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On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
On Kue Business Architecture101
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On Kue Business Architecture101

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Business Architecture 101

Business Architecture 101

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  • 1. Business By Design Business Architecture in Practice - 101 Connecting Strategy To Execution 6/10/2009 Carolyn Evans, Business Architect 1
  • 2. Business Architecture Defined How Do Organizations Approach Business Architecture? ◦ Bottom Up/Grass Roots Approach ◦ Top Down Approach Getting Stuck in the Middle… ◦ Why Do Organizations Get Stuck in the Middle? ◦ How Do They Avoid It? What Does it Take to Do Business Architecture in an Organization? ◦ Culture Change ◦ Resource Skill Set How Does an Organization Get Started With Business Architecture? Q&A Agenda 6/10/2009 Carolyn Evans, Business Architect 2
  • 3. Business Architecture Defined •A disciplined approach to creating and maintaining Business a set of business-owned information assets that Architecture is serve as a blueprint for the planning and execution of strategy •First and foremost, Business Architecture is Owned by the developed by the business for the business •Business Architecture provides a common, Business and enterprise-level business language and framework for documenting how the business is structured Communicates •Plainly said, Business Architecture is the information about how the business is structured, Structure, what it does to deliver customer value (processes) List Diagramand what it needs to do to meet its goals Process & Goals 6/10/2009 Carolyn Evans, Business Architect 3
  • 4. Bottom Up (“Grass Roots”) Business Architecture Approach An approach to executing Business Architecture which focuses on techniques and best practices among the “doers.” It is then “sold” to higher levels of management after successful results are achieved from pilot efforts • Typically driven by tactical business objectives such as: – Improving the quality of IT solutions – Reducing project lifecycles – Building better RFPs/RFIs • Results in a more tactical view of the business Bottom Up Approach 6/10/2009 Carolyn Evans, Business Architect 4
  • 5. Benefits Business Business Business Tactical issues are addressed quickly Unit Unit Business Operations Cases Cases Operations A strong base of techniques, best practices and skills are developed • Workflow/Swimlanes • Business Rules Techniques and content are • Business Requirements • Business Data Elements executed/documented more consistently Less global organization buy-in is required to start Project Project Project Project Project Project Project Project Challenges Requires a lot of “selling” to upper management to institutionalize Entire value proposition is difficult to realize Is not fully utilized by entire organization Is extremely difficult to put governance in place for techniques and content Fundamentally lacks a strong tie to strategy Bottom Up Approach 6/10/2009 Carolyn Evans, Business Architect 5
  • 6. Top Down Business Architecture Approach: What is it? An approach to executing Business Architecture in which the highest levels of Business Architecture documentation is tied to vision, goals, strategy and roadmaps. • Typically driven by strategic business objectives such as: – Creating an agile organization – Reducing costs – Gaining an understanding of who the organization is and what they do • Results in a high level view of the business Top Down Approach 6/10/2009 Carolyn Evans, Business Architect 6
  • 7. Benefits Is treated as a single enterprise focus; viewed as a priority Strategy Strategy Value is perceived to be greater because it is addressing strategic issues • Enterprise Processes • Enterprise Business Activity Model • Integrated Roadmaps (capabilities) • Enterprise Organizational Structure Change Management is easier Governance is easier to put in place Business Business Business Unit Unit Business Cases Challenges Operations Operations Cases Does not address tactical issues quickly Takes time to develop techniques and best practices and grow skill base at the execution level Lacks consistency across techniques to start Top Down Approach 6/10/2009 Carolyn Evans, Business Architect 7
  • 8. Why Does It Happen? Strategy Top Down Approaches usually do not produce common language/ content or utilize common techniques. If “apples- to-apples” comparisons cannot be made across content at the tactical • Enterprise Processes • Enterprise Business Activity Model level, it cannot be tied to or utilized at • Integrated Roadmaps (capabilities) • Enterprise Organizational Structure Strategic the strategic level. Business Architecture Business No matter which approach is Unit Business taken, organizations tend to Operations Cases get “stuck in the middle” Tactical Business Architecture • Workflow/Swimlanes • Business Rules Bottom Up Approaches do support • Business Requirements • Business Data Elements “apples-to-apples” comparisons of content, but the typical mindset of Bottom Up thinkers, their lack of clout and the sheer numbers of people that need to be influenced at higher levels within the organization prohibit the Project Project Project Project tactical level from being tied to or utilized at the strategic level. Getting Stuck in the Middle 8 6/10/2009 Carolyn Evans, Business Architect
