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Business Architecture A Practical Guide 1st Edition Jonathan Whelan

Business Architecture A Practical Guide 1st Edition Jonathan Whelan Business Architecture A Practical Guide 1st Edition Jonathan Whelan Business Architecture A Practical Guide 1st Edition Jonathan Whelan

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Business Architecture
To Lindsay and Lizzie JW To Jasmine, Nicholas, Arthur and Alessandra GM
Business Architecture A Practical Guide Jonathan Whelan and Graham Meaden
IV © Jonathan Whelan and Graham Meaden 2012 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Jonathan Whelan and Graham Meaden have asserted their moral rights under the Copyright, Designs and Patents Act, 1988, to be identified as the authors of this work. Published by Gower Publishing Limited Gower Publishing Company Wey Court East Suite 420 Union Road 101 Cherry Street Farnham Burlington, Surrey, GU9 7PT VT 05401-4405 England USA www.gowerpublishing.com British Library Cataloguing in Publication Data Whelan, Jonathan. Business architecture : a practical guide. 1. Industrial organization. 2. Industrial efficiency – Management. 3. Organizational effectiveness – Management. I. Title II. Meaden, Graham. 658.1–dc23 Library of Congress Cataloging-in-Publication Data Whelan, Jonathan. Business architecture : a practical guide / by Jonathan Whelan and Graham Meaden. p. cm. Includes bibliographical references and index. ISBN 978-1-4094-3859-5 (alk. paper) – ISBN 978-1-4094-3860-1 (ebook) 1. Strategic planning. 2. Organization. 3. Management. I. Meaden, Graham. II. Title. HD30.28.M415 2011 658.4'012–dc23 2011052065 ISBN 9781409438595 (hbk) ISBN 9781409438601 (ebk)
Contents List of Figures ix List of Tables xi About the Authors xiii Forewordxv Prefacexix Acknowledgementsxxv Abbreviationsxxvii Chapter 1 Introduction 1 The Macro Picture 1 About Business Architecture 2 Inside Business Architecture 4 Terminology6 Part I The Rationale for Business Architecture Chapter 2 Recognizing Today’s Business Dynamics 11 Continuous Change 11 Increasing Competition and Globalization 12 The Influence of Technology 13 The Whole and the Parts 14 Chapter 3 Positioning for Change 19 Business Architecture and the Organization 19 The Value Proposition 21 A Complementary Approach 24 Chapter 4 Managing Complexity 29 The Impact of Size 29 Variants and Diversity 32
Business Architecture vi Matrix Management 33 Negotiating the Boundaries 35 Organizations are More Complex than Machines 37 How Business Architecture Can Help 39 Chapter 5 Delivering Value 41 The Importance of a Demonstrable Value Proposition 41 Focusing on the Benefits 42 Risk and Reward 43 Part II Integrating Business Architecture into the Organization Chapter 6 Architecture Stakeholders 47 Stakeholder Groups 47 Upstream Stakeholders 48 Partners 51 Downstream Stakeholders 54 Stakeholder RASCI Matrix 56 Chapter 7 Life Cycles 61 Life Cycle Groups 61 Business Strategy and Planning 63 Change Delivery 67 Emergent Change Management 71 Business Operations 72 Asset Provisioning and Management 75 Asset Support 78 Life Cycles and Business Architecture Services 80 Part III Describing Business Architecture Chapter 8 Architecture Levels 87 The Different Levels of Architecture 87 Level 1: Macro Level 88 Level 2: Strategic Level 88 Level 3: Segment/programme Level 89 Level 4: Project Level 90 Variations in the Four-level Business Architecture Model 91 Summing Up 95
Contents vii Chapter 9 Business Architecture Outputs 97 Business Architecture by Other Names 97 How Architecture is Represented Over Time 101 Business Architecture Descriptions 102 Part IV Architecture Building Blocks Chapter 10 The Elements of a Business Architecture 107 The Business Architecture Classification System 107 Capability 109 The Environment, Direction, Action and Performance 112 The Business Proposition 118 Operating the Business 122 The Technology Employed 134 Risks to the Business 138 Conclusion141 Chapter 11 Building Views of the Organization 143 The Need for Architecture Views 143 Architecture in One Dimension 144 Architecture in Two Dimensions 144 Architecture in Three Dimensions and Beyond 145 Beyond Matrices 146 Taxonomies146 Ontologies 148 Blueprints149 Part V Practising Business Architecture Chapter 12 Overcoming the Barriers to Business Architecture 153 The Stigma of Business Architecture 153 Worst Case Scenario 154 Barriers 154 Engagement Principles 161 Chapter 13 The Business Architect 173 The Business Architect Role 173 Business Architecture’s Position in the Organization 176 The Competencies of a Business Architect 177 Certification 180
Business Architecture viii Chapter 14 Establishing Business Architecture as a Practice 183 Positioning the Practice in the Organization 183 Achieving the Right Balance 184 Maturing the Practice 186 Part VI Architecture Resources Chapter 15 Architecture Frameworks 191 Defining Architecture Frameworks 191 The Benefits and Limitations of Frameworks 192 Types of Framework 196 The Business Model Canvas 199 TOGAF® 204 The Zachman Framework for Enterprise Architecture™ 209 Using Frameworks 215 Chapter 16 Reference Models and Architecture Patterns 219 What are Reference Models? 219 The Value of Reference Models 221 Architecture Patterns 223 Chapter 17 Architecture Tools, Meta Models and Standards 225 The Role of Architecture Tools 225 Using Tools for Business Architecture Outputs 226 Architecture Tool Features 228 Selecting a Tool 230 Benefits and Limitations of Architecture Tools 231 Architecture Meta Models 232 Architecture Standards 236 Chapter 18 The Future of Business Architecture 237 Appendix 1: Business Architecture Supporting Activities 241 Appendix 2: Viewpoint Template 247 Appendix 3: Business Architecture Business Model Canvas 249 Appendix 4: TOGAF® Applicability to Business Architecture 251 Glossary253 Index265
List of Figures Figure 0.1 How this book is organized xxiii Figure 1.1 Business architecture Value Creation Model (VCM) 4 Figure 3.1 The ‘ready position’ in tennis 21 Figure 3.2 Business architecture value proposition 23 Figure 4.1 Size–complexity curve 30 Figure 4.2 Variant identification matrix 33 Figure 6.1 Key stakeholder groups 47 Figure 7.1 Life cycle groups 62 Figure 7.2 Business capability versus change portfolio matrix 66 Figure 8.1 Business architecture levels 87 Figure 8.2 Example architecture level variant 92 Figure 9.1 Architecture roadmap 101 Figure 10.1 The business architecture classification system 109 Figure 10.2 Environment, Direction, Action and Performance 113 Figure 10.3 Corporate goal versus change portfolio matrix 117 Figure 10.4 The business proposition 119 Figure 10.5 Operating the business 122 Figure 10.6 The technology employed 135 Figure 10.7 Risks to the business 139 Figure 11.1 Example ontology 148 Figure 12.1 Business architecture barriers 155 Figure 12.2 Engagement principles 162 Figure 13.1 Business architecture core activities 175 Figure 15.1 The Business Model Canvas 200 Figure 15.2 Business Model Canvas key constituents 201 Figure 15.3 Structure of TOGAF® 205 Figure 15.4 TOGAF® Architecture Development Cycle 207 Figure 15.5 The Zachman Framework for Enterprise Architecture™ 210 Figure 15.6 Summary of The Zachman Framework for Enterprise Architecture™210
Business Architecture x Figure 15.7 Demonstrating composite elements using the Zachman Framework 212 Figure 17.1 Architecture tool feature sets 229 Figure 17.2 Relationships between entities in the full TOGAF® meta model 233 Figure A.1 Business Model Canvas for a business architecture practice 249
List of Tables Table 0.1 Role-based paths through the text xxiv Table 6.1 Stakeholder RASCI matrix 57 Table 7.1 Life cycle groups 64 Table 7.2 Change Delivery life cycles 68 Table 7.3 Emergent Change Management life cycles 71 Table 7.4 Business Operations life cycles 73 Table 7.5 Asset Provisioning and Management life cycles 77 Table 7.6 Asset Support life cycles 79 Table 7.7 Business architecture core services by life cycle 81 Table 10.1 Matrix viewpoints of EDAP 117 Table 10.2 Matrix viewpoints of Business Proposition 121 Table 13.1 Skills and competencies of a business architect 178 Table 15.1 Frameworks 197 Table 15.2 Zachman Framework misconceptions 214 Table 16.1 Reference models 220 Table A.1 Business architecture supporting activities by life cycle 242 Table A.2 TOGAF® applicability to business architecture 251
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About the Authors Jonathan Whelan Jonathan is an established business architect who has over 25 years’ experience in a variety of change- related roles within leading organizations. A broad spectrum of businesses have benefited from his observations, and a number of his insights have led to significant programmes of work within corporate organizations. Jonathan has given specific consideration to the significance of technology to businesses and in particular the opportunities and issues that face business users of technology. In recent years his focus has been exclusively on business architecture, and in particular the formulation of business architecture for global institutions from a strategic level through to implementation at a programme and project level. As well as having considerable practical experience, Jonathan is a Chartered Engineer and a Fellow of the British Computer Society. He is also TOGAF® 9- certified and Zachman-certified. In his spare time, Jonathan writes on business technology issues and opportunities. He is the author of numerous books, including email@work (2000) and e-Business Matters (2000), and he has also contributed to numerous professional, trade and national press publications. His books have received wide acclaim from government and professional organizations and senior business executives.
