cwin16 tls-capgemini-business-architecture-open-group-2016
TRANSCRIPT
Business Architecture & Open Group Business Architecture & Open Group Toulouse, 09/29/16
J Courquet | Capgemini A&D - Digital TransformationToulouse, 09/29/16
J Courquet | Capgemini A&D - Digital Transformation
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Table of Contents
What is Business Architecture ?
The Open Business Architecture Initiative
Conclusion
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As Is Enterprise context
Enterprise drivers Intends to make/maximize benefits Improve customer service Increase market share Reduce costs
Today Enterprise governance is based on Enterprise Architecture including key viewpoints such as IT, Application, Technology or Organizational Architecture and business viewpoint
But where can we find the answers of key concerns such as ? How does an enterprise accomplish profit objectives ? Does the enterprise architecture fits to business needs in a optimistic manner ?
Today‘s enterprises are not easily answering to these questionsbecause enterprise architecture is not business centric.
“It is not the strongest, the fastest or the smartest of the speciesthat survive, it is those most adaptable to change”
Charles Darwin
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What is Business Architecture ?
It is about giving strategic business objectives greater clarity and structure by describing how they translate into operations
There are several definitions :
TOGAF 9 Section 8.2: In summary, the Business Architecture describes the product and/or service strategy, and the organizational, functional, process, information, and geographic aspects of the business environment....In practical terms, the Business Architecture is also often necessary as a means of demonstrating the business value of subsequent architecture work to key stakeholders, and the return on investment to those stakeholders from supporting and participating in the subsequent work.”
“Business architecture is the formalized description of how an organization uses its essential competences for realizing its strategic intent and objectives.”
Definition applied by The Open Group since 2011
“A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands”
OMG Business Architecture Special Interest Group
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Business Architecture: Motivation
Why(Strategy policy)
Fit to market
Reduce Time To Market
Why(Business stakes)
Rapid process design for new products
Improve the current Information System to support an efficient
operating process
Deploy an efficient way of working
Prepare the future business capabilities
Guidance, coaching for strategy deployment
Monitoring & performance Analysis
Ensure business process maturity
What(Business levers)
Promote holistic Views to support decision making
Structure IS/IT knowledge on REX come from product portfolio , disciplines
Enhance added-value in operations and strategy support
Enhance information flow between stakeholders
Deliver trusted traceability from strategy to operations
Design, deploy, promote and support best practices in BA
Promote agile organization & governance
How(Business architecture
activities)
GENERATINGMARKET INSIGHTS
ALIGNMENT
GOVERNANCE
COMMUNICATION
Many concepts of BA framework exists and all of them are based on main components of an enterprise.The difference wrt EA consists in How components and relationships are taken into account.
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Business Architecture usual strategy
Business Architecture takes a combined top-down and bottom-up approach. A top-down approach allows the Business architect to identify the high - and
executive level goals that are in line with the overall enterprise business strategy. A bottom-up analytical approach allows Business Architect to identify the
specific tactical components that must be delivered to accomplish those goalsfrom day life activities.
This necessitates a complex organization in order to: Create/onboard/steer an Enterprise Business Architecture Community Set up a Governance to ensure compliance and alignment with Business
initiatives. Deploy a Business Centric Approach based on Industry, Business Product,
Operations Customer Behavior Knowledge as a dual of enterprise architecture Master communication and deliver the right information on time according the
right/understandable language Master redraw and supervise Process Discipline
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Business Architecture concerns
Motivation
Business Architecture
OrganizationKnowledge
information
Value And profit
proposition
Execution
artefacts
Performance
Capabilities KPIs
how well to do whathow well to do what
with what resources with what resources
Policies KM …
how to do what how to do what
Process Services Functions
why to do whatwhy to do what
what to do what to do
who is doingwho is doing
Vision Strategy
value-streams Products or assets
Organization structure Governance structure Supplier, providers …
Business architecture provides a consistent framework for aligning what customers want againstwhat the organization provides.It drives continuous improvement on value delivery by closing defined value and capability gaps
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The Open Business Architecture Initiative: Fast Track context
Part I Delivered Part II under evaluation
The Open Business Architecture effort is developing a new Open Group Standard to provide guidance for new and existing Business Architecture Practices.
The Emerging Standard is focused on Transformations to the Enterprise or Organization.
