This document provides an overview of business architecture and blueprinting. It discusses how blueprinting can be used to model business capabilities in order to analyze opportunities for optimization and efficiency. Blueprinting groups activities into discrete capabilities and provides multiple views of the enterprise. This exposes where strategies may be competing or complimentary. The document also provides an example of how blueprinting can be overlaid with an application portfolio to identify gaps, duplications, deficiencies, and opportunities to implement new technologies.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
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 through examples from engagements.
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
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 through examples from engagements.
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Real business architecture transforms businessGraham McLeod
Presented at the Open Group EA Conference in Cannes, April 2012. Introduces an expanded scope for Business Architecture incorporating Design Thinking. Provides an integrated meta model for business architecture compatible with Archimate and TOGAF 9. Techniques are from Inspired and Promis.
A Business Interoperability Framework for Government by Christine StephensonCraig Martin
Despite the focus on eGovernment and the delivery of seamless services to citizens, Government continues to be challenged to deliver business interoperability goals. Interviews with Government Enterprise Architecture stakeholder and a search of the literature suggests why government has failed to achieve seamless service delivery. It appears that interoperability in government is largely a combination of bottom-up, standards or application design based approaches. These result in Information Systems solutions that achieve interoperability within the application and technology domains, but not the business domain. Consequently, the public sector operates as a fractured collection of departments, with much complexity and bureaucracy reducing the effectiveness and efficiency of service delivery. The Business Interoperability Framework (BIF) draws from three disciplines of management practice and applies industry standards. These practice areas are; Enterprise Architecture; Service Oriented Architecture; and Business Process Management. The frameworks, standards/specifications that will be referenced are ISO/IEC 10746 (RM-ODP), TOGAF®, OASIS, UMM, BMM, BPMN and ISO 15000.
Key takeaways:
-- How to achieve top-down business interoperability outcomes
-- An architected framework for business success
-- Methods and tools that can be used to deliver business/IT alignment
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...Mike Clark
Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Driving your BA Career: From Business Analyst to Business ArchitectCraig Martin
In this presentation I look at the career path of a Business Analyst and how they can make the transition to a Business Architect. The primary subject areas discussed are:
-The goal of a good business model is to create coherence
-The Business Analyst and Business Architecture vocations
-What are the dominant skills across the mandate
-Strategies for moving up the curve to open the opportunities
-Enhance your Business Analysis role with Business Architecture thinking and tools
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Ashley Moss Communications Professional Visual ResumeAshley Moss
I'm a dynamic problem problem solver with a passion for helping individuals, small businesses and large organizations unleash their big ideas through effective communication, strategic planning and flawless execution.
Send an email to ashleymichellemoss@gmail.com to learn more. I'd love to connect!
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Real business architecture transforms businessGraham McLeod
Presented at the Open Group EA Conference in Cannes, April 2012. Introduces an expanded scope for Business Architecture incorporating Design Thinking. Provides an integrated meta model for business architecture compatible with Archimate and TOGAF 9. Techniques are from Inspired and Promis.
A Business Interoperability Framework for Government by Christine StephensonCraig Martin
Despite the focus on eGovernment and the delivery of seamless services to citizens, Government continues to be challenged to deliver business interoperability goals. Interviews with Government Enterprise Architecture stakeholder and a search of the literature suggests why government has failed to achieve seamless service delivery. It appears that interoperability in government is largely a combination of bottom-up, standards or application design based approaches. These result in Information Systems solutions that achieve interoperability within the application and technology domains, but not the business domain. Consequently, the public sector operates as a fractured collection of departments, with much complexity and bureaucracy reducing the effectiveness and efficiency of service delivery. The Business Interoperability Framework (BIF) draws from three disciplines of management practice and applies industry standards. These practice areas are; Enterprise Architecture; Service Oriented Architecture; and Business Process Management. The frameworks, standards/specifications that will be referenced are ISO/IEC 10746 (RM-ODP), TOGAF®, OASIS, UMM, BMM, BPMN and ISO 15000.
Key takeaways:
-- How to achieve top-down business interoperability outcomes
-- An architected framework for business success
-- Methods and tools that can be used to deliver business/IT alignment
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...Mike Clark
Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Driving your BA Career: From Business Analyst to Business ArchitectCraig Martin
In this presentation I look at the career path of a Business Analyst and how they can make the transition to a Business Architect. The primary subject areas discussed are:
-The goal of a good business model is to create coherence
-The Business Analyst and Business Architecture vocations
-What are the dominant skills across the mandate
-Strategies for moving up the curve to open the opportunities
-Enhance your Business Analysis role with Business Architecture thinking and tools
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Ashley Moss Communications Professional Visual ResumeAshley Moss
I'm a dynamic problem problem solver with a passion for helping individuals, small businesses and large organizations unleash their big ideas through effective communication, strategic planning and flawless execution.