Business Architecture xiv Graham Meaden Graham started his career 25 years ago in software development and systems architecture. Most notably, he was the architect for the contactless smartcard system Oyster Card® that is used to manage access and fare collection in London’s public transport system. Since then, Graham has been a practising enterprise architect, as a consultant and member of staff, in the banking, insurance, government, transportation and energy industry sectors. In recent years he has focused on business architecture and setting up architecture practices. Most recently, as part of heading up the global Strategic Architecture and Business Architecture teams for HSBC Group, he defined the standards for the bank’s global Business Process Management centre of excellence. Along the way he has made extensive use of enterprise architecture frameworks and he has contributed, along with others, in the development of TOGAF® 9. After brief spells in Asia and North America, Graham is now based in the UK. He continues to provide business architecture consultancy, mentoring and coaching and is also a certified Managing Successful Programmes practitioner.
Foreword I love this book. I have read it two times, and I am looking forward to reading it again! Yes, I know Graham Meaden and Jonathan Whelan, and you could surmise that I am simply biased. However, my bias has nothing to do with why I loved the book. It is a great book. It is a book whose time has come. The world needs this book at this important time. A lot of material has been written about business architecture (by some definition), going back to The Principles of Scientific Management (1911) by Frederick Taylor. A lot of people talk about business architecture – at least going back to 1989, in my own experience, a US National Institute of Science and Technology research project, the origins of the FEA Framework and an early publication of my Framework (The Zachman Framework). A lot of people define business architecture differently (I know a lot of people who have a lot of different opinions and definitions for business architecture). Not too many people do business architecture, at least not in a comprehensive and definitive fashion (in my estimation). Clearly, the time has come for Business Architecture: A Practical Guide (see my observations below). One reason why I like this book is that it tells it like it is. A lot of people forget (or don’t like to think about the fact) that an enterprise is the most complex creation of which humanity has yet conceived. And the enterprise doesn’t have to get very big to be very complex – a subject that Graham and Jonathan address specifically. (I like to use the word ‘enterprise’ as an encompassing idea that contextualizes its business architecture.)
Business Architecture xvi The characteristics of the Information Age that are universally recognized are extreme complexity and extreme change. The analytical approach to accommodate complexity is classification. You have to get all of the like things into one category in order to understand their characteristics and then examine the relationships between the categories to express complexity. Graham and Jonathan structure the book conveniently into categories to convey the complexity of business architecture in a comprehensible fashion. The complexity lies in the relationships between the simple, understandable categories, and the change, the dynamics, lies in the variability of the relationships.Howbettertoexpressthecomplexityandchangethaninmatrices, the relationships between two categories? I like the book’s matrices. They can be very definitive and can very simply depict extreme complexity. Another reason I like the book is their extensive use of metaphors and examples.TheonlywayIcanunderstandconceptsthathavelittleornoprecedent is to relate them to something I know – a metaphor. I like the physical world of tangible objects that I live in or fly over or ride in. These are understandable as a conceptual basis for understanding something unknown. Where the metaphor doesn’t hold, a good example from real business life is very helpful. The book’s metaphors and examples are really helpful in communicating these rather arcane business architecture concepts. I like their acknowledgement that there are short-term issues, and there are long-term issues. A lot of material has been developed to address the business’s short-term issues. This is the way to produce immediate, measurable results – benefits that those of us in the Western world especially appreciate. In the 24 July 2006 Fortune Magazine article ‘The New Rules’, the author, Betsy Morris, observes that Jack Welch, the retired CEO of General Electric, is held up as the epitome of the modern CEO: ‘Jack’s Rules are now the business equivalent of the holy writ, bedrock wisdom that has been open to interpretation, perhaps, but not dispute.’ The article continues with the theme that ‘Jack’s rules’ are ‘the old rules’. It also quotes Harvard Business School’s Rakesh Khurana in observing that ‘Managing to create shareholder value became managed earnings became managing quarter by quarter to please the street.’ ‘That meant a disinvestment in the future,’ says Khurana. ‘It was a reversal of everything that made capitalism the envy of the rest of the world: the willingness of a CEO to forgo
Foreword xvii dividends and make an investment that wouldn’t be realized until one or two CEO’s down the road. Now we are at a hinge point in American capitalism.’ Yes, we are! How do we intend to accommodate orders of magnitude increases in complexity and orders of magnitude increases in the rate of change? If you read newspapers or watch TV, you are acutely aware of current evidence that enterprises of today, in both public and private sectors, are not accommodating extreme complexity and extreme change. We are not talking about some day in the ‘sweet by and by’. Enter business architecture! My observation is: you cannot simply focus on short-term issues to the exclusion of the long term! You are optimizing the parts and sub-optimizing the whole. And at the point in time when you need to have your business architecture in order to address the increasing plethora of non-deterministic challenges and escalating complexity – it is too late! I have spent most of my professional life trying to understand and classify the total set of things that exist that are relevant and that can be formalized, made explicit, that would constitute the total knowledgebase of the enterprise – everythingthatcouldbeknowntocreate,change,manage,operateanenterprise, to enable an enterprise to be viable in an extremely complex and dynamic environment – the Information Age. That is, my Framework is an ‘ontology’ – it is not a methodology. I like Graham and Jonathan’s characterization of my Framework in the book. I spent my life trying to understand the templates, the meta model, the ontology for describing an enterprise, because until you have an ontology, nothing is repeatable and nothing is predictable. I know very little about the actual contents, the population of the templates. That is another big reason why I love this book. Graham and Jonathan have given me a great appreciation for what the actual contents, descriptive representations, of the enterprise would contain. This is the reason why I am going to read this book a third and a fourth – and maybe many more times! Now here, in my opinion, is the most practical message of the book, found early on:
Business Architecture xviii The delivery of an architecture doesn’t bring any direct benefit in its own right. Business architecture is not a solution, it is a tool. In the right hands it becomes an asset of strategic value to the organization. If business architecture becomes a solution, it is only good for one point in time. Ifitisatool,itisthemostvaluableassettheenterpriseowns–theknowledgebase of the enterprise that accommodates extreme complexity and forms the basis for change. That is what is needed to survive in the Information Age. If you have no idea how something works at the level of definition required to make actual changes to it, what are you going to change and how are you going to change it? ‘In the right hands [business architecture] becomes an asset of strategic value to the organization.’ I hope every business architect reads this book. In fact, I hope that every CEO who so enjoys Jack Welch’s books will read this book! To repeat the quote from Rakesh Khurana, whatever happened to ‘the willingness of a CEO to forgo dividends and make an investment that wouldn’t be realized until one or two CEOs down the road’? This is not to say there are no benefits to be realized from business architecture in the short term – there are plenty of benefits. But somebody better start thinking about business architecture as a tool for the future, or there is not likely to be a future! Business Architecture: A Practical Guide – the time has come. Thank you, Graham and Jonathan. John A. Zachman Glendale, California
