bridging business analysis and business architecture - the open group webinar

| BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPR ISE ARCHITECTS © 201 31

The Open Group Webinar.

Bridging Business Analysis

and Business ArchitectureFinal –v1.0.0- March 6th 2013

Craig Martin

COO and Chief Architect of Enterprise Architects


Agenda

1. Contextualise the business landscape

2. Business Architecture and Business Analysis Paths, skills and roles

3. Opportunities to Improve the Maturity in Business

4. Tools to support the business disciplines

5. Business Views and Models

6. A Method of Execution

7. Team Look and Feel


EA is a leading international provider of strategy

and architecture services and capabilities

Championing Practice Awareness

in the Community

• Chief Architect / CTO Round Tables

• Virtual Teaming & Practitioner

Collaboration

• Open Group Participation

• Industry Engagement

Lifetime Relationship with

Practising Architects

• Practitioner career lifecycle

management

• Architecture training and

certification

• Professional development

• Community involvement

• PAYG payroll services

• Learning forums

Skills Uplift for Organisations &

Individuals

• TOGAF® 9.1 Certification

• ArchiMate® 2.0

• Advanced / Applied EA

• Business Architecture

• Information Governance

• Solution Architecture

• BPMN

Strategic Relationship With

Corporate Clients

• Strategy & Architecture Capability

Improvement

• The delivery of strategic architecture

outcomes

• Architecture delivery Accelerator

Frameworks

• Resourcing & Talent

• Managed Services

Learning

Services

Architect

Services

Thought

Leadership

Enterprise

Services


Utility

(Foundation)

Innovate

Build

Advantages

Assemble

Prolong

Advantages

Mix

Reduce

Disadvantages

What's Business About?

The Building Block Analogy

Differen

tiation


Finding the Right Business Mixes

The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable formulas space

Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes

Ultimately all innovative algorithms will become utility.

* From Roger Martin (2009) The Design of Business


The Right Business Mix Results in Cohesion Which Increases Performance

Companies with a High Level of Cohesion affect EBIT Directly

4%

8%

12%

16%

20%

24%

28%

32%

0 20 40 60 80 100 120

EBIT

mar

gin

, 20

03

-20

07

Capabilities coherence score

Coca-Cola

Wrigley

PepsiCo

Kimberly-Clark

Sara Lee

ConAgra Merck

Unilever

H.J. Heinz

Kraft

General Mills

Clorox

Campbell Soup Company

P&G

*Adapted from “The Coherence Premium” –Harvard Business Review, June 2010

A coherent organization is one that is thought of and executed as a whole


The Goal of A Good Business Model is to Create Coherence

• A Coherent Business Model is one that is synchronised around:

» its market position,

» its product and service portfolio; and

» its most distinctive strategic capabilities

• All of the above working together as a system

• To bring coherence to these components requires a variety of business skills and disciplines

Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating

The Environment

The Business Model

Market Model

Products and

Service Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering: Products /

Services

Capabilities

Processes / Value Chains

Business Services

Functions

Data

Applications

Technology


ANALYTICAL THINKING

INTUITIVETHINKING


GOAL: Reliably produce

consistent, predictable

outcomes

GOAL: Produce outcomes that meet desired objectives

Coherency requires a balance of goals and thinking types

The Challenge is identifying the right skills in the organization that are able to traverse the domains of innovative intuitive

thinking, and reliable analytical thinking .

Investment

Typically goes

here

NPV

EVA

Operation Management

Quality Management

Corporate Governance

Enterprise Patterns

Portfolio Analysis

IT Governance

Value Engineering

PRINCE2

Six Sigma & Loan

Business Intelligence

Strategic Traceability

Financial Modelling

Innovation Management

Business Analysis

Data visualisation

Talent Management

System Thinking

Mission

Business Model Design

Stakeholder Value

TOGAF

Cost Engineering

Solution Architecture

Knowledge Ecosystem

Six Thinking Hats

Collective Intelligence

Gamification

Crowdsourcing

Change Management

Perception Management

Wicked Problems

Environmental Scanning

Brand Management

Integrative Thinking Goals

Capability

Five Forces

Root Cause Analysis

Product Management

Search for “The EA Headspace”


ANALYTICAL

THINKING

INTUITIVE

THINKING


GOAL: Produce

consistent, predictable

outcomes

GOAL: Produce outcomes

that meet desired

objectives

Certain Business Disciplines Are Required to Reduce the time to

codifyKey disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable

processes

Who is best qualified to operate here?

