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Engaging Real Business PeopleIn Real Business ArchitectureGraham McLeodChief ArchitectPROMIS Solutions AGApril 2009Open Gr...
Engaging Real Business People in                     Real Business ArchitectureAbstractWe often hear I.T. Architects compl...
AgendaWho we areWhy Business Executives dont Come to the Party...What is Business Architecture?Promis View on Business Arc...
PROMIS Solutions AGSpecialists in Strategy, EnterpriseArchitecture and Business ProcessModelling (30 years IT; 19 yearsEA)...
Why Execs Wont PartyWe talk techWe talk detailWe take too longWe are stuck in history and constraintsWe dont add value for...
What is Business Architecture?         Zachman             Motivation, Time, Process, Entity, Location,             Organi...
TOGAF 9 View on BA
Archimate ViewBusiness   Actors and Roles   Business Services   Business ProcessApplication   External Services   Componen...
Business Architecture - PROMIS                                                        Services andProducts are            ...
Process Architecture                                                                                                      ...
Meta Model                      Meta Model                             Content ModelDefines thenecessary concepts,    Appl...
BA Meta ModelNote: Excerpt from complete model copyright Promis
Healthcare Example                   R evenu e by Pr od uct                                                               ...
Banking ExperienceMultinational Private and Investment BankAggressive growth by acquisition across three continentsCulture...
Assurance Growth Plan            Customer/            Channel/            Market Local Market                             ...
Assurance Growth Plan                                       Global Market                              Local M arket      ...
Driving Initiatives                                  Scoping Projects                  ces              luen              ...
Example Delta ModelmobileP AY S ystem Context                                                                             ...
Scenarios                                 Makes assumptions                                 explicit.                     ...
Linking into Other DomainsVisibility and traceability for business elements thru to infrastructure
Implications for Architects•   Need business knowledge and expertise     –    Especially relevant to the particular indust...
Summary• Enterprise Architecture involves    –   Context of Enterprise    –   All aspects of the Enterprise• Competent and...
Graham McLeodGraham has 29 years experience in the IT industry and business having held positions in software    developme...
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Engaging Real Business People in Real Business Architecture

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We often hear I.T. Architects complain that the business strategy is not clear and that they cannot get
business owners and executives to participate in the EA activity, thus leaving the whole ship, in a
sense, “rudderless”. When we look at what is discussed with business people as “business architecture”
we are not too surprised. EA in most organizations (and in TOGAF) has “grown upwards from IT”
towards the business process management space. Few organizations are doing real Business
Architecture.
This talk is part evangelism for relevant and comprehensive Business Architecture as well as an
experience report, drawing upon work with organizations in telecommunications, health care,
banking, assurance, government and software industries over many years.
We will cover the scope of business architecture, a meta model for business architecture, how to deal with scenarios and “what ifs”, ideas on how to engage the real owners and executives of the business and illustrate the ideas with examples from experience. We hope to provoke some discussion on how
these ideas could be incorporated into TOGAF.

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Transcript of "Engaging Real Business People in Real Business Architecture"

  1. 1. Engaging Real Business PeopleIn Real Business ArchitectureGraham McLeodChief ArchitectPROMIS Solutions AGApril 2009Open Group EAPCLondon UK
  2. 2. Engaging Real Business People in Real Business ArchitectureAbstractWe often hear I.T. Architects complain that the business strategy is not clear and that they cannot getbusiness owners and executives to participate in the EA activity, thus leaving the whole ship, in asense, “rudderless”. When we look at what is discussed with business people as “business architecture”we are not too surprised. EA in most organizations (and in TOGAF) has “grown upwards from IT”towards the business process management space. Few organizations are doing real BusinessArchitecture.This talk is part evangelism for relevant and comprehensive Business Architecture as well as anexperience report, drawing upon work with organizations in telecommunications, health care,banking, assurance, government and software industries over many years.We will cover the scope of business architecture, a meta model for business architecture, how to dealwith scenarios and “what ifs”, ideas on how to engage the real owners and executives of the businessand illustrate the ideas with examples from experience. We hope to provoke some discussion on howthese ideas could be incorporated into TOGAF.AudienceImplementors of EA methods; business architects; business executives. The TOGAF working groupcommunity.Key takeaways1. A new perception of the scope of and potential for real Business Architecture2. A meta model to assist in understanding, information gathering and organization of models3. Ideas on how to constructively engage business owners and executives and get real direction flowing into other architecture effort
  3. 3. AgendaWho we areWhy Business Executives dont Come to the Party...What is Business Architecture?Promis View on Business ArchitectureProcess Architecture vs Process ModelingMeta Model for BAExample Models and ArtifactsValue DerivedScenariosEngaging DeliveryIntegration to Other Architecture DimensionsImplications for ArchitectsSuggestions for TOGAFSummary, Questions and Discussion
  4. 4. PROMIS Solutions AGSpecialists in Strategy, EnterpriseArchitecture and Business ProcessModelling (30 years IT; 19 yearsEA)Offices Europe (Switzerland; UK; Germany; Spain) USA, South Africa Associates and Distributors (Benelux, Saudi Arabia, New Zealand)Own IP EVA Netmodeler – Innovative collaborative enterprise modeling and knowledge management toolset (TOGAF Certified) Unique integrated Frameworks, Meta Models and Reference Models (EA, NGOSS, Banking)Associated Consulting Servicesand Training (including TOGAF)
  5. 5. Why Execs Wont PartyWe talk techWe talk detailWe take too longWe are stuck in history and constraintsWe dont add value for them now...We wouldnt know the business issues if they bit us!