Preface Introducing Business Architecture Organizations today exist in an environment of unprecedented change, and they do so against a backdrop of a global, competitive marketplace, the fast- paced enablement of technology, amplified regulation and ever-increasing organizational complexity. It is these dynamics that are leading organizations to recognize and embrace business architecture. The intent of business architecture is not new: it is to enable organizations to achieve their business plans; to realize their vision. But what role does business architecture play? What unique value proposition does business architecture bring to the table? For business architects to get a seat at the table there need to be clear and consistent answers to these questions – there needs to be a compelling value proposition. However, business architecture can be a difficult ‘sell’ – it is often perceived to be abstract and lacking in tangible delivery. To succeed, business architecture must be pragmatic, and to be sustainable, it must focus on driving out value while recognizing that the value may not be immediate. Business architecture: • provides a way to describe and visualize the components of an organization; • enables organizations to be viewed holistically, providing traceability from intent (investment of financial and human capital) to outcome (operational cost reduction, faster time to market, reduced cost-to-market and cost-in-market, customer satisfaction, shareholder satisfaction and so on);
Business Architecture xx • provides a mechanism to balance risk with opportunity; • is a collection of assets, methods, processes, directives and resources that combine to realize a purpose, a goal, a vision; • is complementary to other disciplines (such as P3M, business strategy and enterprise architecture). Business architecture is not ‘the solution’. If it is well-defined and shrewdly executed, it is a valuable asset, but if it is poorly defined and carelessly executed, it is a liability. We do not believe there is any competing alternate term for business architecture.Theonlytermthatmayconflictorconfuseisenterprisearchitecture (EA). What is the relationship between enterprise architecture and business architecture? Does business architecture sit within enterprise architecture, or vice versa? With this book we hope to advance the importance and scope of business architecture beyond what it is described as within current EA frameworks and standards. About this Book This book promotes the use and evolution of practices that are tried and tested; they may not be perfect – few things are. It recognizes and promotes the use of materials and methods that already exist; many organizations and many people (and not just business architects) have invested a significant amount of time in establishing a pool of knowledge and experience. Diversity of background, context and challenge is driving out many niche techniques and methods that will ultimately contribute to this evolving practice. This book does not propose a revolutionary way of structuring, developing or practising business architecture. Nor does it recommend a new definition for business architecture or a new notation to be adopted; there are plenty of definitions and notations out there already. This book is intended to be what it says: a practical guide that focuses on the most important aspects of business architecture – those that are crucial to delivering value. Business architecture should not be practised in isolation, nor should it be thought of as a one-off process; it needs to be woven into the fabric of the organization. And so we illustrate the opportunities for weaving the business
Preface xxi architecture practice into this fabric through the various stakeholders and life cycles that exist, either formally or informally, within an organization. Alongside acknowledging best practice, this book explores a new, inspirational level of business architecture while recognizing that the best way to realize the vision is one step at a time. This book: • sets out the need for business architecture and the value that can be derived from it; • identifies the relationship between business architecture, its stakeholders and the disciplines related to it (for example, business strategy and planning); • describes the levels within organizations at which business architecture can be applied and the types of products that it delivers; • discusses the core elements (or building blocks) of business architecture – the foundations on which to build a business architecture; • highlights the practical aspects of establishing a credible business architecture practice, including the critical success factors and the competencies required of a business architect; • identifies the resources (materials, tools and methods) that exist to inform, enrich and enable a business architecture capability. Organizations are becoming too complex to evolve without a plan of the agents of which they are comprised. Without business architecture, organizations may be left in the dark as to the real operational risks they face, and the flexibility and agility that they should exhibit. The risks are there; they may be hidden or not easily visible, but they are there. It is how those risks are managed that can determine survival, and beyond that, excellence. Who Should Read this Book This book will appeal to you if you are someone who:
Business Architecture xxii • is pivotal to the success of investment and change in organizations; • recognizes the need to link investment decisions to business strategy; • is involved in innovation such as the development of new products, services or business propositions; • interacts with business architects and wants a greater appreciation of business architecture; • is a practising business architect wishing to evolve their own architectures and practices; • is part of an architecture practice that is struggling to gain traction and/or is looking to make improvements; • ishavingtojustifytheestablishmentofabusinessarchitecturepractice; • has heard about business architecture and wants to understand more about it; • is embarking on a career as a business architect; • is in education and is considering business architecture (or a related disciplines) as a career; • is enrolled on a graduate or post-graduate course of Business Administrationandwishestounderstandhowbusinessarchitecture relates. Business architecture is an industry-independent discipline, so it will appeal to a broad spectrum of people. How this Book is Organized We have divided the book into six parts, as shown in Figure 0.1. These parts are based on the layers of the business architecture Value Creation Model (VCM) that we introduce in Chapter 1. As well as forming the backbone of the book, the model provides an overall structure for describing the numerous layers of business architecture.
Preface xxiii Each part is further divided in chapters. However, we recognize that not everyone will want to read this book from cover to cover, so we have structured each chapter so that it can be read as a stand-alone text. The parts follow the introductory chapter (Chapter 1) and precede our vision for the future of business architecture in Chapter 18. We recognize that what you want out of this book may well depend on your role, therefore in Table 0.1 we suggest some specific paths through the text depending on what it is. We hope you get as much from reading this book as we did from writing it. PART VI: Architecture Resources PART V: The Architecture Practice and and Figure 0.1 How this book is organized
Table 0.1 Role-based paths through the text Parts and Chapters Role Part I Part II Part III Part IV Part V Part VI 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 C-Suite: CEO, CFO, CIO etc. × × × × × × × × Change agent: portfolio, programme, project manager etc. × × × × × × × × × Architect: business, enterprise, capability etc. × × × × × × × × × × × × × × × × × × Considering a career as a business architect × × × × × × General reader × × × × × × × ×
Acknowledgements Much of the content of this book is based on our own experiences, but we have not been alone on our journey. We have learnt from working with many talented architects whose passion has been inspirational – you know who you are! – as well as the business executives, programme and project managers, and others who have given us the opportunity to practise and develop our trade. Reviewing drafts of the book requires time and dedication, and we received these in abundance from our reviewers. Mark Carr, Serena Li and Peter Tapp gave detailed and supportive feedback of early drafts. We are also grateful to Sally Bean and Jeff Scott for their reviews of drafts and for sharing their insights in driving forward the adoption and future development of business architecture. We also acknowledge John Zachman, not only for his enthusiastic support of our efforts, but also for his contribution to the field of architecture over many years. There are a number of companies and organizations which provided input and allowed us to use their material, including the BBC, Forrester, The Open Group, Wiley Inc. and Zachman International, Inc., and of course all the websites that we raided for information. In addition, we are grateful to Celestial Consulting and Selvyn Wright. We also recognize that technology has had a part to play (not least because we live almost 6,000 miles apart), especially Skype and Dropbox, both of which are underpinned by great business models. We are indebted to Jonathan Norman, our publisher, for confirming that the market was missing a book such as ours. Also thanks to Jonathan’s colleagues at Gower for their enthusiasm while carrying out the numerous activities that transformed our final draft into the finished article – these include Fiona Martin, Chris Muddiman, Emily Ruskell, Huw Jones, Sue White, Melisa Young and many others.
Business Architecture xxvi Writing a book invariably results in sacrifices, and it is usually those who are closest to the authors who make the greatest sacrifices and provide the greatest encouragement. This book is no exception, and so our greatest thanks go to Alessandra, a ‘high five’ to Arthur (who so often provided Skype interludes), and to Lindsay (not least of all for the proofreading), Lizzie (who ‘encouraged’ the venture in the first place) and Poppy (who, alas, received fewer walks than she would have liked).