The Standard defines an Approach to ensure a Clear Understanding of the Business Vision by All StakeholdersThroughout the Enterprise Transformation Lifecycle
The Open Business Architecture effort is developing a new Open Group Standard to provide guidance for new and existing Business Architecture Practices.
The Emerging Standard is focused on Transformations to the Enterprise or Organization.
The Standard defines an Approach to ensure a Clear Understanding of the Business Vision by All StakeholdersThroughout the Enterprise Transformation Lifecycle
Open Business Architecture (O-BA) StandardThe emerging O-BA Standard has Three Parts:Part I: Describes the Practice of Business Architecture through a Business Architecture FrameworkPart II: Will Describe the Context in which the Business Architecture Practice is AppliedPart III: Will include specific techniques and guidelines that enable the Business Architect
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O-BA Drivers
The Open Business Architecture Initiative: Analysis starting point
Operational Domain
Strategy Domain
Structure Domain
The O-BA standard is focused on the transformation of the organization
Driver
A driver is defined as something that creates, motivates, and fuels the change in an organization
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O-BA Assesments Level 1
O-BA Drivers
The Open Business Architecture Initiative: assessments level 1
Operational ContextBusiness Structure
Strategic Intent External Vision Strategic Priorities
Operational Domain
Strategy Domain
Structure Domain
Business FunctionsValue Stream Business Outcome
Enabling Means
Transformation Principle
Driver
Assessment
An assessment is defined as the outcome of some analysis of some driver
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O-BA Assesments Level 2
The Open Business Architecture assessments level 2
Operational ContextBusiness Structure
Strategic Intent
External Vision
Strategic Priori ties
Operational Domain
Strategy Domain
Structure Domain
Business FunctionsValue Stream Business Outcome Enabl ing Means
Transformation Principle
Mission
Strategic Principle
CompetenceAmbition
Internal Chal lenge
Vision
Bel ief
Principle
Brand
External Factor
ConstraintOpportuni ty
External Chal lenge
Assumption
Objective
Customer Segment
Marketing M ixPosition
Timing
Customer Approach
Strategic Capabi l ity
Partner
Assessment1
ImplicationMeans-End Hierarchy Configuration / Capabil i ty
Driver
Assessment
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O-BA Principles
The Open Business Architecture Initiative:
Requirement
Driver
Assessment
Value Stream
Way of Thinking
Way of Working Way of Modeling
Way of Organizing Way of Supporting
What is a Value Stream?the sequence of activities required to design, produce, and deliver a good or service to acustomer, and it includes the dual flows of information and material.Source: Value Stream Mapping. Karen Martin and Mike Osterling. McGraw Hill, 2014
What is a Way of?The “way of” fields describe the different areas of the business architecture practice.
Apply a Common Language forConsistent Communication
Articulate Vertical Traceability (Fromvision, strategic intent, to
competence, capability, resources)
Articulate Horizontal Traceability toCreate Transparency in Cross-
business Domain Dependencies
Provide a Holistic View to EnsureAlignment of All Relevant Factors
Implement Transformation ProcessIntegration
Diapositive 12
WWE3 il faudra bien expliquer les différences entre Driver, assessment et requirements. "way of" est une notion pas très claire pour moi ... même niveau que requirements ? A préciser également dans le discours. WENDLINGER William (wwendlin); 28/09/2016
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The Five Ways Framework is used in the O-BA Standard to describe the Standardized Business Architecture Practice
The Five Ways Framework is used in the O-BA Standard to describe the Standardized Business Architecture Practice
The Open Business Architecture Initiative: The Five Ways Framework
Five Ways Framework
Way of Thinking
Way of Modeling
Way of Organizing
Way of Supporting
Way of Working
Resolves challenges of Continuous
Change
Assures alignment and integration of Strategy, Structure and Operations
Assures the Business Architect acts
at the right timeCommon
Language and Techniques enable the Role
AssuresLeadership / Stakeholder
Communication
WWE4
Diapositive 13
WWE4 Les Way of ne sont pas clairs pour moi (bis). Ce que tu mets en face de chacun d'eux ne clarifie vraiment pas. WENDLINGER William (wwendlin); 28/09/2016
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The Open Business Architecture Initiative: The Five Ways Framework
Way of Thinking Resolves challenges of Continuous
Change
Assures alignment and integration of Strategy, Structure and Operations
Assures the Business Architect acts at the right
time
Common Language and Techniques enable the Role
