Presentation delivered at the Albany PDD 2016 on what business architecture is, how it relates to project business analysis, and how business analysts can grow into a more strategic role.

1. BUSINESS ANALYSIS AND
BUSINESS ARCHITECTURE
ABADD 2016 • KEVIN BRENNAN

2. BUSINESS ARCHITECTURE MODELS THE
ENTERPRISE IN ORDER TO SHOW HOW
STRATEGIC CONCERNS OF KEY STAKEHOLDERS
ARE MET AND TO SUPPORT ONGOING BUSINESS
TRANSFORMATION EFFORTS.
BABOK® Guide, Version 3
TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM

3. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
BUSINESS ARCHITECTURE AND BUSINESS ANALYSIS
ENTERPRISE
“GREENFIELD” “BROWNFIELD” “OFF THE SHELF”

4. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
STRATEGY ANALYSIS AND THE ARCHITECTURE PROCESS
CURRENT
STATE
FUTURE
STATECHANGE STRATEGY
TRANSITION
STATE
TRANSITION
STATE
TRANSITION
STATE

5. CASE STUDY
Two great tastes that
go great together?

6. ENTERPRISE ARCHITECTURE
TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
BUSINESS ARCHITECTURE CENTERS ON THE BUSINESS MODEL
BUSINESS
ARCHITECTURE
(MODEL 1)
BUSINESS
ARCHITECTURE
(MODEL 2)
IT ARCHITECTURE
FRESH
SUSHI
BAR
DRY
CLEANING

7. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
UNDERSTANDING BUSINESS MODELS
KEY PARTNERS CUSTOMER
SEGMENTS
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIPS
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
COST STRUCTURE REVENUE STRUCTURE
Business Model Canvas, http://businessmodelgeneration.com

8. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
CUSTOMER SEGMENTS AND VALUE PROPOSITIONS
Products
& Services
Pains
GainsGain Creators
Pain Relievers
Customer Jobs
Value Proposition Canvas, http://businessmodelgeneration.com

9. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
THE VALUE CHAIN
MANAGEMENT
TECHNOLOGY
FINANCE
HUMAN RESOURCES
INBOUND
LOGISTICS
PRODUCTION &
OPERATIONS
OUTBOUND
LOGISTICS
SALES &
MARKETING
SERVICE
MARGIN
PRIMARYACTIVITYSUPPORTINGACTIVITY
ORGANIZATIONAL CAPABILITIES

10. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
COSTS AND REVENUES
REVENUES MARGINCOSTS- =
OPERATING COSTS,
ECONOMIES OF
SCALE/SCOPE
SALES, GENERAL, &
ADMIN
RESEARCH &
DEVELOPMENT
FIXED & VALIABLE
COSTS
ASSET/PRODUCT
SALE
SUBSCRIPTION &
USAGE FEES
LENDING, LEASING,
LICENSING
ADVERTISING &
BROKERAGE FEES
COST DRIVEN
BUSINESS MODELS
VALUE DRIVEN
BUSINESS MODELS

11. CASE STUDY
Based on our
discussion of
business models,
how does this work?

12. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
VALUE CHAINS AND CAPABILITIES
PRODUCT MANAGEMENT
CONCEPT INVESTMENT DELIVERY RETIREMENTEXPLOITATION
MARKET
ANALYSIS
BUSINESS CASE
DEVELOPMENT
IDEA
GENERATION
FEASIBILITY
ANALYSIS
INNOVATION
REQUIREMENTS
ANALYSIS
SOFTWARE
DEVELOPMENT
SALES &
MARKETING
CUSTOMER SUPPORT
TRANSITION
PLANNING
PARTNER
MANAGEMENT

13. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
VALUE CHAINS AND ORGANIZATIONAL DESIGN
ORGANIZATIONAL ARCHITECTURE =
Human
Resources
++ ++
Formal
Organization
Informal
Organization
Business
Process
Strategy

14. ENDS MEANS
TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
VALUE CHAINS AND BUSINESS MOTIVATION
MISSION
COURSE OF ACTION
(STRATEGY, TACTIC)
DIRECTIVE
(BUSINESS RULES
AND POLICIES)
VISION
DESIRED RESULT
(GOALS AND
OBJECTIVES)
INFLUENCERASSESSMENT
POTENTIAL
IMPACT
VALUE CHAIN
Business Motivation Model, http://www.omg.org

15. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
VALUE CHAINS AND PERFORMANCE METRICS
FINANCIAL
CUSTOMER
LEARNING AND
GROWTH
INTERNAL BUSINESS
PROCESSES
VISION
AND
STRATEGY
Balanced Scorecard, Kaplan & Norton

16. CASE STUDY
Do these value
chains have shared
underpinnings?

17. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
INITIATIVE SELECTION AND ENTERPRISE ROADMAPS

18. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
BUSINESS ARCHITECTURE LETS YOU ANSWER THESE QUESTIONS
▸ What capabilities are we enhancing?
▸ What value streams and processes will be affected?
▸ Who are our stakeholders?
▸ What is the top and bottom line impact of success?
▸ What metrics will we use to measure success?
▸ What is the relative priority of this change against everything else?
▸ What depends on this change?

19. TWITTER: @BAKEVIN, #ABADD16, #BIZARCH, #BAOT • KEVIN@NEWBA.COM
BUSINESS ARCHITECTURE IS STILL EVOLVING AND CHANGING
FOR MORE, CHECK OUT:
▸ Business Architecture Guild
▸ http://www.businessarchitectureguild.org
▸ BPTrends Business Architecture Program
▸ http://www.bptrends.com
▸ Open Group
▸ http://www.opengroup.org
▸ Business Relationship Management Institute
▸ http://brminstitute.org

20. Q&A
Kevin Brennan
Principal, Straiteis Consulting Inc.
Twitter: @bakevin
Email: kevin@newba.com
Podcast: http://Change.FAIL/episodes
Download at: http://bit.ly/bakevin-abadd