Abbreviations ACORD Association for Cooperative Operations Research and Development ADM Architecture Development Method APQC American Productivity and Quality Center BAD Business Architecture Description BSC Balanced Scorecard BMM Business Motivation Model BOM Bill Of Materials BPM Business Process Management BPMM Business Process Maturity Model BPMN Business Process Model and Notation BRM Business Reference Model CBA Certified Business Architect CBM Component Business Model CEO Chief Executive Officer CFO Chief Financial Officer
Business Architecture xxviii CIO Chief Information Officer CMMI Capability Maturity Model Integration COBIT Control Objectives for Information and related Technology COO Chief Operating Officer CRM Customer Relationship Management CSF Critical Success Factor CTO Chief Technology Officer DODAF Department Of Defense Architecture Framework DRM Data Reference Model EA Enterprise Architecture EDAP Environment, Direction, Action and Performance EM BRM Exploration and Mining Business Reference Model EPC Event-driven Process Chain ERP Enterprise Resource Planning eTOM enhanced Telecom Operations Map FEA Federal Enterprise Architecture GERAM Generalized Enterprise Reference Architecture and Methodology IDEF Integration Definition IEEE Institute of Electrical and Electronics Engineers IT Information Technology
Abbreviations xxix ITIL® Information Technology Infrastructure Library KPI Key Performance Indicator LEED Leadership in Energy and Environmental Design MODAF Ministry Of Defence Architecture Framework MSP® Managing Successful Programmes NAFTA North American Free Trade Agreement NASCIO National Association of State Chief Information Officers NGOSS New Generation Operations Systems and Software OGC Office of Government Commerce PCF Process Classification Framework PEST Political, Economic, Social, and Technological PMBOK® Project Management Body of Knowledge PMI Project Management Institute PRM Performance Reference Model P3M Portfolio, Programme and Project Management RACI Responsible, Accountable, Consulted, Informed RASCI Responsible, Accountable, Supporting, Consulted, Informed RBM Replicable Business Model RFC Request For Change RFID Radio Frequency Identifier
Business Architecture xxx ROI Return On Investment RUP® Rational Unified Process SABSA Sherwood Applied Business Security Architecture SCOR® Supply Chain Operations Reference SFIA Skills Framework for the Information Age SIPOC Supplier, Input, Process, Output, Customer SLA Service Level Agreement SMART Specific, Measurable, Achievable, Realistic, Time‑bound SPEM Software and systems Process Engineering Metamodel specification SRM Service component Reference Model STEER Socio-cultural, Technological, Economic, Ecological, Regulatory SWOT Strengths, Weaknesses, Opportunities, Threats TBM Target Business Model TCO Total Cost of Ownership TOGAF® The Open Group Architecture Framework TOM Target Operating Model UML Unified Modelling Language VCM Value Creation Model VRM Value Reference Model
1 Introduction The Macro Picture The extraordinary events in the financial markets early in the twenty-first century had a substantial impact on the global economy – almost everyone was impacted in some way, either directly or indirectly. Private and public organizations tightened their belts, reignited their focus on delivering value from their investments and demanded more bang from their buck. But, as the saying goes, ‘Money isn’t everything,’ and characteristics such as a compelling customer experience, innovation and agility have become prominent differentiators. At the same time, organizations have become increasingly complex ecosystems. Rigid organization structures are being replaced with a network of inter-related, loosely coupled capabilities fused by a common vision – or at least you would hope so! Product and service offerings are now more sophisticated, and the ‘customer expectation’ bar is rising every day. Industries and marketplaces face increasing regulation, introducing constraints on the one hand, and opportunities on the other. Internationalcompanies,once‘holdingcompanies’foralooseconfederation of businesses operating in geographical silos, are now striving to become truly internationalized businesses. New technologies that enable the creation of a systems and informational platform capable of supporting global operations are now breaking down traditional silos and creating integrated businesses. The benefits of rationalization, economies of scale, global customer propositions, franchising and labour arbitrage are driving businesses to become webs of interconnected and integrated service providers in a way that they have never been before.
Business Architecture 2 But that just brings us as far as today. What about the big issues that we face in the future? The growing global economy and globalization increases competition, and that in turn fuels greater innovation. The frequency and potency of technological innovation is likely to increase. Other dimensions also play their part: scarce resources (minerals, water and food) in the face of a growing human population. Ecological concerns are driving organizations to consider total product life cycle beyond sale into product recall and recycle. Demographics is forcing a greater focus on long-term financial planning and commitments. Trading zones and supranationalism are stimulating the free movement of labour and immigration, and social networking is enabling new kinds of democracy. About Business Architecture Against this backdrop of change, business architecture is maturing into a discipline in its own right, rising from the pool of inter-related practices that include business strategy, enterprise architecture, business portfolio planning and change management – to name but a few. But what is business architecture? Ask ten architects and invariably you will get at least ten answers! It is different things to different people, although there is generally common ground about what it aims to achieve. There is no single agreed definition of business architecture, or any other architecture for that matter. We do not intend to offer yet another definition, although we do position ourselves to address this complex topic. In this book, we view business architecture as a collection of assets, methods, processes and resources that all contribute towards enabling the goals of the organization. Of course, to existing practitioners there is more to it than that, and we address those details, including the purpose of business architecture, its value proposition and what the key assets of a business architecture look like. Several definitions of business architecture exist: • The Institute of Electrical and Electronics Engineers (IEEE)1 defines architecture as: 1 IEEE Standard 1471-2000: IEEE Recommended Practice for Architectural Description of Software- Intensive Systems.
Introduction 3 The fundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution. Although this is a definition for the architecture of software systems, the core concept is applicable to business architecture. You can replace ‘system’ with ‘business’; the components are the resources (people, technologies, facilities and so on) that collaborate to deliver products and services. • The Open Group Architecture Framework (TOGAF)2 defines business architecture as: a description of the structure and interaction between the business strategy, organization, functions, business processes, and information needs. • The Business Architecture Special Interest Group3 defines business architecture as: a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands. • Wikipedia4 defines business architecture as: a part of an enterprise architecture related to corporate business, and the documents and diagrams that describe that architectural structure of business. Each definition is valid, but no single definition is all-encompassing. In this book we aim to push the boundaries by exploring deeper into the discipline of business architecture, for example by addressing the non-deterministic, ‘living’ ecosystem that represents today’s organizations. We also focus considerably on the rationale for using it, and we deliberately take a business-centric perspective in order to shift the thinking away from the IT-centric views that have shaped the discipline to date. 2 TOGAF: http://www.opengroup.org/togaf/, accessed 10 March 2012. 3 http://bawg.omg.org/, accessed 10 March 2012. 4 http://en.wikipedia.org/wiki/Business_Architecture, accessed 10 March 2012.