Assuresv Leadership / Stakeholder Communication
Way of Working
Assuring integratedleadership
communication
Creating the ho listicview
Assuring feedback andi terations
Common language
Hol istic view toassure al ignment ofal l relevant factors
Strategy view
Structure view
Operational contextview
The external vision
T he strategic in tentcompetence map
business serviceoperational context
Stra tegic priorities
va lue chain
business capabi l itymap
Value streamCompetencies
Capabi li ty hierarchy
External Vision
- Relevant external factors: - Assumptions: - Beliefs: - External constraints: - External opportuni ties: - Princip les: - Brand: - Market need: - Mission: - External challenges:
Strategic Intent
- Ambi tion: - Mission: - Strategic principles: - Competence: - Capabil i ty: - Goals: - Value stream: - In ternal challenges:
Investment Priorities
- Objectives: - Customer segments: - Marketing mix: - Posi tioning: - Timing: - Customer approach: - Capabi li ty: - Partner: - Internal constrain t: - Internal opportun ity: - Pol icy, rule, guide line:
Way of Thinking
executi ve ambi tionstate-of the arttechnology
strategic prioriti es strategic intentexternal vi sion
business strategy
Way of Supporting
Set communicationthrough a commonnatural language
Provide tools forarti factsmanagement
Apply industrystandards
Way of Organizing
Way of Modeling
Way of Organizing
Way of Supporting
Way of Working
Way of Modeli ng
Set overal l coherency
Align at strategy,structure and
operational l evel
Set HorizontalAlignment
Set Verti cal Ali gnment
businesscapabil it ies
Key competencies
DependencyNetwork Diagram
Integration View
Strategy DomainStructure Domain
OperationalContext
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Way of Working
Assuring integratedleadership
communication
Creating the holisticview
Assuring feedback anditerations
Common language
Holistic view toassure alignment ofall relevant factors
Strategy view
Structure view
Operational contextview
The external vision
The strategic intentcompetence map
business serviceoperational context
Strategic priorities
value chain
business capabilitymap
Value streamCompetencies
Capability hierarchy
External Vision
- Relevant external factors: - Assumptions: - Beliefs: - External constraints: - External opportunities: - Principles: - Brand: - Market need: - Mission: - External challenges:
Strategic Intent
- Ambition: - Mission: - Strategic principles: - Competence: - Capability: - Goals: - Value stream: - Internal challenges:
Investment Priorities
- Objectives: - Customer segments: - Marketing mix: - Positioning: - Timing: - Customer approach: - Capability: - Partner: - Internal constraint: - Internal opportunity: - Policy, rule, guideline:
The Open Business Architecture Initiative: The Five Ways Framework
Way of Thinking
Common Language and Techniques enable the Role
Way of Modeling
Way of Organizing
Way of Supporting
Way of Working
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The Open Business Architecture Initiative: Enterprise transformation value stream
Strategy Value Stream Transformation Value Stream Operation Value Stream
business Archi tecture Value Stream
Create VisionShape Idea Develop strategy andplan
Design Develop Implement Optimize and Learn
Enterprise transformation value stream
Value Stream breakdowns
Link with TOGAF architecture Framework
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Utilizing the O-BA Standard in Conjunction with TOGAF
The O-BA Standard can be used with TOGAF ADM during 3 Phases…
Some of the Reasons to use the O-BA in Conjunction with TOGAF• The Enterprise Continuum provides a view of how
industry architecture evolve and how these can be transformed into Enterprise Architectures
• The outcome of O-BA builds on and enhances the Preliminary Phase and Phase A
• The O-BA Standard describes a more explicit and structured way to align and integrate Strategy, Structure and Operational contexts
• This Standard applies a common language that extends the TOGAF 9 Content Framework
…among other reasons
The Business Architect role, engaged in all phases of the Transformation Lifecycle ensures Consistent
Communication
The Business Architect role, engaged in all phases of the Transformation Lifecycle ensures Consistent
Communication
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Conclusion
Enterprise and Business architecture are two sides of the same coin and are decisive in ultimately building an Enterprise that is in line with the global market and benefits objectives.
Virtually every facet of Business Architecture success depends on fielding of advanced architecture framework and standards.
In the framework of the Open Group, a lot of work has been performed on BA topic. That has enabled to clarify and formalize Enterprise needs and key BA artefacts . But work still needs to be done to completely meet Enterprise needs and offer operational methods .
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