Send an email to ashleymichellemoss@gmail.com to learn more. I'd love to connect!
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
Hi. I'm Yuri Artibise. This is my Visual Ressume. My traditional one can be found here: http://yuriartibise.com/resume/
I am a community builder with a deep interest in urban placemaking and creating livable neighbourhoods. I am also an experienced policy analyst with a breadth of experience in the communication, research and analysis of contemporary public policy issues. Finally, I'm a social media enthusiast with experience in blogging, website maintenance and online community management.
When you designed your website, you didn't set out to create something people would hate, but all too often that is the end result. Discover the most common mistakes and how to avoid them.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
RESULTS-BASED MANAGEMENT FOR NONPROFIT ORGANIZATIONS: FROM STRATEGY TO WORKPLANSFabrice Holzer
ACTIVITY performed through which inputs, such as funds, technical assistance and other types of resources are mobilized to produce specific outputs
BASELINE from which variations found in the project or programme are measured
BENCHMARK as the reference point or standard against which progress or achievements can be assessed. It refers to the performance that has been achieved in the recent past by other comparable organizations or similar circumstances
GOAL is the higher-order objective to which a development intervention is intended to contribute
IMPACT might have positive and negative long-term effects on identifiable population groups produced by a development intervention, directly or indirectly, intended or unintended
INPUTS are the financial, human, material, technological and information resources used for development interventions
OUTPUTS are the products and services that result from the completion of activities within a development intervention within the control of the organization
OUTCOME is the intended or achieved short-term and medium-term effects of an intervention’s outputs, responding to priorities and needs Outcomes represent changes that occur between the completion of outputs and the achievement of impact
OUTCOME EVALUATIONS investigate whether a programme or project caused demonstrable effects on specifically defined target outcomes
PERFORMANCE to which a programme or a partner operates according to specific criteria/standard/guidelines or achieves
results in accordance with stated plans
PERFORMANCE INDICATORS are units of measurement that specify what is to be measured along a scale or dimension but do not indicate the direction or change. Performance indicators are a qualitative (narrative) and/or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a programme or investment
PERFORMANCE MONITORING is a continuous process of collecting and analyzing data for performance indicators, to compare how well a programme, partnership or policy reform is being implemented against expected results (achievement of outputs and progress towards outcomes)
RESULTS are changes in a state or condition. They might be intended or unintended, positive and/or negative
RESULTS-BASED MANAGEMENT (RBM) is management strategy by which an organization ensures that its processes, products and services contribute to the achievement of desired results (outputs, outcomes and impacts)
RBM rests on clearly defined accountability for results and requires monitoring and self-assessment of progress towards results, and reporting on performance
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
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.
From Capability-Based Planning to Competitive Advantage: Assembling Your Bus...Iver Band
Many organizations are investing in capability-based planning, portfolio management, architecture and agile development processes. While they derive value from each practice, many struggle with getting all of them to work together. In rapidly evolving industries such as healthcare, businesses need to change continuously. Instead of programs and projects, they need transformation value networks that adapt to dynamic organizational and external drivers.
This presentation will use a unified framework and method to define and relate the ingredients for continuous transformation. The presenters will also demonstrate the value of standards-based visual modeling for integrating, expressing and improving business transformation practices. Visual models will show how American and European healthcare payers are improving quality and efficiency in response to demographic, economic and regulatory pressures.
Learning Objectives:
• Understand how to integrate capability-based planning, portfolio management, architecture and agile development processes
• Identify and position key frameworks for capability-based planning, portfolio management, architecture and agile development processes
• Understand core concepts and key applications of the ArchiMate language for visual modeling, an Open Group standard
• Understand the basics of visually modeling business strategy and organizational transformation
• Become familiar with the objectives and methods for an example of business transformation
• Understand how and when to integrate strategic guidance into agile development processes
Similar to Biz arch visual strategic planning v6 (20)
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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2. Contributing Author to the
BIZBOK ™
Trained over
100,000 professionals
700
In excess of
Organizations using our methods
1,400
Completed over
requirements projects
> 200 trained
professionals focused 100%
on excellence in business
requirements
10%
Annually invested
of our
revenue in developing our methods and
harmonizing these with industry best
practices
Founding member
of the IIBA
Authors of
The Business Analysis Benchmark
300
Worked with over
of the
Fortune 1000 companies
3. Business Architecture – Visual Strategic Planning
Learning Objectives
1
Bring clarity to the purpose and benefits of Business Architecture to
scope, plan and execute on strategy
2
Describe the applicability of Business Architecture in the context of the
rapid Change Agenda
3
Explain a Business Architecture Framework against a variety of
strategic initiatives to know how to use the models
4
Provide different viewpoints of a business architecture and
demonstrate analysis techniques to expose risk & opportunity
5
Demonstrate architectural thinking in the decomposition of the
strategic objective as a technique for defining business impact
across capabilities, business functions and process to frame the
context of analysis
3
4. Business Architecture – Visual Strategic Planning
Business Architecture
Visual Strategic Planning
Webinar Coverage
Business Change
Business Architecture - Blueprints
Blueprinting – Lifecycle
Case Studies
4
5. Business Architecture – Visual Strategic Planning
Analysis Result
Business Strategy
Business Change- How Big?