Business Architecture 4 Business architecture is not just for the global operatives; yes, the larger the organization, the more formal the manifestation of its architecture should be. But the ambitions and ideals of a business architecture should benefit all organizations, be they large or small, for-profit or not-for-profit, emerging or established. We must not lose sight of the fact that architecture is a means to an end, and for business architecture the end is the realization of the business vision. But in reality, we also need to consider the journey as well as the destination. Inside Business Architecture Business architecture is a complex topic comprising numerous layers. Developing a business architecture for an organization means taking a 360-degree perspective incorporating each of those layers. We do the same for the business architecture practice, and like an onion, we peel away the different layers of the topic. Figure 1.1 shows our Value Creation Model that defines those layers. The Architecture Practice Architecture Resources Figure 1.1 Business architecture Value Creation Model (VCM)
Introduction 5 Using the VCM, we look at the environment within which the organization and practice operates, and we identify the influences that pose as threats and opportunities. We outline the rationale for getting started, and the value proposition that a business architecture practice can deliver to stakeholders. Taking this value proposition, we then present the different ways in which the practice can be integrated into the fabric of the organization, identifying ten major stakeholder groups and six major process life cycle groups through which business architects can engage. Recognizing that one size does not fit all, we discuss the different manifestations of business architecture. We present a Four‑level Business Architecture Model, starting with the top, macro‑level architecture and working down through to the bottom, project‑level architecture. We also discuss the various deviations from this model that we have experienced during our practice in larger organizations. We also discuss the various architecture outputs produced, including, for example, operating models and business architecture descriptions (BADs). We then identify the business architecture ‘building blocks’ used to construct the architecture outputs: the elements, views and underlying models that describe an architecture. Achieving a sustainable value proposition means investing in establishing a robust business architecture practice, so we identify the challenges it faces, its critical success factors, the role of a business architect, and the evolution of the practice. Finally, we discuss some of the prominent architecture resources: the architecture frameworks, reference models and tools available to business architects to increase their productivity and deliver value more quickly to stakeholders. The organization must support progressive change with minimal impact to business operations. It must also facilitate business-led reconfiguration to enable the timely exploitation of new business opportunities. To achieve this we believe organizations must be created from an explicit business architecture. Current state architecture expresses a representation of the current organization, whether architected or not. Future state architecture represents the envisioned organization in abstract form that is then created in reality via
Business Architecture 6 change initiatives (programmes and projects). The VCM provides a framework to optimise the practice of business architecture and to optimize the transition from the current organization to the desired future organization. Terminology Later in the book we talk about engagement principles for the business architect. More than one of those principles highlights the need to establish a common language with which to connect with architecture stakeholders and describe the business architecture consistently. In this spirit, before jumping into the rest of the book we will describe a few concepts and terms to ensure that the meaning and spirit of the text is conveyed in line with that principle. This book discusses business architecture, but we recognize that the subject matter is as applicable to governmental and non-commercial organizations as much as commercial businesses, hence we have used the terms interchangeably. Throughout the book we have used the term architecture element to represent any discrete thing that could be used to describe a business within the architecture; we also use the terms element and component synonymously. We use the terms agent, building block and relationship to be more specific than ‘element’: the term agent is used to represent parts of the architecture that may be described as active, initiative, non-deterministic, self-minded, chaotic, natural, social or organic (usually reserved for people, organization units and organizational entities); building blocks may be described as passive, reactive, deterministic, synthetic, technological; we capture important relationships between building blocks and agents: for example, causality, dependency, location, applicability, ownership, command/control, composition, inheritance, or any other meaningful and useful association. Recognizing that building blocks come in different forms and that constructing more sophisticated building blocks is certainly a product of advancing technology, we may qualify building blocks as ‘primitive’ or ‘composite’: primitive building blocks represent base or atomic parts, and composite building blocks represent assemblies of other architectural elements. We generally assume agents to be composite in nature, but we often have no control over that composition. There is a lot of discussion among business architects of the concept of capability and capability models. We use the dictionary sense of the term ‘capability’: an ability that an organization, person or system possesses to do
Introduction 7 something or achieve certain outcomes. To describe a capability might mean having to create a composite building block, typically describing why it is required, what activity is, or can be, accomplished (perhaps in terms of services), what resources are needed (skills, knowledge, information, technology), what methods (processes and procedures) are used, what controls are required to manage and govern the capability, and what metrics are used to measure performance. For the sake of brevity, we have used the term customer offering to mean either product(s) and/or service(s). We use the term organization unit to represent a real, internal unit within an organizational entity of any size, for example: teams, departments, divisions, subsidiaries and branches. We don’t preclude an organization unit being a legal entity within a group of companies. An organization unit is a kind of agent (see previous definition). We use the term deliverable and artefact synonymously to represent things that are produced as outputs from the business architecture: for example, business architecture descriptions, reports, analyses and information for publication. We use the term asset to represent any kind of non‑consumable or financial resource to which the organization is reliant for its success. We use view and viewpoint as described in ISO 42010: a view presents a specific set of architectural information to a standard dictated by the template of the viewpoint. The viewpoint describes the stakeholder (user), the concern addressed by the view (the content) and other aspects such as format and style. Despite the simplicity, these terms are occasionally considered to be confusing. To clarify: a viewpoint is like a lens or filter that you would use to view the architecture; each different architecture or part of the architecture you observe through the lens will give a different view. We define some other terms in the Glossary. Success is more a function of consistent common sense than it is of genius. An Wang
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Part I The Rationale for Business Architecture The Architecture Practice Architecture Resources
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2 Recognizing Today’s Business Dynamics Continuous Change Waves of change are hitting organizations with increasing frequency and ferocity. Technological and competitive pressure is forcing organizations to achieve greater efficiencies while meeting ever-declining price points. As customers expect more for less, organizations have to deliver better service and greater value for money year on year. To survive, organizations must provide customers with great customer offerings and at the same time maintain their ability to change or reinvent themselves, and do so with agility. Increased competition fuelled by an expanding and maturing global marketplace and the penetration of technology into the home has led to rising customer expectations. To do better than just survive, organizations must offer something unique; in the industrial age a key differentiator was price, but in the information (or, arguably, knowledge) age there are many dimensions, including, but certainly not limited to, customer experience, personalized customer service, responsiveness, agility and innovation. These are the dynamics that today’s organizations face. But change has always been present, and it has always been a necessity for organizations to master change if they want to excel. Many organizations respond by reorganizing themselves, and others by reinventing themselves. Take, for example, 3M, a company that started out as a niche mining concern and evolved into a multi-billion-dollar solution provider to customers in over 200 countries with over 55,000 product solutions,1 and Nokia, which started off 1 History of 3M Company: http://solutions.3m.com/wps/portal/3M/en_WW/History/3M/ Company/At-a-Glance/, accessed 10 March 2012.
Business Architecture 12 as a manufacturer of paper, then went into rubber and electricity generation, then telecommunications.2 The most successful companies adapt to embrace and exploit change; others (but not all) survive. Increasing Competition and Globalization The response to constant change is not a simple case of modernizing or refreshing an existing product or service line. The Internet as a distribution channel has removed geographical borders and allowed even the smallest companies to compete with the largest. The Internet has shrunk the world and provided access to a global community to ramp up competition. Web 2.03 is with us, and Web 3.04 takes advantage of semantics to create ‘intelligent products and services’. Addressing these dynamics is leading organizations to restructure and reorganize themselves in a more integrated fashion, not just to the existing business model, but to a reinvented one. At the same time organizations are extending out to third parties and offshore locations, creating an ecosystem of collaborating entities. The pressure to squeeze out inefficiencies of more conventional, siloed organizations is irrepressible. Whether the silos exist as individual legal entities under the umbrella of a holding company or as disparate local and international divisions within a single entity, organizations are focusing on developing capabilities that drive strategic differentiation. Furthermore, they are exporting capabilities from the core to the external reaches of the ecosystem where they are commoditized and/or most efficiently served. Organizations are eliminating, rationalizing, standardizing and reusing common labour, products, services, processes and technology. And they have to do so against a backdrop of increasing regulation – one of the costs of doing business – and corporate and social responsibility. 2 The Story of Nokia: http://www.nokia.com/global/about-nokia/company/about-us/story/the- nokia-story/, accessed 10 March 2012. 3 Web 2.0: http://en.wikipedia.org/wiki/Web_2.0, accessed 10 March 2012. 4 Web 3.0: http://en.wikipedia.org/wiki/Web_3.0#Web_3.0, accessed 10 March 2012.
