CONSULTING<br />Enterprise Architecture<br />The Business Analysts Roadmap<br />Imre Hegedus<br />© ImreHegedus Consulting...
Presentation Outline<br />Introduction – roles and perspectives<br />Enterprise Architecture – Description and Benefits<br...
3<br />© Imre Hegedus Consulting – All Rights Reserved<br />The Enterprise as a “Dynamic System”<br />Strategy<br />Result...
Role of the Business Analyst<br />“Business Analysis as a term provides a collective umbrella for professionals working in...
Role of the Enterprise Architect<br />“Enterprise Architects work with stakeholders, both leadership and subject matter ex...
Business Processes are the common language between Business and IT<br />6<br />© Imre Hegedus Consulting – All Rights Rese...
A common language is imperative if business requirements are to be effectively translated into business and IT solutions</...
Enterprise architecture<br />The Enterprise as a Dynamic System<br />7<br />BA World - June 2011 - MELBOURNE<br />© Imre H...
Enterprise Architecture<br />“A rigorous description of the structure of an enterprise, which comprises enterprise compone...
Enterprise Architecture Benefits<br />Business and IT Alignment<br />Improves Interoperability and Integration<br />Enable...
TOGAF Architecture Types<br />10<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURN...
Working together<br />Improving and Managing the Enterprise<br />11<br />BA World - June 2011 - MELBOURNE<br />© Imre Hege...
The BA and the EA roles<br />Sustained Improvement<br />BA’s seek to understand requirements for changes to the various el...
The BA and the EA together…<br />“Most organizations separate the roles of the BA and EA. However, organizations that are ...
Enterprise Architecture Model and Use<br />14<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 20...
Different Business Capabilities required
Process Improvement and Re-design</li></ul>EnterpriseArchitecture<br />Business<br />Perspectives <br />Strategy<br />Capa...
IT system rationalisation
New Application development</li></ul>Data<br />Application<br />Technology<br />
BA’s can use Enterprise Architecture to inform their analysis throughout the project lifecycle<br />15<br />© Imre Hegedus...
The EA Practice<br />Effective Enterprise Architecture<br />16<br />BA World - June 2011 - MELBOURNE<br />© Imre Hegedus C...
EA Practice Elements<br />Current-State EA<br />The EA artifacts including both he Business and Technology layers<br />Fut...
EA Practice Factors<br />Integration<br />Integration of the Enterprise Architecture elements themselves<br />Alignment<br...
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BA World Presentation - Melb June 2011

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Presentation from Imre Hegedus to BA World in Melbourne, June 2011

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BA World Presentation - Melb June 2011

  1. 1. CONSULTING<br />Enterprise Architecture<br />The Business Analysts Roadmap<br />Imre Hegedus<br />© ImreHegedus Consulting 2011<br />Business Analyst World – MELBOURNE – June 2011<br />
  2. 2. Presentation Outline<br />Introduction – roles and perspectives<br />Enterprise Architecture – Description and Benefits<br />Working Together<br />Business Analysts, Enterprise Architects and EA<br />The EA Practice<br />Elements and Factors<br />Maturity<br />Questions and Discussion<br />2<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  3. 3. 3<br />© Imre Hegedus Consulting – All Rights Reserved<br />The Enterprise as a “Dynamic System”<br />Strategy<br />Results<br />Customers<br />Enterprise<br />System<br /> Suppliers<br />Value Realisation<br />Value Realisation<br /> Suppliers<br />Customers<br />Structures<br />Technology<br />Process<br />People<br />Supplier<br />Partnership<br />Customer<br />Relationship<br />Culture<br />Values<br />Source: Imre Hegedus Consulting<br />BA World – July 2009 - MELBOURNE<br />
  4. 4. Role of the Business Analyst<br />“Business Analysis as a term provides a collective umbrella for professionals working in the areas of Commercial, Process, Technical and Systems Analysis.”<br />www.abaa.org.au<br />“Reviews, analyses and evaluates business requirements, user needs and functions, using accredited methodologies and supporting software, with the objective of improving business processes and procedures.”<br />www.youthcentral.vic.gov.au<br />"A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems. The business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.“<br />www.iiba.org<br />4<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World – July 2009 - MELBOURNE<br />