  6. 6. What is Business Architecture? Zachman Motivation, Time, Process, Entity, Location, Organizationess units TOGAF (Traditional) Organization, Process, Goals IAF (Cap Gemini) Organization, Products/Services, Channels, Stakeholders, Markets, People, ClientsViews are somewhat limited and only IAF is looking “outside”
  7. 7. TOGAF 9 View on BA
  8. 8. Archimate ViewBusiness Actors and Roles Business Services Business ProcessApplication External Services ComponentsTechnical External Services Components
  9. 9. Business Architecture - PROMIS Services andProducts are CompetitorsContext delivered tocustomers in markets via channelsFull Business Customers ChannelsConcerns MarketsIncludes ProcessCross Cutting Culture CultureConcerns Risks Opportunities Products Products Cost Partners participate in Pe s d e n t r i Resources Resources Services Services VP VP VP Risk Mi o n ni Mi o n ni Mi o n ni Mi o n ni M in io n the business process O rganiza t iot n O r g a n iza ion CONTROL Res ourc es a nd Te c hnolo gy a re O t he r Quality CONTROL use d in the bus ine s s proc e s s to Sta k ehold e rs produc e the produc ts and s e rv ic e s Performance SERVICE In c lu de s hare holde rs , Partners SERVICE c o mmu n it y e t c . Business Business Governance Suppliers contribute inputs SUPPORT SUPPORT Deals Deals Model Model Prov id e a nd e x pe ct a v a r ie t y of t h in g s to the products and services Co n rt a c t C o n rt a c t Business Business Processes Processes Technology Goals Goals Suppliers
  10. 10. Process Architecture O rga niz a t ion B us ine s s R ule s L o cat io n o ccurs at g overn initiates Pa rt ne rs B us in e s s respon sibile Ev e nt fo r Business P rocess St a k e holde r Decision Decision Decision Decision trig g ers Step Step Step Step Step su p p o rtsreceived by mo n ito red B u s ine s s by uses/ Goal chang es in clu d es state of uses/ gen erates D si n eci o D si n eci o D si n eci o D si n eci o S te p S tep S te p S tep S te p su p p o rted by/uses Business SubProc e s s used Object K ey by Business Indic a t ors p ro d u ces Communication provid es has has associated associated R e s ou rc e Ap p lic a t io n C ont ro lsR is k s Produc t /Se rv ic e
  11. 11. Meta Model Meta Model Content ModelDefines thenecessary concepts, Application Retailrelationships and Type Application Function Transactional BankingpropertiesCovers domains of categorises provided Logical categorises providedbusiness, process, by byapplication,information, parttechnology Application of Scenario BankMaster part of 2006 OptimisticDistinguishesbetween logical and Physicalphysical Status Upgrade to Rel 3Maps domains &layers FrameworkMaps to notation to Providesrepresent / model User Defined
  12. 12. BA Meta ModelNote: Excerpt from complete model copyright Promis
  13. 13. Healthcare Example R evenu e by Pr od uct Fundamentally affects 70 Fee for Service priorities, allocation of Managed Health Care resources, system services 60 required, informationPe rc e nt 50 architecture and technology plans 40 30 R even u e fr o m C h an n el NOW 2 YRS 5 YRS 10 YRS 80 70 60 Supplier Fax Percent 50 Client Correspondence 40 Electronic (MHC) 30 20 10 0 NOW 2 YRS 5 YRS 10 YRS
  14. 14. Banking ExperienceMultinational Private and Investment BankAggressive growth by acquisition across three continentsCulture in BU of “do what you like, just make the numbers”Problems of uncompetitive cost ratios. Spiraling infrastructure andintegration costs – esp to implement Basel IIDecided to do a “Zero Base” project to re-justify all structures, responsibilityallocation and infrastructure spendAssisted over a period of 11 weeks to model Business Units and org structure Products, channels, market segments Processes and supporting system and information servicesResulted in major (but smooth) restructuring and rationalisationMajor cost savings and improved cost ratiosEased implementation of Basel II and reaching compliance whilemaintaining agility
