dcbadd015 iris business architect
TRANSCRIPT
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Align your Requirements with Corporate Business Strategies Using Business Architecture
Daniel Lambert, M ScVP – Benchmark Consulting
Presentation to the IIBA Minneapolis/St. Paul Chapter – 2015.09.10
Email: dlambert@biz‐architect.comPhone numbers:
(855) 798‐2042 x2010 (USA & Canada)+1‐514‐798‐2042 x2010 (elsewhere)
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1. The Place of Business Analysts in the Enterprise slide 3
2. Business Architecture Introduction slide 8
3. Business Architecture Guild slide 12
4. Business Architecture Books slide 17
5. Why Business Architecture Matters? slide 21
6. When Is Business Architecture Used? slide 27
Presentation Overview7. Organization Maps slide 34
8. Capability Maps slide 37
9. Value Maps slide 39
10. Other Maps slide 42
11. Requirements Maps slide 48
12. Impacts of Business Architecture on Business Analysts slide 52
13. Example 1 ‐ Ford slide 5414. Example 2 – Principal slide 62
15. Example 3 – USPTO slide 69
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Section 1The Place of Business
Analysts in the Enterprise
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Planning
Marketing Plan
Strategic Plan
Operational Plan
Delivery & Execution
Operations
Delivering Operating
Source: Driving your BA Career ‐ From Business Analyst to Business Architect by Craig Martin; Sept. 30 2014 on SlideShare; Slide 17
Enterprise Design
Product & Service Design Enterprise Architecture
Business ArchitecturePortfolio, Program & Project
Management
Business Planning Solutions Architecture
Solutions Development
Business Analysis
Traditional Place of Business Analysts in Enterprise Design
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With Business Architecture, Business Analysts Can Broaden their Scope of Action
Comments of Duane Banks, Business Analyst at United regarding the article entitled Business Analysts and Business Architecture in BA Times on March 16, 2015.
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Planning
Marketing Plan
Strategic Plan
Operational Plan
Delivery & Execution
Operations
Delivering Operating
Enterprise Design
Product & Service Design Enterprise Architecture
Business ArchitecturePortfolio, Program & Project
Management
Business Planning Solutions Architecture
Solutions Development
Business Analysis
The Place of Business Analysts with Business Architecture
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• Business Architecture: 1 of 5 new perspectives, that also includes Agile, BI, IT and BPM
• In the Business Architecture perspective, reference models are listed instead of methodologies or approaches.
• No part of the current state should be assessed in complete isolation from the rest.
• The elements of any future state must effectively support one another and all contribute to meeting the business goals and objectives.
BABOK® v3 and Business Architecture
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Section 2Business Architecture
Introduction
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• 66% of HR and IT organizations develop strategic plans that are not linked to the enterprise strategy.
• 95% of employees in most organizations do not understand their organisation’s strategy
Source: The Strategy‐to‐Execution Process: A Critical Component of Transient Competitive Advantage; The European Business Review; November 7, 2013
Today’s Business Disconnects
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Business architecture is defined as “A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands."
‐ BIZBOK® Guide, page 1
The Business Architecture Definition
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Business Overview According to Business Architecture
Figure 1.1 of the BIZBOK® Guide on page 2DRAFT ‐ Benchmark Consulting Canada Copyright 2015 – All Rights Reserved
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InformationMaps
Strategy MapsStakeholders
Maps
Organization
MapsInitiative Maps
ProductMaps
Asset Maps
Value Maps
CapabilityMaps
Process Maps (BPM)
Requirements Maps
BusinessArchitecture
The 11 BIZBOK®Maps of Business Architecture
Source: Figure 1 in the article entitled “Increase your Transformation Success Rate with Business Architecture” in LinkedIn on April 21, 2015. DRAFT ‐ Benchmark Consulting Canada
Copyright 2015 – All Rights Reserved
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Section 3The Business Architecture
Guild
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The Business Architecture Guild is a professional association, which offers exclusive content to its members like the following:
• the Business Architecture Body of Knowledge® (BIZBOK®) Guide,
• a certification program, called Certified Business Architect (CBA)®
• newsletters • webinars
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Primary Authors• Tammy Adams, Chaosity LLC • Sue Alemann, Slalom Consulting• Verna Allee, ValueNet Works• Eric Aranow, Context Consulting• Robert Bratulic, IBM• Carol Deutschlander• Lloyd Dugan, Business Process Management• Steve DuPont, The Boeing Company• Eric Shayne Elliot, Digital Recognition Network• Karen Erwin, NTT Data Americas• Linda Finley, Leadership Advantage LLC• Russ Jackson, Export Development Canada• Whynde Kuehn, S2E Consulting Inc.• J. Bryan Lail, Raytheon• Mary Lloyd, MoneyGram International• Stephen Marshall, IBM Global • Neal McWhorter, Strategic Value Partners• Judith Oja‐Gillam, IAG Consulting• Chris Payne, Altisource, Definition 6• Alex Randell, Principal Financial Group• Jim Rhyne, Thematix• Michael Rosen, Wilton Consulting Group
• Eric Spellman, Tata Consulting Services • Daniel St George, IBM • Cheryl Timko, Merck • William Ulrich, TSG, INC.• Taurai Ushewokunze, Vayase Consulting• Jeffrey Wallk, The Value Enablement Group
The BIZBOK® Guide Involves Many Authors
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Business Architecture and Requirements Alignment• Why Business Architecture and Requirements Alignment?