Competing or Complimentary Strategies?
Optimization
Reengineering
Transformation
Redefining the business
process to eliminate
localized operational
challenges
Redesigning of the business
process to meet market or
competitive needs or increase
efficiency/effectiveness of the
current business operating
model.
Radical, large scale change
in the business operating
model and the product or
service delivery
Business As Usual
Competitive Requirement
Future State
Continue forward with
marginal deployment
capabilities
Cost reduction focus
Market differentiation involving
significant corporate will.
Keep the Lights on
Business case may support
transformational strategy.
Limited expected revenue
increase
Requires policy change, product
rationalization, resource
rightsizing
Long term in nature.
5
6. Business Architecture – Visual Strategic Planning
Business Process Design or
Transformation?
Reference
Current State
Optimized
Same activities
variations on
process removed
Reengineered
Activity reduction and
process is distributed
allowing efficiency
measurement
Business Case For Change
Transformed
Standardization and
reduction in activities,
policy rationalization.
Process is distributed
and automated.
6
7. Business Architecture – Visual Strategic Planning
Business Architecture Framework
Customers
Product
Regulators
Business Drivers,
Goals & Strategic
Objectives
Vendors
Application
Inventory
Initiative/Investment
Inventory
S
t
a
t
i
c
Organization
Location
Roles
Rules
Policy
Business Information
7
8. Business Architecture – Visual Strategic Planning
Dynamic Views
Foundation Views
Business Architecture Framework
Business Drivers,
Goals & Objectives
Customers
Vendors/Partners
Business capabilities
Measures
Initiatives/Projects
Channels
Application Inventory
Product
Organization
Competitors
Location
Regulators
Rules/Policy/Requirements
Business Information
Roles
8
9. Business Architecture – Visual Strategic Planning
Business Change- Strategy to Execution Planning
Strategic Initiatives
Engineer
•Regulatory Agendas (ie: SOX, BASEL 111, Dodd Frank)
•Customer Segmentation analytics
•Business Agility
•Business Process Reengineering
•Vendor Strategy – core / non core
•Channel Migration Strategies
Transform
•Business Transformation
•Portfolio Management & Prioritization
•Enterprise Architecture – Technology Migration
•Organizational Design and Architecture
•Off-Shoring – People, process and cost analysis
•Operational Centralization & Location Strategy
•Business Continuity Planning
•Merger, Acquisition & Divestitures
Optimize
•Continuous Improvement – Cost of Quality
•Competitive Analysis
•Localized Process Improvement Initiatives
BA Models and Views
Business Drivers, Goals and Objectives
Business Measures
Competitors
Regulators
Customers
Products
Vendors
Channels
Projects
Business Functions
Location
Business Capabilities
Organization
Business processes
Roles
Requirements/Rules/Policy
Applications
Business Information
What do I need to know? Mapping initiatives to model types will expose
complimentary, competing strategies, and dependency.
Appendix A: Definitions
9
11. Business Architecture – Visual Strategic Planning
Business
Blueprinting
A methodology which groups current activities into a manageable
number of discreet, modular, and re-usable capabilities.
Blueprinting is a visual model of business operations.
11
12. Business Architecture – Visual Strategic Planning
Business Architecture Blueprint
What is it?
Must capture the "essence“*
Must be suitable for determining business needs
Must be product and technology independent
Must reflect multiple views of the enterprise
Must be comprehensive
Must provide for efficient and effective change
Must allow for extensibility
Must use a standard language and notation to
have common understanding
*Essence: is the attribute or set of attributes that make an entity or substance what it fundamentally is, and which it has by
necessity, and without which it loses its identity
12
13. Business Architecture – Visual Strategic Planning
Business Blueprinting
HOW?
