Bridging business analysis and business architecture - The Open Group webinar
 

Bridging business analysis and business architecture - The Open Group webinar

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To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management ...

To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.

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    Bridging business analysis and business architecture - The Open Group webinar Bridging business analysis and business architecture - The Open Group webinar Presentation Transcript

    • The Open Group Webinar.Bridging Business Analysisand Business ArchitectureFinal – v1.0.0- March 6th 2013Craig MartinCOO and Chief Architect of Enterprise Architects 1 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 Feel2 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategic Relationship With Skills Uplift for Organisations & Corporate Clients Enterprise Learning Individuals • Strategy & Architecture Capability Services Services • TOGAF® 9.1 Certification Improvement • ArchiMate® 2.0 • The delivery of strategic architecture • Advanced / Applied EA outcomes • Business Architecture • Architecture delivery Accelerator • Information Governance Frameworks • Solution Architecture • Resourcing & Talent • BPMN • Managed Services Lifetime Relationship with Championing Practice Awareness Practising Architects in the Community • Practitioner career lifecycle • Chief Architect / CTO Round Tables management • Virtual Teaming & Practitioner • Architecture training and Collaboration certification • Open Group Participation • Professional development • Industry Engagement • Community involvement • PAYG payroll services Architect Thought • Learning forums Services LeadershipEA is a leading international provider of strategyand architecture services and capabilities3 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • The Open Group Conference Sydney – April 15th – 18th First Open Group Conference in Australia • Title: Building a more cohesive organisation using business architecture • This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture. • Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts. • The presentation will focus on using business motivation models strategic scenario planning and capability based planning techniques to provide input into the strategic planning process. • It will also highlight some of the outputs examples from engagements.4 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Whats Business About? The Building Block Analogy Build Prolong Reduce Advantages Advantages Disadvantages Differentiation Innovate Assemble Mix Utility (Foundation)5 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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, repeatableUltimately all innovative algorithms and replicable will become utility. formulas & processes * From Roger Martin (2009) The Design of Business 6 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • The Right Business Mix Results in Cohesion Which Increases Performance Companies with a High Level of Cohesion affect EBIT Directly 32% 28% Coca-Cola Campbell Soup Company 24%EBIT margin, 2003-2007 Clorox P&G 20% General Mills Wrigley 16% Kraft PepsiCo Unilever Kimberly-Clark 12% ConAgra H.J. Heinz Merck 8% A coherent organization is one that is Sara Lee thought of and executed as a whole 4% 0 20 40 60 80 100 120 Capabilities coherence score *Adapted from “The Coherence Premium” – Harvard Business Review, June 2010 7 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • The Goal of A Good Business Model is to Create Coherence Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating The Business Model • A Coherent Business Model  Markets is one that is synchronised Market Model    Industries Customers Market Segment around:  Channels » its market position, » its product and service portfolio; and  Customer Relationships » its most distinctive strategic capabilities Products and  Value Proposition Service Model  Offering: Products / All of the above working Services • together as a system  Capabilities  Processes / Value Chains Operating To bring coherence to  Business Services Model  Functions • these components requires  Data  Applications a variety of business skills  Technology and disciplines The Environment8 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 GOAL: Reliably produce Corporate consistent, predictable Governance Mission Environmental GOAL: Produce outcomes Scanning outcomes Value that meet desired objectives Business Stakeholder Engineering Integrative NPV Intelligence Value Goals Thinking Five Forces Brand Business Management Financial Enterprise Model Design Perception Modelling Patterns EVA Root Cause Strategic Management Wicked Analysis Traceability System ANALYTICAL Thinking Problems INTUITIVE Portfolio Capability THINKING Analysis Innovation THINKING Operation Management Collective Business Management Intelligence Analysis Talent Six Thinking Cost Product Management Hats Engineering Quality Management Crowdsourcing TOGAF Management Data Knowledge Six Sigma IT Governance visualisation Change Solution Ecosystem & Loan Management Architecture PRINCE2 Gamification * From Roger Martin (2009) The Design of Business Search for “The EA Headspace”9 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Certain Business Disciplines Are Required to Reduce the time to codify Key disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable processes Should investment go here and who is GOAL: Produce qualified to operate consistent, predictable here? GOAL: Produce outcomes outcomes that meet desired objectives ANALYTICAL INTUITIVE THINKING THINKING Robust, repeatable Unresolved Rules of and replicable Business thumb processes Challenges * From Roger Martin (2009) The Design of Business Who is best qualified to operate here?10 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • But Who isResponsible?11 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • What We Have Found In Large Accounts Lines of responsibility around cohesion and business architecture, are often unclear Strategic Architecture Enterprise Coherency Mandate – Business Capabilities Ownership Capabilities Functional Cross- Business Architecture Mandate Undefined Capabilities FunctionalIT Architecture Mandate – IT Ownership Cohesion Mandate Undefined - Enterprise 12 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3 Planning Ownership
    • Getting Closer to Business Business Stakeholders are seeking more value, but are often receiving more complexity Who is best qualified to own this space? Business Stakeholder Relationship Management TOGAF13 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Business Architecture and Business Analysis Which of these disciplines are the most qualified to handle the relationship with the stakeholder? Strategic Business Architect Principal Business Architect Distinguished Master BizArch Principal BizArch BizArch Advanced Underlying Competency Advanced Generalist BA Senior BA Senior Inter- BizArch mediate BA Foundational Business Architect Junior BA Business Entry Analyst Analysis level BizArch Business BA Architecture Detail Focus Big Picture Context of Work14 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Responsibility Depends Upon The Mandate from Business The EA Mandate - Value Increases when Mandate Increases. Improve Market • Maximize Product Profitability E Value • Maximise Market Share Performance (Shareholder • Maximise Customer Lifetime Value Value) Business Architecture is seen as a positive progression away from IT D Improve Product/Service Performance C Improve Business Performance B A Improve enterprise wide Improve project program and portfolio performance performance Mandate *Adapted from Ruth Malan, Dana Bredemeyer15 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • How Does the Mandate Affect Business Roles? Lets Call this space the There are three areas that we can align to general BABOK language Enterprise Planning and Performance space Lets Call this space the Improve Market E Value Business Transition Performance (Shareholder space Value) Lets Call this space the Business Improvement space D Improve Product/Service Performance C Improve Business Performance B A Improve enterprise wide Improve project program and portfolio performance performance Mandate16 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • What are the Possible Problem Scenarios? The Problem space varies significantly depending upon the mandate. Improve Market Performance E Value (Shareholder Value) Business We are looking to acquire a Transition variety of companies. How space can we apportion our assets across the company to best take advantage of an M&A D Improve Product/Service Performance C Improve Business Performance The Business is losing market B share due to inefficiencies across the value chain. Find out A Improve enterprise wide what the bottlenecks are and fix it Improve project program and portfolio The business is going performance performance through a major transformation program. Deliver the solution on time and under budget. Design the solution for Mandate an HR system17 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • What are the Dominant Skills Across the Mandate? The required Skills will therefore vary across the mandate Shareholder Value Analysis Improve Market Performance E Value Value Maps and Driver trees Business Transition Strategic Planning (Shareholder Value) Organisation Design space Economics and Accounting Systems Thinking Gap in Program and Portfolio mngmnt Corporate Governance SFIA and Governance Risk mngmnt Quantitative Analysis Change Mngmnt Product Strategy Design Thinking D Improve Product/Service Performance Benefit Realisation Enterprise analysis Enterprise Planning Determine Lean thinking business processes Six Sigma TQM Planning and TOC Requirements monitoring C Elicitation analysis mngmnt Business Analysis and comms Solution assessment and Improve Business Performance Performance Recommendation validation B of Improvements A Improve enterprise wide program and portfolio Addressed by Improve project performance performance SFIA Addressed by SFIA Mandate18 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • What might the roles look like across the Mandate? The true value of each role is reached when they operate within their “sweet spot” Enterprise Planning and Improve Market E Value Business