• Principle of Business Architecture and Requirements Alignment
• Requirements Alignment with:o Capabilitieso Informationo Value Streamso Organization
• Validation Guidelines
About Requirements in the BIZBOK® Guide
o Initiativeso Assetso Productso Processes
o Stakeholders
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Deriving Business Requirements from Business Architecture
Figure 3.8.4 of the BIZBOK® Guide on page 333
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Section 4Business Architecture
Books
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Business & Dynamic Change: The Arrival of Business Architecture
• Written by: o Frank F Kowalkowskio Gil Lawareo William Ulrich o Dr Michael Poulino Michael S Connoro Keith D Swenson
(Foreword)• Published on June 3, 2015• 226 pages
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Business Architecture: The Art and Practice of Business Transformation
• Written by: o William Ulrich o Neil McWhorter
• Published on October 31, 2010
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Section 5Why Business Architecture
Matters?
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Why Business ArchitectureMatters?
1. Business Architecture helps to focus and align corporate strategies to
all its business unitsdown and across the entire organization
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Why Business ArchitectureMatters?
2. Business Architecture improves decision making by lowering risk
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Why Business ArchitectureMatters?
3. Business Architecture increases employee
engagement by setting proper boundaries, making it safe and
productive for employees to take
independent action and make them more
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Why Business ArchitectureMatters?
4. Business Architecture increases operational efficiency
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Why Business ArchitectureMatters?
5. Business Architecture makes it possible to increase your agility in both your business and IT execution
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Section 6When Is Business
ArchitectureUsed?
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When Is Business Architecture Used?
1. Upgrading or replacing legacy systems
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When Is Business Architecture Used?
2. Integrating systems
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When Is Business Architecture Used?
3. Enhancing mobility for clients, employees and/or partners
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When Is Business Architecture Used?
4. Merger & acquisition
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When Is Business Architecture Used?
5. Opening or closing a business unit or a division
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When Is Business Architecture Used?
5. Investment Analyses
6. New product offering or service roll‐out
7. Globalization8. Business
capacity outsourcing
9. Supply chain streamlining
Other reasons10. Regulatory
compliance11. Joint‐venture 12. Restructuring13. Implementing
Customer‐Centric Approach
14. Divestiture
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Section 7Organization Map
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Source: Business Architecture in a Merger & Acquisition Context – Part 1
Apple Republic Org Chart (level 1 and 2)
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Source: Business Architecture in a Merger & Acquisition Context – Part 1
Org Chart with Capabilities (Level 1 only)
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Section 8Capability Map
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Detailed Capability Diagram (Level 1 & 2)
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Section 9Value Maps
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Value Streams Diagram
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Value Stages to Capabilities
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Section 10Other Maps
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Initiatives Diagram
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Strategy Map
Source: http://picgalaxy.net/swot‐analysis/Source: http://blog.bizzdesign.com/business‐performance‐management‐balanced‐scorecards‐and‐the‐decision‐model/
Balance Score Card
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Strategy Map
Source: http://bmimatters.com/tag/business‐model‐canvas‐examples/DRAFT ‐ Benchmark Consulting Canada Copyright 2015 – All Rights Reserved
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Information to Capabilities Linkage
Figure 2.5.2 of the BIZBOK® Guide on page 162DRAFT ‐ Benchmark Consulting Canada Copyright 2015 – All Rights Reserved
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Assets Map & Linkage to Other Maps
List of Assets according to TOGAF
List of Business Architecture Map According to BIZBOK
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Section 11Requirements Map
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Using Value Stream and Capabilities to Frame Requirements Analysis
Figure 3.8.2 of the BIZBOK® Guide on page 330
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Deriving Business Requirements from Business Architecture
Figure 3.8.3 of the BIZBOK® Guide on page 331DRAFT ‐ Benchmark Consulting Canada Copyright 2015 – All Rights Reserved
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Deriving Business Requirements & User Story from Business Architecture
Figure 3.8.4 of the BIZBOK® Guide on page 333
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Section 12Impacts of Business
Architecture on Business Analysts
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Impacts of Business Architecture on Business Analysts?
• Enables to build more relevant user stories and business cases using appropriate business strategies and precise vocabulary before they get approved and funded as a project.
• Enables clearer requirements definition and requirements validation
• Enables to Scope, Frame and Categorize Requirements based on business strategies
• Avoids duplications across business units and departments
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Section 13Examples from the
Business Architecture Guild
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Examples from the Business Architecture Guild
Source: http://www.businessarchitectureguild.org/?page=002
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Section 14Example 1
Business ArchitectureFord
Source: http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473‐059E‐498D‐906F‐E98CE494AB00/basig‐13‐06‐11.pdf
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Section 15Example 2
Capability‐Driven Assessments for Strategic Planning
Principal Financial Services
Source: http://www.omg.org/cgi‐bin/doc?basig/2015‐03‐14
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Section 16Example 3:
Leveraging Business Architecture for Business Requirements Management
US Patent & Trademark Office
Source: http://www.omg.org/cgi‐bin/doc?basig/2015‐03‐06
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Thanks!
Daniel LambertEmail: dlambert@biz‐architect.com
Phone numbers: (855) 798‐2042 x2010 (USA & Canada)+1‐514‐798‐2042 x2010 (elsewhere)
DRAFT ‐ Benchmark Consulting Canada Copyright 2015 – All Rights Reserved