Recognizing Today’s Business Dynamics 13 In some cases, changing the existing organization is too difficult. We saw this with the Internet boom at the start of the twenty-first century. Bricks-and- mortar organizations were just too slow. To compete with new market entrants, start-ups were incubated and grown alongside their bricks-and-mortar parents, and either subsequently integrated or left to operate alone under a differentiated branding. This model is still likely to be necessary going forward. However, the option for organizations to disassemble and reassemble is, in most cases, not feasible because no one really understands how their organization works and which of its activities are decisive in making profit and loss. Rarely can any individual understand all the complexities of today’s conglomerates. The Influence of Technology Change may be constant, but the pace is not: technology is a major accelerant. So dramatic is technology’s influence that it has the power to redefine the business landscape, to shape the structures and behaviour of organizations, to ultimately determine the success of organizations. With such an influence, organizations cannot ignore technology; they must embrace it.As organizations develop technology, exploit technology, sell technology, they must ensure that they refresh and rejuvenate their business models to ensure they are not wrong- footed or even marginalized by competitors. Their business architecture must change in tandem. New technological advances are creating opportunities for start-up organizations to challenge the fundamental business models of industry sector leaders, sometimes leaving them stranded and struggling to survive and compete. Examples include: • Amazon versus book stores • iTunes versus music stores • Google versus traditional advertising • iPads versus laptops versus desktops • smartphones versus mobile phones • Netflix versus Blockbuster
Business Architecture 14 If those examples don’t convince, today there are organizations that can attract more revenue from the advertising on their website than they can from the products and services they channel through the website. We can be sure that there is more to come; the twenty-first century has been declared the ‘century of intellectual property’. If everyone owns a 3D printer in twenty years’ time, then distribution of ‘print designs’ will become the new media content. In the future, will iTunes be selling designs for printing a coffee table, a TV, a violin? Prototype printers are already printing prototype human organs. Advances in body scanning will enable replacement organs to be grown to custom-fit the customer. The Whole and the Parts A modern-day motorcar has over ten thousand parts on average, and a Boeing 747 has six million.5 Each of these has some form of architecture in place. A motorcar has a transmission system, fuel supply system, electrical system, exhaust system, steering system, engine, suspension system, braking system, cooling system, chassis, and so on; an aircraft has a fuselage, cockpit, wings, tail fins, engines, fuel systems, cargo storage, passenger compartments, flight systems, and so on. Construction of motorcars and aircraft is complex, but their design and manufacturing has been constantly refined over the last hundred years or so. In other words, their architecture is well understood. This architecture is relatively static in nature: once these machines have been designed and manufactured, they are largely expected to operate to the same functional and quality specifications throughout their working life. The complexity of these manufactured items compared with a living ecosystem is relatively simple: they are tangible, broadly predictable and measurable, and hence manageable. Of course, we do not underestimate the design and engineering feats required to create something like the Boeing 747 – it is without doubt one of the most recognizable icons of the twentieth century. But developing an architecture for something that is constantly changing in purpose, operation and nature, that contains as many dynamic agents as it does static agents, represents another level of challenge, and one that every large organization faces each day. 5 http://www.boeing.com/commercial/747family/pf/pf_facts.html, accessed 10 March 2012.
Recognizing Today’s Business Dynamics 15 Complexity and richness of capability6 is increasing. Organizations are using layering, componentization, encapsulation, standardized interfaces and standards to hide and manage complexity. One of the reasons that Apple7 products are popular is that their underlying technical complexity is hidden from the user by simple, intuitive interfaces. In other words, organizations introduce ‘layers’ to shield customers from the complexity of their operations and, also so that they can be more flexible or agile. Some organizations achieve this with varying degrees of success, as we have all discovered through using Internet sites and customer call centres. Managing complexity in this way drives up the number of parts in a ‘solution’. Organizing the parts structurally and determining how they behave and interact requires an architecture to ensure that the collective set of parts operates optimally. Also, smarter or multi-purpose, multi-feature parts are more complex than uni-purpose parts. For ‘parts’ read ‘components’; for ‘components’ read ‘resources’; for ‘resources’ read ‘people’. The multi-faceted nature of these parts means that to suit circumstance, they: • can be configured in different ways; • can be fit together in different ways; • can operate in different ways. With a solution like an aircraft, with thousands of different kinds of parts, without an architecture composed of superstructures, structures, assemblies, sub-assemblies and parts, conception would be difficult and construction and maintenance would be harder. Furthermore, the aircraft has to be designed to cope with the challenges it will face in the skies. It is not sufficient to optimize each of the parts individually: having each part optimized for its own aims doesn’t necessarily mean an optimized whole. A car with a super-powerful engine able to achieve 300 km/h is not much use unless the brakes are up-rated accordingly. 6 We define capability as being all the building blocks and agents necessary to provide one or more services, including the business processes, human resources, technology and facilities (buildings, power and so on). 7 Apple, Inc.: http://www.apple.com.
Business Architecture 16 Staying with the car analogy briefly, when asked the question ‘What controls the speed of a car?’, the answer from the majority of respondents is the gas (or accelerator) pedal. However, other answers are equally valid depending on your perspective: for example, the brakes, the weather conditions, the environment in which the car is being driven (for example, in the vicinity of a school, an urban area), the condition of the car itself and the condition (ability, experience, mental state and so on) of the driver. Like driving a car, organizations need to consider all aspects of the environment in which they operate. So we see the trends and the actions. But what are the consequences of such change, and what does the new world look like? We are already seeing traditional organizations evolving into organizations constructed from an operating platform of common processes, technologies, information and services that can be orchestrated to deliver differentiated (and in many cases mass-customized) customer propositions through multiple channels. Such organizations are no longer composed of rigid functional structures with well- defined boundaries and interaction channels. Today’s global organizations are complex ecosystems that cannot be represented by simple hierarchical charts; they reveal fractal-like complexity when you examine their detail. Business architecture provides the holistic perspective to understand this complexity. We talk about whole, parts and structures of an organization in this book, and although we make comparisons to complex machines, organizations are not mechanistic, but largely social. Organizations are full of people, so organizations must be designed to maximize the human potential as well as the technology. In many ways society provides useful parallels to understand the problem facing business owners, managers and architects. Deciding to swing towards or away from employing stronger architecture and more command and control methods across an organization with less freedom for the individual parts is akin to political swings in society: swings between greater or less private sector and public sector contribution to society; swings between powers of the state and powers of the individual. The real challenge for organizations is to get this balance right.
Recognizing Today’s Business Dynamics 17 The world is moving so fast these days that the man who says it can’t be done is generally interrupted by someone doing it. Elbert Hubbard
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3 Positioning for Change Business Architecture and the Organization In an unpredictable world, a competitive business needs as many options as possible to ensure that when change comes it can adjust and respond accordingly. To achieve this it must have a business architecture to create and manage an operating platform that is easily configurable and extendible. Such an architecture must ensure that: • the internal parts of the organization integrate and operate together efficiently and effectively; • the parts operate in a robust and resilient manner; • the parts can be upgraded, extended or replaced; • the impact of change is unambiguous; • the associated risks can be understood and managed. Business architecture aims to define what the ecosystem in which the organization lives should look like and how the elements of which it comprised should be best arranged. This is in contrast to, and complementary to, other change related disciplines such as P3M (Portfolio, Programme and Project Management) which we discuss in detail in Chapter 7. Business architecture serves to facilitate change and the identification of change work packages (programmes or projects) necessary to take the organization from where it is today to where it wants to be in the future, following a defined roadmap. Crucially, this change is not based upon a ‘scrap and rework’ mentality, but a ‘learn–adjust–deploy’ evolutionary cycle.