Transition Performance space Distinguished space BizArch Performance (Shareholder Value) Business Strategic BA Relationship BABOK does not recognise a Master Business Improvement Manager BizArch hybrid overlap between the space Business Analyst and the BA Practice Principal Business architect Leader Business D Improve Product/Service Performance Senior Architect BA Program Lead BizArch Senior BA C BA Project Entry Level BA Intermediate BA Business Lead Improve Business Performance Architect Analyst Junior BA BizArch B A Improve enterprise wide Improve project program and portfolio performance performance Mandate19 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 Planning Path Thought leadership in terms of innovation, business Strategic models and mixes Business Lack of Architect Opportunity Knowledge Of Business Principal Business Architect Business BA Program Delivering Path Relationship Senior BA Project Lead Manager Thought leadership in terms BA Lead of the utility layer, standards, replicating, reliability etc. BA Practice Managing Path Intermediate Thought leadership in terms Leader BA of management, delivery, change and politics Junior BA Entry Level BA Time20 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 exist21 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Closer alignment to the planning cycle22 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 executing23 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Creation of a Unified Team of cross enterprise disciplines Strategy Finance • Combination of People, Change Process & technology to Manager Business Improvement drive out an outcome PMO through projects Technology24 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Piggy back off enterprise performance management as an onramp for business architecture • 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.25 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Support the investment planning cycle and cohesion of programs • 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 Obfuscated26 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Choose your architecture sponsor carefully since it has a direct effect on the success of the architecture function. Involvement of business sponsors affects success of the Architecture function External consultants, or other individuals with recognized credibility, strengthen your business case. External consultant responsible 48% for business architecture 94% Highly placed business executives provide access to 50% funding and help assert governance over business Most highly-placed executive 77% architecture. Executives with cross-functional responsibility will make the best allies for your Person responsible for change 40% architecture efforts area 76% Business architect employed by 60% Executive sponsors involved in change are more open to the company 70% new initiatives and have access to discretionary funding. Person integrating multiple 64% departments 69% = significant improvement 0% 50% 100% If you have a choice of Architecture Not involved Involved in sponsorship sponsors, look for external(Source: Info-Tech Research Group; N=43) consultants, high-placed executives, or those in charge of change areas. 27 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Tie target state models into existing strategic planning materials. • Always tie models into existing strategic planning artifacts Usage of pre-existing business process • Mould architecture to current artifacts. diagrams drives business engagement 100% • Document to resonate, explain and communicate. % business engaged 61% • Get to the bottom line. The absence of metrics outlining the efficiency, effectiveness, and 50% agility gains of the business analysis and 33% architecture discipline will drive the business away. • Don’t think it’s your job to introduce business 0% leaders to the practice of modeling - Business models may not look like EA models, but you Did not use Did use have to find the link between the two (Source: Info-Tech Research Group; N=44) paradigms to achieve business engagement in target state design28 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities Improve the speed through the knowledge funnel using business architecture techniques • Find the heuristic super powers and use the business architecture * From Roger Martin (2009) The Design of Business techniques to develop the algorithms. Unresolved Business Challenges • Understanding the heuristics puts you in a position of strength, since rewards and status tends to go to Rules of thumb those individuals with the best and most reliable heuristic. Robust, repeatable • Motivation Models, cohesion and replicable planning, cross functional formulas & capabilities, journey maps, learning processes maps and value maps are all techniques to help understand the heuristic recipe29 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Strategies for Moving up the Curve to Open the Opportunities 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 High Complex negotiation, design, or decision process Outsourcing Funds New Product Deals with other Projects investment design companies Complex, dynamic processes of high value: Complex Processes, not Strategic