Capability-Based Enterprise
Business Capability
Group of cohesive business activities to
serve a unique purpose
Contains all resources to accomplish its
purpose
Business Capability
Business Purpose
Creates specific value to other parts of the
organization
Activities
High degree of autonomy and is managed
separately
Resources
Linked to the organization through
business services and integrated
information systems
Applications
Infrastructure
Represents real functions performed by
discrete business areas
13
14. Business Architecture – Visual Strategic Planning
Blueprinting –A Business Architecture Capability Model
Illustrative integrated business perspectives
Methods, tools and techniques develop agile and
Sales, Market & Relationships
Strategy &
Governance
Market Management
External
Corporate
Comms
Strategy
Business
Strategy
Management
Client mkt
research &
analytics
Brand
Management
Business
resource &
sales planning
Global MIS
Marketing
Management
Sales/Product
Monitoring
Alliance
planning
Operations
strategy &
policy
Customer
Management
Strategy
Customer
Behaviour
Models
Segment
Analysis &
Planning
Governance
Executive &
Stakeholder
Management
Business
Architecture
End to End
Service Level
Management
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Counter/
Branch
Services
Sales Force
Management
Prospecting &
Sales
Segmented
Servicing
Risk, Financial &
Compliance Management
Channel
Management
Product
Catalogue
Management
Product /
Servicing
Sourcing
Hedge Funds
Management
FX & MM
Management
Product Management
Securities
Funds
Product
Management
Management
Structured
Cash
Product
Management
Management
After Sales
Service
Credit
Management
Trade Services
Management
Card
Management
Insurance
Products
Management
Trust & Estate Strategic Asset
Planning
Allocation
Financial
Planning
Trading Services
Order
Management
& Grouping
Execution
Management
Trade
Reporting
Confirmation
& Matching
Operations & Processing
Cross-Product/Service Client Facing Processing
Client
Client Account
Document
Client Tax
Accounting &
Administration
Management
Reporting
Reporting
Credit
Safe Keeping Fees & Billing
Performance
Approval
Management
Management Measurement
Management
Cash Services
Service Management
Discretionary
Client Risk
Portfolio Mgt
Profiling
Services
Group / Pb
Advisory
Services
Rewards
Management
Collections
and Recovery
Merchant
Operations
Correspondent
Banking
Collateral
Handling
Authorisations
Cross-Product/Service Non-Client Facing Processing
Involved 3 rd
Corporate
Party
Actions
Reconciliation
Clearing
Maintenance
Management
Nostro Cash
Management
Payments
FX & MM
Processing
Credit
Processing
IT Architecture
Family Office
Services
Settlement
Custody
Specific Product Processing
Structured
Securities
Fund
Products
Processing
Processing
Processing
Card
Processing
Trade Services
Processing
Securitisation
(incl.
Syndications)
Operational
Risk Control
Management
Settlement
Risk Control
Management
Legal &
Regulatory
Risk Mgm’t
Tactical Asset
Allocation
Trading Support
Product &
Processing &
Service
Client Support
Trade Support
Control
Research &
Analysis
Allocations
Risk
Credit Risk
Control
Management
Market Risk
Control
Management
Products & Services
Product &
Services
Support
Customer Insight
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management
Management
Referrals
Operational
Monitoring
Financial
Financial
Accntg &
Reporting
Decision
Support
Treasury
Management
Balance Sheet
Management
Market Data
Management
Compliance
Internal Audit
Hedge Fund
Processing
Life Insurance
Processing
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Centralised Service Centre Management
Business Policies
and Procedures
GSC
Monitoring
Service Centre
Mgmt
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Internal
Comms (excl.
customer)
HR & Payroll
OPS Design &
Implement
Design apps &
IT
infrastructure
Information Technology
Operate &
Build apps & IT
maintain apps
Security
infrastructure
& IT i/f
Business
continuity
14
15. Business Architecture – Visual Strategic Planning
Business Blueprinting
WHY?
Capabilities represent business functions and processes, which utilize the same data, and focus
on the tendency to collaborate or not collaborate across product lines, functions and
geographies. Capabilities support an approach toward Mergers and Acquisitions, identifying
ie: shared services, functional alignment, organizational design thereby improving efficiency
and resilience.
Common language and Capability definition present patterns of similar and unique capability
which are a key element in visualizing opportunities to ensure money is spent on the most
revenue generating or cost reduction strategies ie: centralization and streamlining
Blueprinting helps to connect organizational processes with business strategy, and the
appropriate technical solutions, providing fact-based decision support about the most effective
methods for managing change
Blueprint views can be used to map total investment spend to business strategies and
objectives ensuring finite resources are optimized and not competing
Mature Blueprinting will provide a holistic dashboard of all Enterprise activity
Use business blueprinting to analyse and determine cost effective and
efficient business opportunities as a value proposition
15
16. Business Architecture – Visual Strategic Planning
Enterprise Blueprinting
Overlaying views expose opportunities for value-based prioritization strategies. Business impact is holistically
understood and will provide previous unknowns for consideration .