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I have abandoned hope ... yet love remains. I no longer believe that any happiness is possible for me in the future, but you I love more every day; better than the first day, better than yesterday, better than this morning, better than a moment ago; and still I am not happy. A PAGE OF JULIETTE DROUET’S NOTE-BOOK IN 1834. The note-book belongs to M. Louis Barthou. You remember what I used to say to you when Marie Tudor was in rehearsal? “Those wretches have robbed me of my self-confidence; I dare not, cannot rehearse any more; I feel paralysed.” To-day, it is not a theatrical part that is in question—it is my life. Now that calumny has crushed me, now that my mode of life has been condemned without my having a chance of self-defence, now that my health and reason have been expended in this struggle without profit or
glory, now that I have been held up before the public as a woman without a future, I dare not, cannot live longer ... this is absolutely true ... I dare not live. This fear has brought me to the verge of suicide ... a peculiar suicide. I do not propose to kill myself like other people. I mean to sever myself from you, and, to me, such a severance signifies death. Death certainly. I have already made one experiment of the kind, therefore I am sure. I am confirmed in this project by the reflection that you will thereby be restored to liberty; that you will be free to direct your life and your genius in the way best suited to your happiness; that I shall no longer be an obstacle in your path, but an object of pity and indulgence—pity for what I shall suffer, indulgence and forgiveness for such of my faults as have made you suffer. If the excess of my love and grief should bring me back to your side, do not notice me ... shut your eyes, stop your ears, remain in your own house ... thus you may learn to forget, while I ... I ... shall die. I shall not suffer long. I shall soon be at rest. It is raining hard at this moment, and I am in a raging fever. No matter, I shall go out. I do not know whether you propose coming to fetch me. If you do not, I cannot tell what time I shall return home. I don’t care, I am mad! I am in torture such as I have never yet endured! yet I love you even more than I suffer. My love dominates my whole being. I love you! Juliette. 5.30 (1834). You wish me to write to you in your absence. I am always unwilling to accede to this desire, for when we are separated, my thoughts are so sad and painful that I should prefer to hide them from you if possible. You see, my Victor, this sedentary, solitary life is killing me. I wear my soul out with longing. My days are spent in a room twelve feet square. What I desire is not the world, not empty pleasures, but liberty—liberty to act, liberty to employ my time and strength in household duties. What I want is a respite from suffering, for I endure a thousand deaths every moment. I ask for life—life like yours, like other people’s. If you cannot understand this, and if I seem foolish or unjust in your eyes, leave me, do not worry about me any more. I hardly know what I am writing; my eyes are inflamed, my heart heavy. I want air, I am suffocating! Oh, Heaven,
have pity upon me! What have I done to deserve such wretchedness? I love you, I adore you, my Victor; have pity upon me. Kill me with one blow, but do not let me suffer as many eternities as there are minutes in every one of your absences. What am I saying? I am delirious, feverish. Oh God, have mercy on me! Juliette. November 4th, 8.30 p.m. (1834). Yes, you are my support, the stable earth beneath my feet, my hope, my joy, my happiness, my all! I do not know how these halting words of mine can be expected to convey my thoughts to your mind, but this indeed is truly and sincerely meant: that you are to me the noblest, most sincere, most generous of men. I believe this, and have absolute confidence in your power to frustrate the evil fate which holds me in its grip. My dearly beloved, you were quite charming just now, and you are perfectly right when you say that there is an element of vanity in your nobility of conduct; for nothing could be more becoming than the elegant and dignified manner in which you raised me just now from my knees. You were really great. You were a king! My darling little Toto, chéri! I am going to bed now, because I am not certain that you will come early enough to take me out; and, after all, you are not the sort of man to be scandalised by finding a woman in bed, especially ... Juliette. 1834. My dearly Beloved, I am always wishing I were a great actress, because, if my soul and intellect were equal to yours, another link would be forged between us; but I wish it still more at such a time as this, for I should then be able to relieve you of the annoyance of being at the mercy of an old woman, whose conceit has made her aggressive.[63] I need not finish this letter, for here you are! 1835.
It is long after 11 o’clock. I am no longer expecting you for a walk, but I still hope to see you this evening. I write you these few lines as an apology for the disappointment I feel each time you fail me. I am miserable, but not angry; I shed tears, but do not reproach you; I am often much to be pitied, but I never cease loving you to distraction. If only you would believe this, I think I could bear my invidious position with more resignation. I am afraid you misapprehend my love, and this anxiety often makes the days seem long and sad. But I must not forget that you are working and worn out, and that you have neither strength nor leisure to listen, that is to say, to read of my worries. 11.30 p.m. Here you are! I am finishing this letter more untidily even than usual. Luckily one’s character, and, more important still, one’s heart, are not exclusively interpreted by one’s handwriting. Juliette. Saturday, 3.15 p.m. (1835). My poor, dear, beloved Toto, When I see you so preoccupied with important business I am ashamed to add to your fatigues by the reiteration of my devotion, which you already know by heart. Did I not fear that you would misunderstand my silence, I should put an end to these letters, which, after all, are only a cold skeleton, a dull narrative of the generous, tender, passionate feelings which fill my heart. I should stop them, I say, until after the production of your play, reserving to myself the privilege of taking my revenge afterwards by multiplying my words and caresses. This is what I should do if you felt only a quarter as much solicitude for your dear little person as I do. It is nearly three o’clock. I hope by this time everything has gone off well at rehearsal. It is high time, my admired, beloved, adored poet, you left that wretched den they call the Théâtre Français. You will leave it with full credit to yourself, notwithstanding the ill-will of that jealous old wretch, and the stupidity, hatred, and malice of the cabal against you. You will see, my splendid lion, whether those hideous crows will dare croak in face of your roaring. As for me, if anything could make me prouder
and happier, it would be that I alone understand you. Juliette. Saturday, 1.30 p.m., April 11th (1835). Why were you so smart just now? It makes me dreadfully anxious, especially in conjunction with your early morning walks to the Arsenal. Toto ... Toto ... you do not know what I am capable of; take care! I do not love you for nothing. If you deceived me the least bit in the world I should kill you. But no, seriously, I am jealous when I see you so fascinating. I do not feel as reassured as you would wish me to be. In fact, I insist upon attending these rehearsals. I do not choose to confide my dear lover to the discretion of nobody knows who. I wish to keep my lover to myself, in the face of the nation and of all French actresses. That is my politic and literary resolve: I shall put it into execution, from to-morrow. By the way, this is my birthday. You did not even know it—or, rather, I dare say you do not care whether I was ever born or not. Is it true that you do not mind one little bit? That is all the importance you attach to my love! And yet one thing is very certain: that I was created and put into the world solely to love you, and God knows with what ardour I fulfil my mission. I love you—ah, yes, indeed, I love you—I love my Victor! Juliette. Saturday, 8 p.m. (1835). I am more than ever resolved to separate our lives one from the other. What you say about Mlle. Mars’s increasing age and the impossibility of obtaining a double success through her, literary as well as financial, and about the necessity of securing the services of Madame Dorval or some equally handsome and celebrated actress, makes me determined to sever our connection as speedily as possible, no matter where I may have to go, or under what pecuniary conditions. Your words to-night prove that you have had private intelligence about Mlle. Mars, Madame Dorval, and the theatre generally, that you have concealed from me, although it must completely revolutionise the plans made by you for the first play you were to give at this theatre. The secrecy you have maintained on the subject, contrary to all your promises to conceal nothing from me, grieves me more than the
treachery of Monsieur Harel and Mlle. George, more even than the wicked animosity of your enemies and the perfidy of your intimate friends against myself. This silence is proof positive that I am a hindrance to your interests; you dread my ambition and my jealousy; you had already seen the propriety of giving a part to Madame Dorval, but you did not dare tell me so, for fear of encountering resistance and tears from me at this new distribution. You have only partially averted these. I will not attempt to thwart you, on the contrary; as for my tears, they are not worth wiping away, nor even restraining.[64] From this very night we cease our communion of dramatic interests. I go back to the position I ought never to have left: that of a hack actress, who is given any part, and badly paid at that. You resume your liberty without any impediment. Let us hope this new resolution will conduce to our greater happiness. Juliette. Tuesday, April 28th, 1835. Four hours before the production of “Angélo.” This is just to remind you of my love, and that it will only be purified and augmented by the ill-luck and perfidy to which you are more exposed than others, my noble poet, my king—king, indeed, of us all, though lover only of me: is that not so? I have nothing to fear from you, have I, my darling? You will take care of yourself and resist the advances of that shameless woman. Promise me this. I would not allude to it to-day, only I feel so uneasy at the thought of your spending the whole evening in her society, that I would give my life to prevent it. If you understood the greatness and quality of my love, you would appreciate my alarm. Think of poor me, sitting at the back of a box to-night, enduring all the anguish of jealousy and love. Juliette. Madame Pierceau came at one o’clock, leaving Monsieur Verdier in a cab below. He was desperate at the loss of his stall, which, he hears, was taken from him by your orders. As I did not know what to say about it, I advised Madame Pierceau to send him to you. Monsieur Pasquier, as I anticipated, has not taken Madame Récamier’s box. I wonder what you have done with it. Did it reach you in time?
Midnight, Tuesday, April 28th, 1835. An hour after the triumph of “Angélo.” My cup is full. Bravo! bravo!! bravo!!! bravo!!!! bravo!!!!! For the first time I have been able to applaud you as much as I wished, for you were not there to prevent it. Thank you, my beloved! Thank you for myself, whose happiness you increase with every second of my life, and thank you also for the crowd that was there, admiring, listening, and appreciating you. AUTOGRAPH LETTER FROM JULIETTE DROUET TO HER DAUGHTER CLAIRE.