undertake business part of company’s core Business process improvement Many business rules; expertise competency: Outsource Architect efforts that focus on involved people Process Complexity and Dynamics International Major re- Organization Delivery design Heuristics projects Software Automation Widget ERP based Projects On-line assembly process purchasing improvement Inventory Principal Some business rules Business Straightforward, static Management Architects commodity processes: Straightforward, static, use automated ERP-Type and valuable: automate applications and / or to gain efficiency outsource Senior Business Six-sigma based Business Procedure or simple algorithm Analysts process Analysts Credit card improvement Low approval analysts Low Strategic Importance High*Adapted from “Business Process Change” by Paul Must be done but adds little Very important to success, highHarmon value to product or services value added to products and 30 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3 services
    • Strategies for Moving up the Curve to Open the Opportunities Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives • Value and differentiation still require the use of the utility Build Prolong Reduce Advantages Advantages Disadvantages • Its this utility that must be optimised through the creation of algorithms Innovate Assemble Mix • You need the utility and the algorithms to help build reliability and repeatability Utility (Foundation) • Capital investment is predominantly directed towards this reliability and utility area since it is predictable and manageable31 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Frameworks,Methods, toolsand techniqueshelp you buildthis utility layer.They are tools tocapture theheuristics andconvert them intoalgorithms32 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • TOGAF, BABOK and BIZBOK The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them Practice development for the Business Domain Competency model for the Business Domain An classification scheme A method to execute for the Enterprise BABOK v2 BIZBOK 3.0 A method to execute for the Business Domain TOGAF 9.1 Standardised technique for defining outputs Defined list of outputs, workproducts and artefacts (Business Domain) Supporting Techniques for completing the outputs, workproducts and artefacts 0 1 2 3 4 533 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • TOGAF – A Brief Introduction TOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise Structure of Views and Models A Method of Execution A Classification System *TOGAF 9.1 – The Open Group34 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • TOGAF – Some Misunderstandings If they don’t understand it, then they wont be able to sell it and the utility space will remain fragmented • “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 dont need to waste time doing business architecture - we have eTom." Chief Architect of Major Telco35 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 Architects 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 youre planning to finish the hole youll need to get some additional help Greg Fullard Toolbox.com36 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • TOGAF and the Other Tools TOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light Body of Complementary Framework Knowledge Methods and “Glue” Resources Frameworks BIZBOK *TOGAF 9.1 – The Open Group37 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 Business Applications Information / Data Technology Technology Watch B-IT Strategy Health Assessment Info Mgt Principles Health Assessment Contextual Principles Head of Architecture Capability Req’s Application Principles Info Use Policies Asset Lifecycle Technology Principles Application Framework Meta-Data Definition Tech Reference Model Value Streams Current State Subject Classification Current State Conceptual Process Maps Function Models Target State Information Information Classification Target State Services Definitions Reference Data Stds Service Catalogue Architect Function Models Data Dictionary Use Cases Wiring Diagrams Logical Enterprise Info Model Service Definition Process Models Activity Views Data quality processes Patterns Deployment Model Integration View Mud Maps (N/W, etc.) Physical Workflows Data Directory Application Standards Technology Standards Resource Estimates? Application System Implementation Operating procedures Designer Class/Module View Configuration Models Field Level Views Administrator CMDB Management38 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models Adding Additional Business Domains provides a greater Insight into the different role types Products & Process & Market Services Organizational Performance Function Info Application Data Technology Technology Environ. Competitor Watch Models, Strategy, Motivation Performance, Value Chain, Info Mgt Health Health Contextual Competitor Expansion Model, Driver Business Value Streams, Principles Assessment Data Principles Assessment Analysis, Strategy, Trees, Systems Structures, Decisions & Info Use Application Asset Lifecycle Strategic Innovation Theory Value Maps Events Policies Principles Technology Diagnosis Strategy Principles Marketing