  5. 5. Role of the Enterprise Architect<br />“Enterprise Architects work with stakeholders, both leadership and subject matter experts, to build a holistic view of the organisation’s strategy, processes, information, and information technology assets. The role of the Enterprise Architect is to take this knowledge and ensure that the business and IT are in alignment.”<br />www.wikipedia.org<br />“The role of the architect can be summarised as to:<br />“Understand and interpret requirements<br />Create a useful model<br />Validate, refine, and expand the model<br />Manage the architecture.”<br />TOGAF v9 <br />”An EA’s role is to translate business requirements into capabilities that can be cost-effectively implemented, predictably managed, and reliably controlled.“<br />www.zapthink.com<br />5<br />© ImreHegedus Consulting – All Rights Reserved<br />BA World – July 2009 - MELBOURNE<br />
  6. 6. Business Processes are the common language between Business and IT<br />6<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br /><ul><li>Processes bridge the Business-IT Divide
  7. 7. A common language is imperative if business requirements are to be effectively translated into business and IT solutions</li></ul>Business Context<br />Business Requirements<br />…<br />“…we are sinking!”<br />Business<br />Technical Requirements<br />Technical Specifications<br />…<br />“What are you s(th)inking about?”<br />ICT<br />
  8. 8. Enterprise architecture<br />The Enterprise as a Dynamic System<br />7<br />BA World - June 2011 - MELBOURNE<br />© Imre Hegedus Consulting – All Rights Reserved<br />
  9. 9. Enterprise Architecture<br />“A rigorous description of the structure of an enterprise, which comprises enterprise component, the externally visible properties of those components, and the relationships between them. This description is comprehensive, including enterprise goals, business process, roles, organisational structures, organisationalbehaviours, bsuiness information, software applications, and computer systems.”<br />www.wikipedia.org<br />“The fundamental organisation of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.”<br />ISO/IEC 42010:2007<br />TOGAF embraces and extends this definition:<br />1.A formal description of a system, or a detailed plan of the system at a component level to guide its implementation<br />2.The structure of components, their inter-relationships, and the principles and guidelines governing their design and evolution over time<br />8<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World – July 2009 - MELBOURNE<br />
  10. 10. Enterprise Architecture Benefits<br />Business and IT Alignment<br />Improves Interoperability and Integration<br />Enables Agility<br />Reduces Costs<br />Improves Security<br />Reduces Technical Risk<br />…the impact of change can be easier to articulate and can be achieved with a much faster turnaround than traditional methods for impact assessment and gap analysis…<br />An EA provides the blueprint of the current state, helps to identify the specific areas most affected by the change and then sets up a blueprint to transition to the future state.<br />Ross and Petley (2006)<br />9<br />© ImreHegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  11. 11. TOGAF Architecture Types<br />10<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />Source: TOGAF v9<br />
  12. 12. Working together<br />Improving and Managing the Enterprise<br />11<br />BA World - June 2011 - MELBOURNE<br />© Imre Hegedus Consulting – All Rights Reserved<br />
  13. 13. The BA and the EA roles<br />Sustained Improvement<br />BA’s seek to understand requirements for changes to the various elements of an enterprise.<br />EA’s seek to develop models of the enterprise elements that may be used to inform decision-making.<br />The architecture models developed by EA’s are reference materials for the BA to understand the impacts of a change on the enterprise elements.<br />Together, the goals of business agility, re-use, integration, interoperability, and standardisation are more likely to be realised.<br />Role Focus<br />12<br />BA World - June 2011 - MELBOURNE<br />© Imre Hegedus Consulting – All Rights Reserved<br />Business Analyst<br />