Should investment go here and who is

qualified to operate here?

Unresolved

Business

Challenges

Rules of

thumb

Robust, repeatable

and replicable

processes


But Who is

Responsible?


What We Have Found In Large AccountsLines of responsibility around cohesion and business architecture, are often unclear

Funct

ional

Cap

ab

ilities

Cro

ss-

Funct

ional

Cap

ab

ilities

Ente

rprise

Co

here

ncy

Cap

ab

ilities

Strategic Architecture

Mandate –Business

Ownership

IT Architecture Mandate –

IT Ownership

Business Architecture

MandateUndefined

Cohesion MandateUndefined - Enterprise

Planning Ownership


Getting Closer to Business

Business Stakeholders are seeking more value, but are often receiving more complexity

TOGAFBusiness Stakeholder Relationship Management

Who is best qualified to own

this space?


Business Architecture and Business AnalysisWhich of these disciplines are the most qualified to handle the relationship with the stakeholder?

Context of Work

Un

der

lyin

g C

om

pet

ency

Detail Focus Big Picture

Fou

nd

atio

nal

Ad

van

ced

Entry

level

BA

Junior

BA

Inter-

mediate

BA

Senior

BA

Advanced

Generalist

BA

Analyst

BizArch

Senior

BizArch

Principal

BizArch

Master

BizArch

Distinguished

BizArch

Business

Analysis

Business

Architecture

Strategic Business Architect

Principal BusinessArchitect

Business

Architect


Valu

e

Mandate

E

AB

C

D

Responsibility Depends Upon The Mandate from Business

The EA Mandate - Value Increases when Mandate Increases.

Business Architecture is seen

as a positive progression

away from IT

*Adapted from Ruth Malan, Dana Bredemeyer

• Maximize Product Profitability

• Maximise Market Share

• Maximise Customer Lifetime Value

Improve project

performance

Improve enterprise wide

program and portfolio

performance

Improve Business Performance

Improve Market

Performance (Shareholder

Value)

Improve Product/Service

Performance


Improve project

performance



performance


Improve Market


Value)

Valu

e

Mandate


Performance

E

AB

C

D

How Does the Mandate Affect Business Roles?

There are three areas that we can align to general BABOK language

Lets Call this space the Enterprise Planning

and Performance space

Lets Call this space the Business Improvement

space

Lets Call this space the Business Transition

space


Valu

e

Mandate

E

AB

C

D

What are the Possible Problem Scenarios?

The Problem space varies significantly depending upon the mandate.

Improve project

performance



performance


Improve Market Performance

(Shareholder Value)

Improve Product/Service Performance

Business Transition

space

We are looking to acquire a

variety of companies. How

can we apportion our assets

across the company to best

take advantage of an M&A

The Business is losing market

share due to inefficiencies

across the value chain. Find out

what the bottlenecks are and fix

it

The business is going

through a major

transformation program.

Deliver the solution on time

and under budget.

Design the solution for

an HR system


Valu

e

Mandate

E

AB

C

D

What are the Dominant Skills Across the Mandate?

The required Skills will therefore vary across the mandate

Improve project

performance



performance


Improve Market Performance

(Shareholder Value)

Improve Product/Service Performance

Gap in SFIA

Addressed by SFIA

Addressed by SFIA

Shareholder Value AnalysisValue Maps and Driver treesStrategic PlanningOrganisation DesignEconomics and AccountingSystems Thinking Corporate Governance

ElicitationBusiness Analysis PerformanceRecommendation of Improvements

Lean thinkingSix SigmaTQMTOC

Requirements analysis mngmnt and comms

Enterprise analysisDetermine business processes

Planning and monitoring Solution assessment and validation

Program and Portfolio mngmnt and GovernanceRisk mngmntChange MngmntBenefit Realisation

Business Transition

space

Quantitative AnalysisProduct StrategyDesign ThinkingEnterprise Planning


Valu

e

Mandate

E

AB

C

D

What might the roles look like across the Mandate?