  • 9. How Can It Be Avoided? Employ both Top Down and Bottom Up Business Architecture approaches Getting Stuck In The Middle 6/10/2009 Carolyn Evans, Business Architect 9
  • 10. What Does It Take to Do Enterprise Business Architecture? Culture/Organization: Must have an organizational driver Need to understand “end-game” of Business Architecture Strong senior leadership buy-in and support Organization’s capability to accept change in approach to analysis People: Senior level experience and capabilities Experience with Business Architecture modeling techniques Capability to tie business strategy with a Business Architecture Ability to think outside of typical Business Analyst or process role Must exhibit strong “soft skills” EBA - What Does It take? 6/10/2009 Carolyn Evans, Business Architect 10
  • 11. How Does An Organization Start in Developing Their Business Architecture? Key Success Factors: • Understand the initial • Start small, but plan for the future organizational driver: • Centralize the initial capabilities • Determines Top-Down vs. • Focus on the positive Bottom-Up approach • Communicate, communicate, communicate Getting Started 6/10/2009 Carolyn Evans, Business Architect 11
  • 12. Q&A Business Architecture Connecting Strategy To Execution 6/10/2009 Carolyn Evans, Business Architect 12
  • 13. • Six Sigma Black Belt and Lean Certified – Masters Certification • Process Manager–Practitioner Certificate (CPM-P) • Certified Process Professional (CPP) • Enterprise Content Management Certified (AIIM) • 30+ Years IT and Business Experience • Completed Dozens of Projects in a Variety of Industries: o Insurance o Utility Construction o Professional Services o Fleet Management o Financial Services • Utilize Extensive Set of Frameworks, Methodologies and Tools Experience Business Architecture 6/10/2009 Carolyn Evans, Business Architect 13
  • 14. Connecting Strategy To Execution >> ByDesign Disciplines >> Methodologies >> Professional Certifications • Enterprise Business Architecture • Six Sigma, Lean • Six Sigma Green/Black/Lean - Masters Certificate • Business Process Management • Waterfall SDLC • Process Manager-Practitioner - (CPM-P) • Business Rules Management • Agile & Lean SDLC, SCRUM • Certified Process Professional - (CPP) • Business Requirements Management • Rational Unified Process - RUP • AIIM® - Fundamentals of Enterprise Content • Functional Software Design • Structured & Object-Oriented Analysis & Design Management System Architecture • Business Technology Analysis >> Frameworks >> Commercial Tools • Zachman Enterprise FrameworkTM • Microsoft® Office Visio • ILOG JViews BPMN Modeler® • The Open Group Architecture Framework - TOGAFTM • Process Modeler for Visio • Embarcadero® EA/StudioTM • Federal Enterprise Architecture Framework - FEAF • Enterprise Architect (Sparx) • Corticon® Business Rules Studio • Enhanced Telecom Operations Map - eTOM • TIBCO Business Studio® • Casewise® Corporate Modeler • Process and Enterprise Maturity Assessments - PEMMTM • Metastorm ProVision® • MindMap, Axure, iRise® • Unified Modeling Language - UML • Ultimus BPM Modeler® • DB Visualizer • Business Process Modeling Notation - BPMN • Information Technology Infrastructure Library - ITIL >> Functional Areas >> Vertical Industries >> Commercial Business Software • Enterprise Content Management - ECM • Aerospace • Microsoft® SharePoint • Imaging & Document Management • Utilities Construction • Microsoft® Dynamics CRM, SL, AX, GP • Collaboration, Portals, Intranets • Manufacturing • Salesforce.com®, Siebel, Vantive • Knowledge & Records Management • Online Auctions • IBM® Content Manager • Customer Relationship Management - CRM • Insurance: GL - P & C • Vignette® Collaboration • Enterprise Resource Planning - ERP • Wholesale Distribution • Kofax® Ascent Capture • Marketing & Sales Force Automation • Call/Contact Center • Stellent/Acorde Imaging and BPM • Inventory & Warehouse Management • Professional Services • EMC® Documentum, eRoom, Captiva InputAccel • IT Operations Management/Service Desk • Value-Added Reseller • TIBCO® BPM+ • Insurance Claims, Policy Administration • Marketing Services & Media: Online & Print • Ultimus® BPMS • Accounting & Finance 6/10/2009 Carolyn Evans, Business Architect 14
  • 15. Carolyn Evans Business Architect cevans@OnKue.com 770.656.5047 www.OnKue.com 6/10/2009 Carolyn Evans, Business Architect 15

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