Sales, Market & Relationships
Strategy &
Governance
Market Management
Strategy
Business
Business
Strategy
resource &
Management sales planning
Client mkt
research &
analytics
Global MIS
Sales/Product
Monitoring
Alliance
planning
Operations
strategy &
policy
Customer Insight
Customer
Management
Strategy
Customer
Behaviour
Models
Segment
Analysis &
Planning
Governance
Business
Architecture
Executive &
Stakeholder
Management
End to End
Service Level
Management
IT
Architecture
External
Corporate
Comms
Marketing
Management
Brand
Management
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management Management
Referrals
Counter/
Branch
Services
Sales Force
Management
Prospecting &
Sales
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Segmented
Servicing
Risk, Financial &
Compliance Management
Channel
Management
After Sales
Service
Products & Services
Product
Catalogue
Management
Product /
Servicing
Sourcing
Product &
Services
Support
Hedge Funds
Management
FX & MM
Management
Product Management
Securities
Product
Management
Structured
Cash
Product
Management
Management
Funds
Management
Credit
Management
Trade Services
Management
Group / Pb
Advisory
Services
Card
Management
Insurance
Products
Management
Financial
Planning
Allocations
Research &
Analysis
Trading Services
Order
Management
& Grouping
Execution
Management
Trade
Reporting
Confirmation
& Matching
Operations & Processing
Cross-Product/Service Client Facing Processing
Client
Client Account
Document
Client Tax
Accounting &
Administration Management
Reporting
Reporting
Credit
Safe Keeping Fees & Billing Performance
Approval
Management Management Measurement
Management
Cash Services
Merchant
Operations
Correspondent
Banking
Collections
and Recovery
Collateral
Handling
Authorisations
Payments
Nostro Cash
Management
FX & MM
Processing
Securities
Processing
Card
Processing
Family Office
Services
Settlement
Custody
Specific Product Processing
Structured
Fund
Products
Processing
Processing
Securitisation
(incl.
Syndications)
Operational
Risk Control
Management
Settlement
Risk Control
Management
Legal &
Regulatory
Risk Mgm’t
Tactical Asset
Allocation
Trading Support
Product &
Processing &
Service
Client Support
Trade Support
Control
Cross-Product/Service Non-Client Facing Processing
Involved 3 rd
Corporate
Party
Actions
Reconciliation
Clearing
Maintenance Management
Credit
Processing
Rewards
Management
Service Management
Discretionary
Portfolio Mgt
Services
Strategic
Trust & Estate
Asset
Planning
Allocation
Client Risk
Profiling
Risk
Credit Risk
Control
Management
Market Risk
Control
Management
Operational
Monitoring
Financial
Financial
Decision
Accntg &
Support
Reporting
Treasury
Management
Market Data
Management
Balance Sheet
Management
Compliance
Internal Audit
Hedge Fund
Processing
Trade Services Life Insurance
Processing
Processing
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Centralised Service Centre Management
Business Policies
and Procedures
GSC
Monitoring
Service
Centre Mgmt
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Internal
Comms (excl.
customer)
HR & Payroll
OPS Design &
Implement
Information Technology
Design apps &
Operate &
Build apps &
IT
maintain apps
IT
Security
infrastructure
& IT i/f
infrastructure
Business
continuity
16
17. Business Architecture – Visual Strategic Planning
Business Architecture – Example Use
The most active use of Blueprint enables IT partners to align technology with business strategy. Application
Portfolio Management demands a means to identify current capability and future opportunities.
ATM
Branch
Sales, Market & Relationships
Telephone
Market Management
External
Corporate
Comms
Strategy & Governance
Marketing
Management
Brand
Management
Strategy
Business
Strategy
Management
Global MIS
Client mkt
research &
analytics
Sales/Product
Monitoring
Alliance
Planning Mgmt
Customer
Management
Strategy
Segment
Analysis &
Planning
Email
Counter/ Branch
Services
Sales Force
Management
Pricing /Quotes
Intermediary
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Product Management
Product
Catalogue
Management
Product /
Servicing
Sourcing
Deposits
Product &
Services Support
Customer
Behaviour
Models
Hedge Funds
Management
Credit
Management
Servicing
Credit Risk
Control
Management
Lending
Funds Product
Management
FX & MM
Management
Cash
Management
Order
Management &
Grouping
Execution
Management
Gaps
Service Management
Card Product
Management
Governance
Business
Executive &
Architecture &
Stakeholder
Operating
Management
Model
End to End
IT Architecture
Service Level
Management
Trade Reporting
Merchant
Operations
Document
Management
Underwriting
Claims
Credit Approval
Management
Safe Keeping
Management
Client
Accounting &
Reporting
Performance
Measurement
Cash Services
Rewards Admin
Fees & Billing
Management
Client Tax
Reporting
Authorisations
AML/Fraud
Detection
Collections and
Recovery
Collateral
Handling
GSC Monitoring
Family Office
Services
Market Risk
Control
Management
Settlement Risk
Control
Management
Trust & Estate
Planning
Strategic Asset
Allocation
Tactical Asset
Allocation
Securitisation
(incl.