The true value of each role is reached when they operate within their “sweet spot”

Entry Level BA

Junior BA

Intermediate BASenior BA

Principal Business Architect

BA Project Lead

BA Program Lead

BA Practice Leader

Business Relationship

Manager

Strategic BA

Distinguished BizArch

Master BizArch

Business Architect

Analyst BizArch

Improve project

performance



performance


Improve Market


Value)


Performance

Enterprise Planning and Performance space

Business Improvementspace

Business Transition space

BABOK does not recognise a hybrid overlap between the

Business Analyst and the Business architect

Senior BizArch


Lack of Opportunity

The Current Business Analysis Career Path Dilutes the true Value

The progression or the business analyst often moves from business understanding to management and delivery type functions

Time

Kn

ow

led

ge O

f B

usi

nes

s

Entry Level BA

JuniorBA

Intermediate BA

Senior BA

BA Project Lead

BA Program Lead

BA Practice Leader

Business Relationship

Manager

Principal Business Architect

Strategic BusinessArchitect

Delivering PathThought leadership in terms of the utility layer, standards, replicating, reliability etc.

Managing PathThought leadership in terms

of management, delivery, change and politics

Planning PathThought leadership in terms

of innovation, business models and mixes


Why is there Lack of Opportunity?

• Risk driven» Activities that produce consistent, predicable outcomes are more likely to attract investment due to lack of risk

• Utility Driven» Business Analysis as well as business architecture are often seen as utility disciplines that provide the building blocks

for the “actual” business

• Delivery Driven» The business is in a delivery phase and the focus is therefore on delivery of outcomes through projects and programs

• Organization Driven» Due to organization structures, there is less room at the top and hence less opportunity for those types of individuals.

• Performance Driven» It is easier to measure the reliability dimension

• Politically Driven» “In Corporate settings, high level heuristics are generally in the hands of highly paid executives who, out of sheer self

interest, are reluctant to share that space and skill”

» There is strong ownership of the business outcomes and hence business is reluctant to relinquish control to what it sees as “outside” the business

• Mandate Driven» Ultimately all of the above are driven by the mandate

» If the mandate from the business is for improved business performance or market share then the opportunity will exist


Strategies for Moving up the Curve to Open the OpportunitiesCloser alignment to the planning cycle


Strategies for Moving up the Curve to Open the Opportunities

Provide Structural insight into strategic scenarios

• Strategic option analysis - for a more informed understanding of the potential impact of each scenario on the business.

• This helps the business to compare investment choices and effort before executing


Strategies for Moving up the Curve to Open the OpportunitiesCreation of a Unified Team of cross enterprise disciplines

Change Manager

Finance

PMO

Business Improvement

Strategy

Technology

• Combination of People, Process & technology to drive out an outcome through projects



• High maturity organizations have a clear linkage between Business architecture, strategic goals, and performance management

• These organizations also have a feedback loop which helps measure the progress towards objectives

• This feedback loop will also inform the next iteration of business strategy and architecture.

Piggy back off enterprise performance management as an onramp for business architecture



• Provide executives with a cohesive, non-project based view of the investment spend

• Address Capex and Opex conflicts

• Address duplication of effort across the portfolio landscape

• Maintain alignment of the ensuing programs

• Allows business stakeholders to have a consistent business focussed view of the project investment and its status

Support the investment planning cycle and cohesion of programs

Removed



Choose your architecture sponsor carefully since it has a direct effect on the success of the architecture function.

= significant improvement

External consultants, or other individuals with recognized

credibility, strengthen your business case.

Highly placed business executives provide access to

funding and help assert governance over business

architecture. Executives with cross-functional

responsibility will make the best allies for your

architecture efforts

Executive sponsors involved in change are more open to

new initiatives and have access to discretionary funding.

(Source: Info-Tech Research Group; N=43)

48%

50%

40%

60%

64%

94%

77%

76%

70%

69%

0% 50% 100%

External consultant responsible

for business architecture

Most highly-placed executive

Person responsible for change

area

Business architect employed by

the company

Person integrating multiple

departments

Involvement of business sponsors affects

success of the Architecture function

Not involved Involved in sponsorship

If you have a choice of Architecture sponsors, look for external

consultants, high-placed executives, or those in charge of change areas.