Mix, Org. Model Meta-Data Application Tech Reference Segmentation Risk Models, Capability Product and Structures, Definition Framework Model Growth Models Positioning, Lifecycle Org. Culture, Subject Current State Reference Data Current State Conceptual Models, Capital Process Maps Strategy Map, Model, Pricing Partner and Classification Target State Stds Target State Structure Function Decision Trees and Cash Flow supplier Information Services Service Models Models analysis models Classification Definitions Catalogue Regression Change Enterprise Info Function Perceptual Analysis and Models, Performance Model, Info Models Data mapping, forecasting, Organization Alignment Use Cases Lifecycle Wiring Dictionary, Service Logical distribution Platform and Unit model, model, Root Process Models Model, Human Diagrams Data quality Definition channels and Expansion Org. learning Cause Model Interface Activity Views processes models Plans models Model Patterns Custodian Deployment Design models, Customer Resource Balanced Model, Model Mud Maps Value Maps, Physical Experience, Product and Management Scorecard, Workflows & Integration Application Data Directory (N/W, etc.) Journey Maps, and Scheduling Financial Activities View, Standards Technology Offering Maps, Learning Maps procedures reporting Presentation Resource Standards Design Models Models Estimates? Campaign Security Rules, Financial Class/Module Models, Contracts, Time BI Reports,Implementation Product Line Reporting Operating View Field Level CMDB Advertising and Expense User Interface, plans Procedures, procedures Configuration Views Management Messages, Key Procedures Warehouse EPM Models Messages and datamarts 39 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space Products & Process & Market Services Organizational Performance Function Info Application Data Technology Technology Environ. Competitor Watch Models, Strategy, Motivation Performance, Value Chain, Info Mgt Health Health Contextual Competitor Expansion Model, Driver Business Value Streams, Principles Assessment Data Principles Assessment Analysis, Strategy, Trees, Systems Structures, Decisions & Info Use Application Asset Lifecycle Strategic Innovation Theory Value Maps Events Policies Principles Technology Diagnosis Strategy Principles Marketing Mix, Org. Model Meta-Data Application Tech Reference Segmentation Risk Models, Capability Product and Structures, Definition Framework Model Growth Models Positioning, Lifecycle Org. Culture, Subject Current State Reference Data Current State Conceptual Models, Capital Process Maps Strategy Map, Model, Pricing Partner and Classification Target State Stds Target State Structure Function Decision Trees and Cash Flow supplier Information Services Service Models Models analysis models Classification Definitions Catalogue Regression Change Enterprise Info Function Perceptual Analysis and Models, Performance Model, Info Models Data mapping, forecasting, Organization Alignment Use Cases Lifecycle Wiring Dictionary, Service Logical distribution Platform and Unit model, model, Root Process Models Model, Human Diagrams Data quality Definition channels and Expansion Org. learning Cause Model Interface Activity Views processes models Plans models Model Patterns Custodian Deployment Design models, Customer Resource Balanced Model, Model Mud Maps Value Maps, Physical Experience, Product and Management Scorecard, Workflows & Integration Application Data Directory (N/W, etc.) Journey Maps, and Scheduling Financial Activities View, Standards Technology Offering Maps, Learning Maps procedures reporting Presentation Resource Standards Design Models Models Estimates? Campaign Security Rules, Financial Class/Module Models, Contracts, Time BI Reports,Implementation Product Line Reporting Operating View Field Level CMDB Advertising and Expense User Interface, plans Procedures, procedures Configuration Views Management Messages, Key Procedures Warehouse EPM Models Messages and datamarts 40 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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”41 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models Business Model Innovation The Business Model • Customer Experience  Markets • Journey Maps Market   Industries Customers • Learning Maps Model   Market Segment Channels • Motivation Models Products and  Customer Relationships • Value Maps Service  Value Proposition  Offering: Products / • Product and Offering Maps • Design Models Model Services  Capabilities • Value Chain Analysis  Processes / Value Chains • Cross Functional Models Operating   Business Services Functions • Capability/Business Anchor Models Model   Data Applications • • Process Models Application Models  Technology • Data and information Models • Technology Models The Environment42 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models Anchor Models Have a Short Business Value Lifespan • The Business Anchor Model tends to be Driven by IT • It is often used as a tool to “talk” to the business to maintain The Business Model architectural integrity • The capability models resonate more with the IT & architecture disciplines, not necessarily with the business disciplines  Markets • The Capability model