Syndications)
Legal &
Regulatory
Risk Mgmt
Overextension
Valuation
Correspondent
Banking
Customer & Transaction Services
Processing &
Product &
Execution
Service Control
Support
Research &
Analysis
Allocations
Cross-Product/Service Non-Client Facing Processing
Involved 3rd
Corporate
Reconciliation
Clearing
Party
Actions
Maintenance
Management
Payments
Nostro Cash
Management
Settlement
Specific Product Processing
Structured
Fund Processing
Products
Processing
Securities
Processing
Duplication
Card Processing
Credit
Processing
Deficiency
Operational
Monitoring
Reference Data
FX & MM
Processing
Service Centre
Mgmt
Financial
Client Support
Financial Accntg
& Reporting
Decision
Support
Treasury
Management
Balance Sheet
Management
Market Data
Management
Custody
Investigations
Centralised Service Centre Management
Business
Policies and
Procedures
Discretionary
Portfolio Mgt
Services
Execution Services
Operations & Processing
Opportunity to implement new
Cross-Product/Service
technology where none existsClient Facing Processing
Client Account
Admin
Client Risk
Profiling
Financial
Planning
Insurance
Products
Management
Confirmation &
Matching
Operational Risk
Control
Management
Group / PB
Advisory
Services
Trade Services
Management
Securities
Product
Management
Structured
Product
Management
Risk, Financial &
Channel
Compliance Management
An IT solutions, designed to support one
Management
capability, is extended beyond its core
Segmented
functionality to support others Risk
Sales Execution
Products & Services
Operations
strategy &
policy
Customer Insight
Online
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management
Management
Referrals
Prospecting &
Sales
Business
resource & sales
planning
Post
PDA
Hedge Fund
Processing
Compliance
Internal Audit
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Multiple business areas require the
same capability. Opportunity for
Trust
Trade Services
Insurance
standardization and reduced cost
Administration
Processing
Processing
Support Infrastructure
The business functions or processes lack key
functionality or areProgramme & designed Support & Logistics
poorly
Facilities
Legal
Change
Management
Operation &
Maintenance
Procurement
Internal Comms
(excl. customer)
HR & Payroll
OPS Design &
Implement
Design apps &
IT infrastructure
Information Technology
Operate &
Build apps & IT
maintain apps &
infrastructure
IT i/f
17
Security
Business
continuity
18. Business Architecture – Visual Strategic Planning
Business Architecture – Example of Use
Direct
Illustrative Global Customer Data Mgmt – Heat Map
In-Direct
ATM
Branch
Telephone
Post
PDA
Online
Email
Intermediary
Sales, Market & Relationships
Market Management
External
Corporate
Comms
Client Relationship Management
Marketing
Management
Brand
Management
Strategy
Business Strategy Business resource
Management
& sales planning
Relationship
Management
Prospecting &
Sales
Strategy & Governance
Client Acquisition
& Referrals
Sales & Distribution
Pricing
/Quotes
Independent
Asset
Management
Electronic
Service
Sales Force
Management
Contact
Management
Counter/
Branch
Services
Segmented
Servicing
Product Management
Client mkt
research &
analytics
Product
Catalogue
Management
Hedge Funds
Management
Credit
Management
Sales/Product
Monitoring
Alliance Planning
Mgmt
Product /
Servicing Sourcing
Lending
Funds Product
Management
Deposits
FX & MM
Management
Cash
Management
Operations
strategy & policy
Product & Services
Support
Customer Insight
Customer
Behaviour
Models
Customer
Management
Strategy
Segment
Analysis &
Planning
Service Management
Group / PB
Advisory Services
Client Risk
Profiling
Discretionary
Portfolio Mgt
Services
Family Office
Services
Market Risk
Control
Management
Settlement Risk
Control
Management
Securities
Product
Management
Structured
Product
Management
Insurance
Products
Management
Financial
Planning
Trust & Estate
Planning
Strategic Asset
Allocation
Tactical Asset
Allocation
Securitisation
(incl.
Syndications)
Legal &
Regulatory Risk
Mgmt
Research &
Analysis
Product & Service
Control
Governance
Executive &
Stakeholder
Management
IT Architecture
Valuation
Execution Services
Order
Management &
Grouping
Execution
Management
Trade
Reporting
Customer & Transaction Services
Confirmation &
Matching
Merchant
Operations
Document
Management
Underwriting
Claims
Credit
Approval
Management
Safe Keeping
Management
Client
Accounting &
Reporting
Performance
Measurement
Cash Services
Rewards Admin
Fees & Billing
Management
Client Tax
Reporting
Authorisations
AML/Fraud
Detection
Collections and
Recovery
Collateral
Handling
Correspondent
Banking
Allocations
Processing &
Execution
Support
Cross-Product/Service Non-Client Facing Processing
Corporate
Involved 3rd
Reconciliation
Clearing
Party
Actions
Maintenance
Management
Nostro Cash
Management
Payments
Settlement
Custody
Investigations
Financial
Client Support
Operational
Monitoring
Reference Data
FX & MM
Processing
Securities
Processing
Structured
Products
Processing
Fund Processing
Hedge Fund
Processing
Credit Processing
Card Processing
Trade Services
Processing
Insurance
Processing
Service Centre
Mgmt
Decision
Support
Treasury
Management
Balance Sheet
Management
Compliance
Internal Audit
Regulatory &
Compliance
Legal Awareness
& Compliance
Regulatory &
Legal Doc.