33%

61%

0%

50%

100%

Did not use Did use


• Always tie models into existing strategic planning artifacts

• Mould architecture to current artifacts.

• Document to resonate, explain and communicate.

• Get to the bottom line. The absence of metrics outlining the efficiency, effectiveness, and agility gains of the business analysis and architecture discipline will drive the business away.

• Don’t think it’s your job to introduce business leaders to the practice of modeling - Business models may not look like EA models, but you have to find the link between the two paradigms to achieve business engagement in target state design

Tie target state models into existing strategic planning materials.

Usage of pre-existing business process diagrams drives business engagement

% b

usi

ness

engaged

(Source: Info-Tech Research Group; N=44)



• Find the heuristic super powers and use the business architecture techniques to develop the algorithms.

• Understanding the heuristics puts you in a position of strength, since rewards and status tends to go to those individuals with the best and most reliable heuristic.

• Motivation Models, cohesion planning, cross functional capabilities, journey maps, learning maps and value maps are all techniques to help understand the heuristic recipe

Improve the speed through the knowledge funnel using business architecture techniques


Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes



Moving unresolved business problems into the utility space is a journey across the complexity space that is supported by

both the business architects and business analysts

Software

Automation

Projects

Funds investment

Widget

assembly

Credit card approval

Inventory

Management

Outsourcing

Projects

Major re-

design

projects

Six-sigma based

process

improvement

analysts

New Product

design

Deals with other

companies

International

Delivery

On-line

purchasing

ERP based

process

improvement

Complex Processes, not part of company’s core competency: Outsource

Complex, dynamic processes of high value:

undertake business process improvement efforts that focus on

people

Straightforward, static commodity processes:

use automated ERP-Type applications and / or

outsource

Straightforward, static, and valuable: automate

to gain efficiency

High

Hig

h

Low

Low

Must be done but adds little value to product or services

Very important to success, high value added to products and

services

Strategic Importance

Pro

cess

Co

mp

lexi

ty a

nd

Dyn

amic

s

Complex negotiation, design, or decision process

Many business rules; expertise involved

Some business rules

Procedure or simple algorithm

Organization

Heuristics

Principal

Business

Architects

Business

Analysts

Strategic

Business

Architect

Senior

Business

Analysts

*Adapted from “Business Process Change” by Paul Harmon



• Value and differentiation still require

the use of the utility

• Its this utility that must be optimised

through the creation of algorithms

• You need the utility and the algorithms

to help build reliability and

repeatability

• Capital investment is predominantly

directed towards this reliability and

utility area since it is predictable and

manageable

Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives

Utility

(Foundation)

Innovate

Build

Advantages

Assemble

Prolong

Advantages

Mix

Reduce

Disadvantages


Frameworks,

Methods, tools

and techniques

help you build

this utility layer.

They are tools to

capture the

heuristics and

convert them into

algorithms


TOGAF, BABOK and BIZBOK

The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them

0 1 2 3 4 5

Supporting Techniques for completing the

outputs, workproducts and artefacts

Defined list of outputs, workproducts and

artefacts (Business Domain)

Standardised technique for defining outputs

A method to execute for the Business Domain

A method to execute for the Enterprise

An classification scheme

Competency model for the Business Domain

Practice development for the Business Domain

BABOK v2

BIZBOK 3.0

TOGAF 9.1


TOGAF – A Brief IntroductionTOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise

A Method of

Execution

A Classification

System

Structure of Views and

Models


TOGAF – Some Misunderstandings

• “As a business architect I was looking forward to TOGAF 9.0 expecting some more in depth approach to business issues however I was dis-appointed.It remains still an EITA framework not a true EA framework; more work to be done I expect on making it business and customer focussed”

• "The importance of TOGAF seems to be waning. I suspect that there are a number of reasons, including:» The cost/benefit is unfavourable.

» The cloud is becoming more important, and TOGAF seems less relevant in that environment.

» Organizations are focusing more on buy vs.. build, and TOGAF seems less relevant in that world."