becomes more the execution focussed piece – Market   Industries Customers it is in fact the downward facing artefact Model   Market Segment Channels • Cross functional capabilities start to move upwards and resonate more with business stakeholders Products and  Customer Relationships Service  Value Proposition  Offering: Products / Model Services  Capabilities  Processes / Value Chains Operating   Business Services Functions Model   Data Applications  Technology The Environment Obfuscated43 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models Capabilities and Capability Models require a different modelling technique • Talk to business stakeholders in terms of People, Process and Tools that The Business Model drive out an outcome • To come up with the detail around the these resources, you use the business analysis community  Markets • Cluster these capability components into capability models later, since Market   Industries Customers these are the models that the architecture discipline tends to use Model   Market Segment Channels • 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 Products and  Customer Relationships helps facilitate a the assemble and mix discussions Service  Value Proposition  Offering: Products / Model Services  Capabilities  Processes / Value Chains Operating   Business Services Functions Model   Data Applications  Technology The Environment Obfuscated44 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models Customer Experience is becoming key • Understanding and developing the customer experience goes a long way to bridge the divide The Business Model • These models take a customer driven approach and create a more “form before function” approach to assembling the architecture building blocks  Markets Market   Industries Customers Model   Market Segment Channels Products and  Customer Relationships Service  Value Proposition  Offering: Products / Model Services  Capabilities  Processes / Value Chains Operating   Business Services Functions Model   Data Applications  Technology The Environment Obfuscated45 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Views and Models • Business Stakeholders often find traditional The Motivation Model resonates well with business sponsors business architecture models difficult to consume • We found that the motivation model resonates The Business Model well with business stakeholders • Helps move away from pain point architecture to  Markets focus on outcomes Market   Industries Customers • The challenge is that when you show this to the architect its scoffed at – yet when you show it to Model   Market Segment Channels the business stakeholder their response is – this is Gold – this is what I have been looking for. Products and  Customer Relationships Service  Value Proposition  Offering: Products / Model Services  Capabilities  Processes / Value Chains Operating   Business Services Functions Model   Data Applications  Technology The Environment46 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 • The business “hat” is worn in these phases since it involves the innovate, mix and assemble activities Preliminary • 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 A. experience drives out the outcomes in the motivation model. Architecture Vision H. B. • The capability model often does not resonate here - so the Architecture Business introduction of the underlying resource mix is more effective Change Management Architecture e.g.. People, Process and tools • A First iteration of these phases drives out the key enterprise C. differentiation resources required to reach the outcomes G. Implementation Requirements Information Governance Management Systems • A Second iteration drives out the products and services model Architectures (4P’s - Product, Place, Price & Promotion) and what cross functional resources we need to deliver these F. D. • Journey management is a crucial aspect of the business Migration Technology architect during this phase Planning Architecture E. Opportunities • Some limited BABOK and BIZBOK techniques support this area & Solutions*TOGAF 9.1 – The Open Group 47 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • A Method of Execution The Business Architect wears two hats when executing through this method • The business architect wears the architecture “hat” in these phases since they involve the reliability and utility activities Preliminary • The business architect has to understand architecture in order to apply it and help the teams downstream • This space requires more of the traditional A. architecture models - the people, process and tools Architecture Vision resources can now be assembled and clustered into H. Architecture B. capabilities Change Business Management Architecture • The architecture community is strong in this space but tends to be weak at requirements management G. C. across the whole process Implementation Requirements Information Management Systems Governance Architectures • Techniques and resources within the BizBok will support the business architect efforts within these phases F. D. Migration Technology • There are a number of techniques within the BABOK Planning E. Architecture that the business analyst will use in supporting the