  14. 14. The BA and the EA together…<br />“Most organizations separate the roles of the BA and EA. However, organizations that are looking to maximize the benefit they receive from SOA and other architecturally-driven IT efforts should think more holistically about either combining the EA and BA responsibilities in the business or creating a new organizational structure that puts the business analysis and enterprise architecture roles into more intimate contact.”<br />“The Business Analyst vs. the Enterprise Architect” by Ronald Schmelzer (2008) <br />13<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  15. 15. Enterprise Architecture Model and Use<br />14<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />Business-driven Change<br /><ul><li>New Business Strategy
  16. 16. Different Business Capabilities required
  17. 17. Process Improvement and Re-design</li></ul>EnterpriseArchitecture<br />Business<br />Perspectives <br />Strategy<br />Capability<br />Process<br />ICT<br />Perspectives<br />ICT-driven Change<br /><ul><li>New ERP System
  18. 18. IT system rationalisation
  19. 19. New Application development</li></ul>Data<br />Application<br />Technology<br />
  20. 20. BA’s can use Enterprise Architecture to inform their analysis throughout the project lifecycle<br />15<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />Enterprise Architecture guides project-based investment (alignment)<br />Projects<br />Initiatives inform and are guided by Enterprise Architecture (improvement)<br />Future-State EnterpriseArchitecture<br />Current-State EnterpriseArchitecture<br />Strategy<br />Strategy<br />Business <br />Business <br />Capability<br />Capability<br />Process<br />Process<br />EA Governance<br />EA Governance<br />Data<br />Data<br />ICT<br />ICT<br />Application<br />Application<br />Strategic Alignment<br />Technology<br />Technology<br />Capability Requirements<br />Process Impact<br />Projects<br />Data Alignment<br />Application Impact<br />Technology Alignment<br />
  21. 21. The EA Practice<br />Effective Enterprise Architecture<br />16<br />BA World - June 2011 - MELBOURNE<br />© Imre Hegedus Consulting – All Rights Reserved<br />
  22. 22. EA Practice Elements<br />Current-State EA<br />The EA artifacts including both he Business and Technology layers<br />Future-State EA<br />Views of the target architecture at different horizons<br />EA Governance<br />Governance of the EA domains and layers to ensure vertical integration<br />Integrated Program Management<br />Initiatives that are managed to inform and be informed by the current-state and future-state architectural views<br />EA Practice Governance<br />Governance of the EA models in line with the Enterprise works program<br />17<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  23. 23. EA Practice Factors<br />Integration<br />Integration of the Enterprise Architecture elements themselves<br />Alignment<br />Alignment between Enterprise Architecture and the needs of the Project Sponsors<br />Engagement<br />Use of Enterprise Architecture in decision-making by Project Sponsors<br />Vision<br />Degree to which initiatives consciously move toward an agreed future-state Enterprise Architecture<br />Execution<br />Use of Enterprise Architecture throughout the projects themselves<br />18<br />© ImreHegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  24. 24. Enterprise Architecture Practice<br />19<br />© ImreHegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />www.eaeffectiveness.com<br />Source:www.eaeffectiveness.com<br />
  25. 25. Enterprise Architecture Practice Maturity varies greatly<br />20<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  26. 26. Use an Enterprise-view model to inform analysis…<br />21<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />Strategically-aligned<br />Process-driven<br />Structurally-sound<br />Technology-enabled<br />People-centric<br />Results-oriented<br />Customer-focused<br />Source: Imre Hegedus Consulting<br />
  27. 27. For further information…www.imrehegedus.com<br />22<br />© Imre Hegedus Consulting – All Rights Reserved<br />BA World - June 2011 - MELBOURNE<br />
  28. 28. BPM Resources at:http://www.imrehegedus.com/resources/index.php<br />Presentations<br />BPM: Aligning Business and IT<br />BPM: Context-setting Models <br />BPM: Key Elements<br />Articles<br />BPM & Culture<br />Customer Value: The Business Discipline of BPM<br />Innovation and BPM<br />BPM & PI: Business Performance Partners (part 3)<br />BPM & PI: Business Performance Partners (part 2)<br />BPM & PI: Business Performance Partners (part 1)<br />23<br />© Imre Hegedus Consulting – All Rights Reserved<br />“Business Process Management – Insights and Practices for Sustained Transformation” (2008)<br />available from:<br />report@imrehegedus.com<br />BA World – July 2009 - MELBOURNE<br />

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