• "We don't need to waste time doing business architecture - we have eTom." Chief Architect of Major Telco

If they don’t understand it, then they wont be able to sell it and the utility space will remain fragmented


TOGAF – A Different Perspective

TOGAF is not an EA body of knowledge, similar to BABOK

or PMBOK. Instead it is just an attempt at providing a

reusable process for building an EA along with some

handy guidelines and techniques. If an Enterprise

Architect's tool kit was a bag of golf clubs, TOGAF would

be a 3 wood, a 5 iron and a glove – it will get you on the

fairway, but if you're planning to finish the hole you'll need

to get some additional help

Greg FullardToolbox.com


TOGAF and the Other ToolsTOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light

BIZBOK

Body of Knowledge Resources

Framework “Glue”

Complementary Methods and Frameworks


Views and Models

Roles Across the Artefacts. Limiting the business domain to traditional frameworks is too abstract for the various business roles and results in role confusion

B-IT Strategy

Principles

Capability Req’s

Value Streams

Process Maps

Function Models

Use Cases

Process Models

Workflows

Operating procedures

Health Assessment

Application Principles

Application Framework

Current State

Target State

Services Definitions

Function Models

Wiring Diagrams

Activity Views

Patterns

Deployment Model

Integration View

Application Standards

Resource Estimates?

Class/Module View

Configuration Models

Info Mgt Principles

Info Use Policies

Meta-Data Definition

Subject Classification

Information Classification

Reference Data Stds

Data Dictionary

Enterprise Info Model

Data quality processes

Data Directory

Field Level Views

Technology Watch

Health Assessment

Asset Lifecycle

Technology Principles

Tech Reference Model

Current State

Target State

Service Catalogue

Service Definition

Mud Maps (N/W, etc.)

Technology Standards

CMDB Management

Contextual

Conceptual

Logical

Physical

Implementation

Business Applications Information / Data Technology

Head of Architecture

Enterprise Architect

Solution Architect

Application

Architect

Information

Architect Infrastructure

Architect

Application

DesignerData Architect

System

Administrator

Business

Architect

Business Analyst


Views and Models

Adding Additional Business Domains provides a greater Insight into the different role types

Environ.

Models,

Competitor

Analysis,

Strategic

Diagnosis

Segmentation

Positioning,

Strategy Map,

Decision Trees

Perceptual

mapping,

distribution

channels and

models

Customer

Experience,

Journey Maps,

Learning Maps

Campaign

Models,

Advertising

Messages, Key

Messages

Competitor

Strategy,

Expansion

Strategy,

Innovation

Strategy

Marketing Mix,

Product

Lifecycle

Model, Pricing

and Cash Flow

analysis

Regression

Analysis and

forecasting,

Platform and

Expansion

Plans

Design models,

Value Maps,

Product and

Offering Maps,

Design Models

Product Line

plans

Motivation

Model, Driver

Trees, Systems

Theory

Org. Model

and Structures,

Org. Culture,

Partner and

supplier

models

Change

Models,

Organization

Unit model,

Org. learning

models

Resource

Management

and Scheduling

procedures

Contracts, Time

and Expense

Procedures

Performance,

Business

Structures,

Value Maps

Risk Models,

Growth

Models, Capital

Structure

Models

Performance

Alignment

model, Root

Cause Model

Balanced

Scorecard,

Financial

reporting

Financial

Reporting

Procedures,

EPM

Value Chain,

Value Streams,

Decisions &

Events

Capability

Models

Process Maps

Function

Models

Use Cases

Process Models

Workflows &

Activities

Operating

procedures

Info Mgt

Principles

Info Use

Policies

Meta-Data

Definition

Subject

Classification

Information

Classification

Enterprise Info

Model, Info

Lifecycle

Model, Human

Interface

Model

Custodian

Model,

Integration

View,

Presentation

Models

Security Rules,

BI Reports,

User Interface,

Warehouse

and datamarts

Health

Assessment

Application

Principles

Application

Framework

Current State

Target State

Services

Definitions

Function

Models

Wiring

Diagrams

Activity Views

Patterns

Deployment

Model

Application

Standards

Resource

Estimates?

Class/Module

View

Configuration

Models

Data Principles

Reference Data

Stds

Data

Dictionary,

Data quality

processes

Data Directory

Field Level

Views

Technology

Watch

Health

Assessment

Asset Lifecycle

Technology

Principles

Tech Reference

Model

Current State

Target State

Service

Catalogue

Service

Definition

Mud Maps

(N/W, etc.)