Opportunities business architect across these phases & Solutions*TOGAF 9.1 – The Open Group 48 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • A Method of Execution The Business Analyst already has a mature capability around requirements management • The business analyst primary focus is to seek to understand the business Preliminary • The focus of this understanding is more often delivery and project based • The business analyst skill supports requirements A. elicitation across the whole lifecycle Architecture H. Vision • This complements the weakness of the Architecture B. Change Business architecture community Management Architecture • There are a number of mature methods and techniques within the BABOK that support these C. G. Requirements Information activities Implementation Governance Management Systems Architectures F. D. Migration Technology Planning Architecture E. Opportunities & Solutions*TOGAF 9.1 – The Open Group 49 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • The Classification System TOGAF provides a system to classify the building blocks of the organization PRINCIPLE CONSTRAINT ASSUMPTION REQUIREMENT GAP WORK PACKAGE CAPABILITY Work Principle Principle Constraint Constraint Assumption Assumption Requirement Requirement Gap Gap Work Package delivers Capability Capability Package ORGANIZATION UNIT Organizational Unit Organization Unit produces ROLE PRODUCT DRIVER Driver Driver performs task in Role Role Product Product contains owns accesses creates GOAL contains ACTOR FUNCTION Goal Goal motivates Actor performs Function contains Actor interacts with realizes Function produces owns and governs OBJECTIVE CONTROL Objective resolves generates Control Objective is realized by orchestrates is guided by consumes Control supplies EVENT PROCESS sets performance criteria for participates in consumes generates Process MEASURE Event Event Process SERVICE QUALITY CONTRACT is bounded by is resolved by Service meets Measure Measure Service Quality Contract Contract Quality resolves orchestrates sets performance criteria for meets governs and measures LOCATION BUSINESS SERVICE Location Location Business Service Business Service INFORMATION SYSTEM SERVICE Information System consumes provides implements provides platform for is processed by Service LOGICAL DATA LOGICAL LOGICAL DATA ENTITY PLATFORM SERVICE COMPONENT APPLICATION COMP. TECHNOLOGY COMP. encapsulates Logical Logical Logical Data Platform Platform Logical Data Application Technology supplies Data Entity Component Service Data Entity Component Component Component Service extends extends extends PHYSICAL DATA PHYSICAL PHYSICAL COMPONENT APPLICATION COMP. TECHNOLOGY COMP. encapsulates Physical Physical Physical Data Application is realized by Technology Component contains Component Component contains contains*TOGAF 9.1 – The Open Group 50 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 Required Customer Demands drives Value Configuration targets Competency and Relationships input to drives Finance and Revenue Product and empowers/ Models Services prevents delivered through Recommendation of Business Alliance / Distribution affect Change Partnership Channels affect affect and demand Strength or Potential Reward Geographies and Weakness Locales supports Business Model Risk Potential Impact Business Judgement Enterprise Element Business Model Business Rules basis for Business Policy Element and Facts composes composes Issue makes money for is a is a provides consumes categories packages Business Model defined in Business Model Business Unit Directive Policy Type Assesment includes defines requirements for describes impact of specific for motivates change towards governs provides impetus for performs enables Capability Business Unit Business System Competitive Pressure Influencer responds to Driver Business Process demands composes IT Managed Service is a Roadmap describes Capability Interaction changes to implemented influences through drive includes is a changes to Business Trend is a realized in evaluates measures drives source of is a is a prioritizes charts path Business Strategy / Maturity Business Principle Business Goal to a Process Metric Objective Assessments tracks Requirement includes Competitive Influencing success of Opportunity Organization enables is a is a accountable for is a Regulation set performance criteria Success Metric/ Key Performance Mission Vision Stakeholder tracks Measure Indicator makes operative the *Nicklas Malik – The Enterprise Motivation Model51 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • In Closing: TeamRoles52 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • 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 scores53 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Team Profiles Creating the right mix is crucial for a successful business team Role Type Temperament & Strengths Personality 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 oriented54 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • See you at the conference Open Group Sydney April 15th – 17th 201355 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3
    • Questions?56 | BRIDGING BUSINESS ANALYSIS AND BUSINESS ARCHITECTURE | ENTERPRISE ARCHITECTS © 201 3