Management
Trust
Administration
Centralised Service Centre Management
GSC
Monitoring
Financial Accntg
& Reporting
Market Data
Management
Specific Product Processing
Business Policies
and Procedures
Operational
Risk Control
Management
Trade Services
Management
Operations & Processing
Client Account
Admin
End to End
Service Level
Management
Credit Risk
Control
Management
Card Product
Management
Cross-Product/Service Client Facing Processing
Business
Architecture &
Operating Model
Risk
Products & Services
Global MIS
Risk, Financial &
Compliance Management
Sales Execution
Channel
Management
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Information Technology
Internal Comms
(excl. customer)
HR & Payroll
OPS Design &
Implement
Design apps & IT
infrastructure
Operate &
maintain apps &
IT i/f
Build apps & IT
infrastructure
Security
Business
continuity
18
19. Business Architecture – Visual Strategic Planning
Business Architecture – Example of Use
Another strategic use of the business architecture is to map the project portfolio, based on the
high level definitions, to the capabilities to identify overlaps and duplication across the
Investment portfolio.
Result: Informed Business
Decisions
• Repackage the portfolio mix
• Defund projects which are
not impacting strategic focus
• Accelerate projects with
dependencies
• Fund projects which
previously were unfunded
• Clarify
Ownership/sponsorship
• Innovative Funding Models
19
20. The Power of
Business Modeling
Business Architecture – Visual Strategic Planning
Communication
Facilitating cross-group understanding
Analysis
Modeling as a thinking tool
Facilitation
Excellent method for eliciting requirements
Scope Control
Precise tool for defining what’s in and what’s out
Management Tool
Implicit becomes explicit, and becomes manageable
20
20
21. Business Architecture – Visual Strategic Planning
Business Architecture – BIZBOK Framework & Views
Source: Business Architecture Body of Knowledge (BIZBOK™) 3.1
21
22. Business Architecture – Visual Strategic Planning
Business Architecture Framework
Dynamic Views
Foundation Views
D
e
c
o
m
p
o
s
i
t
i
o
n
Business Drivers,
Goals & Objectives
Customers
Product & Services
Competitors
Regulators
Vendors/Partners
Roles
Initiatives/Projects
Metrics & Measures
Channels
Application Inventory
Organization
Rules/Policy/Requirements
Location
Business Information
22
23. Business Architecture – Visual Strategic Planning
Business Architecture Framework - deployed
23
25. Business Architecture – Visual Strategic Planning
Blueprinting Lifecycle
Face2Face
Tel phone
e
Pos t
PDA
Onl e
n
i
Em ai
l
I nt er m ei r y
da
Sal s, M ar kt & ai ns i s
e
e Rel o hp
t
Ri k, Fi anci l
s
n a&
Com pl nceM aag m
a
i
n e ent
St r at egy&
Gover ane
n c
M ar ket M aag m t
n e en
Ext er nal pr ae
Cor o t
Com m s
St r at egy
Busi ess St r t ey
n
a g
M anagem et
n
Cl nt m r eser c &
e kt
i
a h
anal t i s
y c
Cl nt Rel t i ns hi M aag m
e
i
a o p n e ent
Br and
M anagem et
n
Busi ess r es ur e
n
o c&
sal s pl nni g
e a n
Gl bal I S
o M
M ar ket i g
n
M anagem et
n
Sal s/Pr odut
e
c
M oni or i g
t n
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ent Ser c n
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The lifecycle employs methods, tools and techniques to
develop agile and integrated business perspectives which
provide traceability and alignment between levels.
Regul t or y&
a
Com pl nce
a
i
Regul t or y& l
a
Lega
Doc. M em
anag ent
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s
i
vc Cent M a m
Busi ess Pol i s an
n
c
ie d
Pr ocedur e
s
GSCM oni or i g
t n
Ser vi eCent r M t
c
e gm
Suppor t I nf at ut r e
r sr cu
Suppor t & s t s
Logi i
c
Legal
Pr ogr am m &
e
ChangeM gem t
ana en
Faci i s Oper at i n& Pr ocur em
t
i
le
o
ent
M ai t enanc
n
e
I nf or m ai nTehol g
t o c n oy
I nt er nal m ( xc
Com s e l
.