Technology

Standards

CMDB

Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology


Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business

Architect

Strategic

Business Architect

Principal

Business Architect

Senior Business Analyst /

Senior Business ArchitectAnalyst Business Architect

Business Analyst


Views and Models

This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space

Environ.

Models,

Competitor

Analysis,

Strategic

Diagnosis

Segmentation

Positioning,

Strategy Map,

Decision Trees

Perceptual

mapping,

distribution

channels and

models

Customer

Experience,

Journey Maps,

Learning Maps

Campaign

Models,

Advertising

Messages, Key

Messages

Competitor

Strategy,

Expansion

Strategy,

Innovation

Strategy

Marketing Mix,

Product

Lifecycle

Model, Pricing

and Cash Flow

analysis

Regression

Analysis and

forecasting,

Platform and

Expansion

Plans

Design models,

Value Maps,

Product and

Offering Maps,

Design Models

Product Line

plans

Motivation

Model, Driver

Trees, Systems

Theory

Org. Model

and Structures,

Org. Culture,

Partner and

supplier

models

Change

Models,

Organization

Unit model,

Org. learning

models

Resource

Management

and Scheduling

procedures

Contracts, Time

and Expense

Procedures

Performance,

Business

Structures,

Value Maps

Risk Models,

Growth

Models, Capital

Structure

Models

Performance

Alignment

model, Root

Cause Model

Balanced

Scorecard,

Financial

reporting

Financial

Reporting

Procedures,

EPM

Value Chain,

Value Streams,

Decisions &

Events

Capability

Models

Process Maps

Function

Models

Use Cases

Process Models

Workflows &

Activities

Operating

procedures

Info Mgt

Principles

Info Use

Policies

Meta-Data

Definition

Subject

Classification

Information

Classification

Enterprise Info

Model, Info

Lifecycle

Model, Human

Interface

Model

Custodian

Model,

Integration

View,

Presentation

Models

Security Rules,

BI Reports,

User Interface,

Warehouse

and datamarts

Health

Assessment

Application

Principles

Application

Framework

Current State

Target State

Services

Definitions

Function

Models

Wiring

Diagrams

Activity Views

Patterns

Deployment

Model

Application

Standards

Resource

Estimates?

Class/Module

View

Configuration

Models

Data Principles

Reference Data

Stds

Data

Dictionary,

Data quality

processes

Data Directory

Field Level

Views

Technology

Watch

Health

Assessment

Asset Lifecycle

Technology

Principles

Tech Reference

Model

Current State

Target State

Service

Catalogue

Service

Definition

Mud Maps

(N/W, etc.)

Technology

Standards

CMDB

Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology


Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business

Architect

Strategic

Business Architect

Principal

Business Architect

Senior Business Analyst /

Senior Business ArchitectAnalyst Business Architect

Business Analyst


Views and Models

• “I wont bring tons of models to an executive level meeting. Its not the type of information they want. They want insights. The models are for you and the architects”

– Enterprise Architect, Financial Services

• “The lessons the more mature Business Analysts have learned, is to keep the artefacts simple”


Views and Models

• Value Chain Analysis• Cross Functional Models• Capability/Business Anchor Models• Process Models• Application Models• Data and information Models• Technology Models

• Value Maps• Product and Offering Maps• Design Models

• Customer Experience• Journey Maps• Learning Maps• Motivation Models

Business Model Innovation

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels


Value Proposition


Services

Capabilities


Business Services

Functions

Data

Applications

Technology


Views and Models

Anchor Models Have a Short Business Value Lifespan

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels


Value Proposition


Services

Capabilities


Business Services

Functions

Data

Applications

Technology

• The Business Anchor Model tends to be Driven by IT• It is often used as a tool to “talk” to the business to maintain

architectural integrity• The capability models resonate more with the IT & architecture

disciplines, not necessarily with the business disciplines• The Capability model becomes more the execution focussed piece –

it is in fact the downward facing artefact• Cross functional capabilities start to move upwards and resonate

more with business stakeholders


Views and Models

Capabilities and Capability Models require a different modelling technique

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels


Value Proposition


Services

Capabilities


Business Services

Functions

Data

Applications

Technology

• Talk to business stakeholders in terms of People, Process and Tools that drive out an outcome