  15. 15. Assurance Growth Plan Customer/ Channel/ Market Local Market Paper Technology Contract e r t/ ov duc C ro vice feP r Li Se
  16. 16. Assurance Growth Plan Global Market Local M arket Paper C ontr act Electronic er Media ov C t fe Li en m s t es ve cIn ervi S
  17. 17. Driving Initiatives Scoping Projects ces luen Vision al Inf Desired FutureExter n Architecture Business Strategy Formulation App Info Technology Current Reality ENT Business AGEM MAN JECT PRO PROGRAM App Info MANAGEMENT Technology Delta Models As Is Architecture Initiatives
  18. 18. Example Delta ModelmobileP AY S ystem Context Call Centre M od e ra t or Vendor Request Request Account/Facility Facility Details Decision Produc t Request Vend Acc Statistics Ma na ge r R e ta il Vendor Conf or Deny Registration Ve nd or Req. Paym Credit Check Subscriber Conf or Deny Conf or Deny Billing Confirm Tx Req Auth. Setup Confirm Tx System PIN Vendor OK or Encrpt. Payment No PIN Confirm Payment CreditPay SMS System Gateway Invoice Funds Tfr B a nk New Subs c ribe r Existin g unmodified Request for facility Existin g mo dified
  19. 19. Scenarios Makes assumptions explicit. Allows “What if” analysis. Identifies our options under Current different conditions. Current Current Allows reuse of models, building blocks and Future 1 architecture elements across scenarios BUT with a unique view of each per scenarioComment
  20. 20. Linking into Other DomainsVisibility and traceability for business elements thru to infrastructure
  21. 21. Implications for Architects• Need business knowledge and expertise – Especially relevant to the particular industry and domain• Must play the role of a facilitator• Models and content must belong to the executives• BUT we can – ask good questions – bring techniques – hold up a mirror – ADD VALUE
  22. 22. Summary• Enterprise Architecture involves – Context of Enterprise – All aspects of the Enterprise• Competent and comprehensive meta models are required• Enterprise Architects, properly qualified, can add enormous value to organizations today which are facing huge challenges and have to transform quickly• TOGAF should expand its view of Business Architecture, but also be careful not to encourage use of techniques which are too detailed..
  23. 23. Graham McLeodGraham has 29 years experience in the IT industry and business having held positions in software development, teaching, project management, product management, research, strategy and general management. He was a tenured academic for 12 years and is the author of textbooks in system development, project management, data management and strategy and architecture. He has authored many papers, presented at numerous conferences worldwide and delivered keynote addresses and tutorials at various universities and conferences in South Africa, UK, Germany, Switzerland, USA, Sweden, Canada, Italy, France, Norway and India.Mr McLeod has consulted to over 60 leading organizations worldwide in Banking, Finance, Assurance, Retail, Manufacturing, Telecommunications, Healthcare, Government, Education and Information Technology. He has shared ideas with Microsoft, Sun Microsystems, IBM, Fujitsu and NCR Corporation.Graham founded Inspired in 1991 and developed the Inspired Architecture Frameworks and associated meta models. He is the architect of the the web based Enterprise Value Architect (EVA) Netmodeler collaborative enterprise modeling and knowledge repository tool.He is now Chief Architect and Chairman of Promis Solutions AG, based in Zug, Switzerland. PROMIS markets the EVA Netmodeler product, the Inspired Frameworks and meta models and associated services and training worldwide.Graham can be reached at: graham.mcleod@pro-mis.com If you would like a white paper on the Inspired/PROMIS frameworks and/or one on the difference between Process Architecture and Process Modeling, please drop us a line.
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