cus t om er
)
HR&
Payr ol
l
OPSDesi n&
g
I m pl m ent
e
Desi napps & T
g
I
n
i f r as t r uc ue
tr
Oper at e& ai t i
m nan
apps & Ti f
I /
Bui apps & T
d
l
I
n
i f r as t r uc ue
tr
Secur i y
t
Bus i ess cont ui y
n
n
i t
• Visual improves ability for
stakeholder sign-off
Each Capability is
underpinned by a
number of Business
Functions
• Well defined processes,
terms and definitions
• Acceleration in identifying
reusable processes and
rules
Each Function is in
turn supported by a
range of Business
Processes
• Consistent language to
support transfer of
knowledge
Each process
collaborates across a
set of activities and
tasks to compete the
business objective
• Logic is contained within
the process
• View to standardization and
reusable processes
25
Traceability & Alignment
Advantages
26. Business Architecture – Visual Strategic Planning
Blueprinting Lifecycle - Value Positioning
26
28. Case Study
Business Architecture – Visual Strategic Planning
A Large multi national had an investment portfolio
wish list of over $500m in projects but had only ever
spent $80 - 90M per year in the last 5 years.
Business architecture was used to position these
project inputs against strategic goals and capabilities.
The analysis highlighted significant project
duplication, gaps in spend, dependencies and risk,
that were not yet visible, and enabled a re-shaping
of the investment portfolio .
Using business architecture tools, such as a Value
Chain, and mapping projects to strategic goals and
capability modes , enabled a logical repositioning of
the project portfolio.
Developing a line of sight from strategy, to logical
grouping of projects , to tangible benefits also
removes much of the political hardship in
communicating the re-prioritized spend.
Source: Orbus Software, Swindell 2013
28
29. Business Architecture – Visual Strategic Planning
Case Study
A Large multi national bank spent a significant amount of time
and money after a merger trying to integrate various functions
and applications to improve its efficiency and agility.
The problem was they started bottom up with significant detailed
documentation, and divisional inputs, which created complexity
and confusion for the steering committee. Poor governance
practices also contributed to the confusion.
Starting top down from the organizational strategy and objectives
,and mapping various inputs against the capability model ,
enabled a more focused analysis of the capability, including
functions and supporting applications, business issues ,
requirements and creation of clear investment choices.
A simple heat map assessment of the capabilities enabled inputs
to be grouped and domain analysis identified capabilities
requiring greatest uplift and transition options to be compared,
thus simplifying the consolidation journey.
Source: Orbus Software, Swindell 2013
29
30. Business Architecture – Visual Strategic Planning
Case Study: Ford Motor Company
Source: OMG: Business Architecture, Daniel Toth March, 2013
30
31. To claim your PDU’s
Activity Number: IAG636
Provider ID: 2858
800.209.3616
31
33. Appendix A: Glossary of Terms: Framework Definitions
Business Drivers , Goals and Objectives: input to the Business Architecture as a
means to express the Business Architecture.
Business Capability Model: A logical representation of a business that reveals
its essential building blocks. Categorized by Domains, Competencies and
Components
• Business Domain: Logical business groupings for the purposes of describing
a high level activity . Domains are a series of competencies which generally
collaborate together for some value.
• Business Competency: defined as large business areas with similar
characteristic skills and capabilities, for example, product development or
supply chain. Components within the Competencies are typically related
between Direct, Control and Execute
• Business Capability: is a group of cohesive business services supported by
the appropriate information systems, processes, organizational structure
and performance measures. Each business component serves a unique
purpose and collaborates with other business components to support
business processes.
Business Functions; represents a decomposition of the business component to
a granularity representing the function which must be performed in order to
achieve the business objective. Very often reflecting the organizational design
and /or transitions states of a Common Business Process. Policy Admin: Open,
Maintain , Close Policy.
Business Process Model A commonly used approach to express the business
process hierarchy of common business processes, workflows and subflows
which include activities and events. Activities are combined to create a
business process, i.e., a structured, measured set of activities, that takes input
and creates output of value to a customer."
Business Activity: "An activity may be a manual, semi
automated or automated operation that completes a
unit of work. An atomic level activity is the lowest level
of activity that cannot be decomposed further without
considering how to implement them.
Business Event: "A stimulus or trigger which initiates one
or more processes. A set of conditions which cause a
process to be performed."
Roles/Actors: "Business roles are logical, categories of
job that perform business activities of the enterprise,
(e.g. Underwriter, Claims Assessor, Regulator, Sales
Person). As such, they combine business activities into a
recognizable relationship."
Locations "Business locations identify both the physical
and logical places where business activities are carried
out. The physical locations are simply the geographical
places where the business has a presence; the logical
locations are types or categories, of these physical sites,
based on the types of business activities that are
performed at them."
Information Item "A person, place, thing, concept, or
event that the business needs to manage and about
which it may need to keep data. "
33