• To come up with the detail around the these resources, you use the business analysis community

• Cluster these capability components into capability models later, since these are the models that the architecture discipline tends to use

• This approach also helps business stakeholders begin to understand the resources within a capability

• This approach also begins to expose the resources for discussion and helps facilitate a the assemble and mix discussions


Views and Models

Customer Experience is becoming key

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels


Value Proposition


Services

Capabilities


Business Services

Functions

Data

Applications

Technology

• Understanding and developing the customer experience goes a long way to bridge the divide

• These models take a customer driven approach and create a more “form before function” approach to assembling the architecture building blocks


Views and Models

The Motivation Model resonates well with business sponsors

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels


Value Proposition


Services

Capabilities


Business Services

Functions

Data

Applications

Technology

• Business Stakeholders often find traditional business architecture models difficult to consume

• We found that the motivation model resonates well with business stakeholders

• Helps move away from pain point architecture to focus on outcomes

• The challenge is that when you show this to the architect its scoffed at – yet when you show it to the business stakeholder their response is – this is Gold – this is what I have been looking for.


A Method of Execution

TOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed content and methods for the domains

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business “hat” is worn in these phases since it involves the

innovate, mix and assemble activities

• The strength of the business architect in this space is

understanding the context and applying the right tools for that

context

• At this point it is advantageous to introduce the motivation

model, with specific reference focus as to how the customer

experience drives out the outcomes in the motivation model.

• The capability model often does not resonate here - so the

introduction of the underlying resource mix is more effective

e.g.. People, Process and tools

• A First iteration of these phases drives out the key enterprise

differentiation resources required to reach the outcomes

• A Second iteration drives out the products and services model

(4P’s - Product, Place, Price & Promotion) and what cross

functional resources we need to deliver these

• Journey management is a crucial aspect of the business

architect during this phase

• Some limited BABOK and BIZBOK techniques support this area



The Business Architect wears two hats when executing through this method

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business architect wears the architecture “hat”

in these phases since they involve the reliability and

utility activities

• The business architect has to understand architecture

in order to apply it and help the teams downstream

• This space requires more of the traditional

architecture models - the people, process and tools

resources can now be assembled and clustered into

capabilities

• The architecture community is strong in this space but

tends to be weak at requirements management

across the whole process

• Techniques and resources within the BizBok will

support the business architect efforts within these

phases

• There are a number of techniques within the BABOK

that the business analyst will use in supporting the

business architect across these phases



The Business Analyst already has a mature capability around requirements management

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business analyst primary focus is to seek to

understand the business

• The focus of this understanding is more often

delivery and project based

• The business analyst skill supports requirements

elicitation across the whole lifecycle

• This complements the weakness of the

architecture community

• There are a number of mature methods and

techniques within the BABOK that support these

activities


The Classification System

Actor

Assumption

Business Service

CapabilityConstraint

Contract

Control

Data Entity

Driver

Event

Function

Gap

Goal

Location

Measure

Objective

Organizational Unit

Platform

Service

Principle

Process

Product

Requirement

Role

Service

Quality

Work

Package

Physical Data

Component

Logical Data

Component

ACTOR

Actor

BUSINESS SERVICE

Business Service

CAPABILITY

Capability

ASSUMPTION

Assumption

CONTRACT

Contract

CONTROL

Control

CONSTRAINT

Constraint

DRIVER

Driver

EVENT

Event

DATA ENTITY

Data Entity

GOAL

Goal

INFORMATION SYSTEM SERVICE

Information System

Service

LOCATION

Location

PHYSICAL

APPLICATION COMP.

Physical

Application

Component

ORGANIZATION UNIT

Organization Unit

GAP

Gap

MEASURE

Measure

OBJECTIVE

Objective

PRINCIPLE

Principle

PLATFORM SERVICE

Platform

Service

ROLE

Role

LOGICAL

TECHNOLOGY COMP.

Logical

Technology

Component

PHYSICAL DATA

COMPONENT

Physical Data

Component

PHYSICAL

TECHNOLOGY COMP.

