . Domains are a series of competencies which generally

collaborate together for some value. • Business Competency: defined as large business areas with similar

characteristic skills and capabilities, for example, product development or supply chain. Components within the Competencies are typically related between Direct, Control and Execute

• Business Capability: is a group of cohesive business services supported by

the appropriate information systems, processes, organizational structure and performance measures. Each business component serves a unique purpose and collaborates with other business components to support business processes.

Business Functions; represents a decomposition of the business component to a granularity representing the function which must be performed in order to achieve the business objective. Very often reflecting the organizational design and /or transitions states of a Common Business Process. Policy Admin: Open, Maintain , Close Policy. Business Process Model A commonly used approach to express the business process hierarchy of common business processes, workflows and subflows which include activities and events. Activities are combined to create a business process, i.e., a structured, measured set of activities, that takes input and creates output of value to a customer."

Appendix A: Glossary of Terms: Framework Definitions Business Activity: "An activity may be a manual, semi automated or automated operation that completes a unit of work. An atomic level activity is the lowest level

of activity that cannot be decomposed further without considering how to implement them. Business Event: "A stimulus or trigger which initiates one or more processes. A set of conditions which cause a

process to be performed." Roles/Actors: "Business roles are logical, categories of job that perform business activities of the enterprise, (e.g. Underwriter, Claims Assessor, Regulator, Sales

Person). As such, they combine business activities into a recognizable relationship." Locations "Business locations identify both the physical and logical places where business activities are carried

out. The physical locations are simply the geographical places where the business has a presence; the logical locations are types or categories, of these physical sites, based on the types of business activities that are performed at them." Information Item "A person, place, thing, concept, or event that the business needs to manage and about which it may need to keep data. "

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biz arch visual strategic planning v6

Business

business needs

business impact

business requirements10

views business drivers

policy change

context of analysis

analysis techniques

large scale change