Physical

Technology

Component

REQUIREMENT

Requirement

PROCESS

Process

PRODUCT

Product

SERVICE QUALITY

Service Quality

LOGICAL DATA

COMPONENT

Logical Data

Component

WORK PACKAGE

Work Package delivers

FUNCTION

Function

LOGICAL

APPLICATION COMP.

Logical

Application

Component

consumes

generates

interacts with

performs

resolves

supplies

participates in

performs task in

consumes

governs and measures

meets

is processed by

creates

motivates

is realized by

is bounded by

contains

contains

contains

contains

contains

implements

encapsulates

supplies

provides platform for

sets performance criteria for

sets performance criteria for

realizes

contains owns

produces

owns and governs

is realized by

extends extends

encapsulates

extends

generates

orchestrates

orchestrates

produces

accesses

consumes provides

resolves

meets

is guided by

is resolved by

TOGAF provides a system to classify the building blocks of the organization


The Enterprise Business Motivation Model*

The TOGAF classification system is complementary to more detailed models required for business architecture such as the Business Motivation Model

*Nicklas Malik

Required

CompetencyValue Configuration

Customer Demands

and Relationships

Product and

Services

Distribution

Channels

Geographies and

Locales

Finance and Revenue

Models

Business Alliance /

Partnership

EnterpriseBusiness Model

Element

Business Model

drives targets

input to

empowers/

prevents

affect

affect

drives

delivered

through

affect and

demand

composesmakes money for

Business Unit

Business Model

Element

defined in

provides consumes

includes

Business Unit

Capability

Maturity

Assessments

packages

specific for

defines

requirements for

evaluates

Business Process

Process Metric

Success Metric/

Measure

Business System

Interaction

Business

Requirement

Key Performance

Indicator

performs governs

is a

measures

tracks

drives

tracks

success of

implemented

through

demands IT Managed Servicecomposes

includes

Directive

Business Rules

and Facts

Policy Type

Business Policy

is a is acategories

supports

basis for

Stakeholder

Business Strategy /

Objective

VisionMission

Business GoalPrinciple

DriverCapability

Roadmap

prioritizes

drive

changes to

describes

changes to

set performance criteria

enables

includes

accountable for

realized in

is a

is a

is a

is a

is a

is a

is a

charts path

to a

motivates change towards

influences

enables

provides impetus for

responds to

makes operative the

Business Model

Assesment

Business Judgement

composes

Potential Impact

Issue

Strength or

Weakness

Recommendation of

Change

Risk

Potential Reward

Influencer

describes impact of

Competitive Pressure

Business Trend

Competitive

Opportunity

Regulation

Influencing

Organization

source of


In Closing: Team

Roles


Team Structure

• Pragmatist and visionary » The pragmatist follows the money and works with what he sees

» The visionary follows the vision and works with what he visualizes

• The challenge for the business architect is to deal with both the analytical stakeholder as well as the intuitive stakeholder and try create synergy between these two

• Team works well when there is a common vision and a common purpose

• Mix the team on Myers Briggs scores


Team ProfilesCreating the right mix is crucial for a successful business team

Role Type Temperament &

Personality

Strengths

Business Architect ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better

way, always eyeing new projects, new enterprises, new

processes. Keenly pragmatic, and often become expert at devising

the most effective means to accomplish their ends.

Journey Manager ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better

way, always eyeing new projects, new enterprises, new

processes. Keenly pragmatic, and often become expert at devising

the most effective means to accomplish their ends.

Project Manager ENTJ Rational Field Marshall Give structure and direction, visualize where the organization is

going, communicate that vision to others. Organizational and

coordinating skills

Business Analyst INFJ Idealist Counsellor Understand and use human systems creatively, and are good at

consulting and cooperating with others. vivid imaginations and

poetic imagery and storytelling

Customer Experience ESTP Artisan Promoter Men and women of action, excellent negotiators. Charming,

confident, and popular, Promoters delight their friends and investors

with their endless supply of stories and jokes

IT Architect ISTP Artisan Crafter Masterful operation of tools, equipment, machines, and instruments

of all kinds. Action oriented


Questions?

bridging business analysis and business architecture - the open group webinar

Business

business disciplines5

business views

business landscape2

business analysis paths

coherent business model

good business model

business architecturefinal

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