AUTOGRAPH LETTER FROM JULIETTE DROUET TO HER DAUGHTER CLAIRE (continued). I saw and heard everything, and will tell you all about it; although if the applause, enthusiasm, and delirium could be measured by sheer weight, my load would indeed be heavy. I will give you full details of the performance, to-morrow, for I dare not hope to see you to-night; it would be too much happiness for one day, and you do not want me to go mad with joy! Till to-morrow, then. If you knew how conscientiously I clapped Madame Dorval, you would hesitate to say or do anything to add to the soreness I already feel at the thought that another than I has been selected to interpret your noble sentiments. There, now I am giving way to sadness again, because you are with that woman! Good-night, my beloved. Sleep well, my poet, if the sound of the great chorus of praise does not prevent it. To your laurels I add my tender caresses and thousands of kisses. Juliette. Friday, 8 p.m. (1835). If I were a clever woman, my gorgeous bird, I could describe to you how you unite in yourself the beauties of form, plumage, and song! I would tell you that you are the greatest marvel of all ages, and I should only be speaking the simple truth. But to put all this into suitable words, my superb one, I should require a voice far more harmonious than that which is
bestowed upon my species—for I am the humble owl that you mocked at only lately. Therefore, it cannot be. I will not tell you to what degree you are dazzling and resplendent. I leave that to the birds of sweet song who, as you know, are none the less beautiful and appreciative. I am content to delegate to them the duty of watching, listening and admiring, while to myself I reserve the right of loving; this may be less attractive to the ear, but it is sweeter far to the heart. I love you, I love you, my Victor; I cannot reiterate it too often; I can never express it as much as I feel it. I recognise you in all the beauty that surrounds me—in form, in colour, in perfume, in harmonious sound: all of these mean you to me. You are superior to them all. You are not only the solar spectrum with the seven luminous colours, but the sun himself, that illumines, warms, and revivifies the whole world! That is what you are, and I am the lowly woman who adores you. Juliette. If you are coming to fetch me, as you led me to expect, I shall see you very soon now. I have never longed more ardently for you. Lanvin has just come. I will tell you about it when I see you. Thursday, 7.30 p.m. (1835). To my dear absent One. I hardly saw you this morning. I have not seen you this evening, and God knows what time it will be before you come to take me to Angélo—for I do not admit the possibility of a single performance taking place without my presence: besides, I am not sorry to know exactly how much time you spend with these actresses of the sixteenth century, and those of the nineteenth, who are no less dangerous. There, I am nearly as cross as I am sad. I had vowed I would not write at length to-day, just to teach you not to throw my letters aside without reading them. Myself, my letters, forgotten! You certainly manage to be the most worshipped and the least attentive of lovers. Oh, you do not care! Never mind, I am sad. I am longing for you to-night, as the poor prisoner hungers for his pittance at the hour he is accustomed to receive it. But you are indifferent—you can calmly let my soul die of inanition—do you not love me, then? Tell me!
Well, I love you. I love you my Victor. I forgive you, because I hope it is not your fault, and also, because I cannot prevent myself from loving you. Juliette. Tuesday, 8 p.m., 1835. You hurt me a little bit just now, my Toto. While I was sacrificing the happiness of being with you one moment longer, to your need of repose, you were worrying about trifles, and not giving me a thought or a farewell. In moments like these I am forced to realise that you do not care for me as I care for you, and I feel wretched in consequence. Another thing I have observed is that you never allude to my letters. You neither notice the complaints I make nor the love I shower upon you with every word. You have turned my happiness and content into sadness. My Toto, you do not love me as I love you. You have exhausted your faculty of loving. I tell myself that the enthusiastic and passionate devotion you once cherished for me has degenerated into mere partiality—then I mourn and mope, like a woman betrayed. If you knew how I love you, my Toto, you would understand the anguish of my eagerness, you would pity me, and, instead of leaving my letters unanswered, you would fly to me the moment you have read them, to reassure and comfort me if my fears are unfounded. Never mind, I give you a thousand kisses. How many will you waste? Juliette. Tuesday, 12.30 p.m. (1835). My dear little Toto, You have written me a very charming letter. I cannot send you one as fascinating; all I can do is to give you my whole heart and thoughts and life. You are quite right when you say that I shall soon give myself to you again, regardless of the sorrows that may follow. It is true, for I could sooner dispense with life than with your love. But let me tell you again the joy, surprise, and happiness, your letter caused me. You are better than I, and you are right when you think me an old idiot. I am in the seventh heaven this morning. You have never given me so much happiness, my dear little Toto. I am so grateful! I cannot love you
more in return, for that were impossible; but I can appreciate in a higher degree your worth and the depth of your affection for me. You are my dear little man, my lover, my god, my adored tyrant! I love you, adore you, think of you, desire you, call upon you! Juliette. Which do you like best, quality or quantity? Monday, 8.20 p.m. (1835). I adore your jealousy when it gives me the pleasure of seeing you at an unaccustomed hour; but when it simply consists in suspecting me without advantage to ourselves, oh, how I detest it! You were rather cross to-day, but you atoned so amply by coming as you did, that I would willingly see you a little bit unjust to me every day, if it entailed the pleasure of having you one minute longer in the evening. If you only knew how true it is that I love you, you could never be jealous, or admit the possibility of my being unfaithful to you; and again, if you knew how much I love you, you would come every moment of the day and of the night, to surprise me in that occupation, and you would ever be welcomed with transports of joy. Yes, yes, I love you! I do not say so to force you to believe it, but because I crave to repeat it with every breath, with every word, in every tone. I adore you much more than you can ever wish. I love you above all things. Juliette. You attach too little importance to my letters as a rule. You forget that fine unguents are contained in small boxes, great love in trivial words. Friday, 2 p.m. (1835). You want a huge long letter ... and yet another huge long letter ... you are not very modest in your requirements. What would you say if I asked as much?—you, who write to every one in the world except me. I have a great mind to treat you according to your deserts, and write only as much as you write, love you only as much as you love me. You would be nicely punished if I did this. But do not fear; I should never play you such a scurvy trick. I am too much in need of an outlet for the superabundance of my heart, to
venture to close the issue. I am too anxious to tell you every day how much I adore you, to condemn myself to silence. I long too much to get near you, in thought at all events, to afford to cut off the way of communication. Now that you know why I write so often, I will begin my letter. My dear little Toto, although it is not long since I left you, I desire you with all the impatience and all the inclination that comes of a long separation. I should like to know where you are and what you are doing. I should like to be wherever you are, and, above all, I should like to be in your heart and thoughts, as you are in mine. I should like to be you and you me, in respect of love. The rest becomes you and you only. You are admired; I need to be loved. Are you capable, I ask you, of loving me as much as I love you, or half as much? even that would be immeasurable. If you only knew the extent of my love, you would treasure me, only for that. I love you, love you, love you, love you, love you! This short little word, issuing from my heart, has impetus enough to mount right up to the heavens. I love you! Juliette. I have received a letter from my daughter. This, combined with the horrible weather, makes me quite happy. Friday, 9 p.m. (1835). You gave me a delicious afternoon. How delightfully you talked! I am not alluding to your wit; a fly does not seek to raise an ingot of gold! Neither do I speak of the happiness of leaning upon your arm, listening to your voice, gazing into your eyes, breathing your breath, measuring my steps by yours, feeling my heart beat in unison with yours. There can be no happiness greater than that I enjoyed this afternoon with you, clasped in your arms, your voice mingling with mine, your eyes in mine, your heart upon my heart, our very souls welded together. For me, there is no man on this earth but you. The others I perceive only through your love. I enjoy nothing without you. You are the prism through which the sunshine, the green landscape, and life itself, appear to me. That is why I am idle, dejected, and indifferent, when you are not by my side. I do not know how to employ either my body or my soul, away from you. I only come to life again in your presence. I need your kisses upon my lips, your love in my soul.
Juliette. Saturday, 11 a.m. (1835). Good morning, my Victor! Let me first kiss you. Of all the promises I made you yesterday, when we separated, only one has been broken. I promised to love you as I loved you at that moment—that is to say, more than all the world; but I do not know how it happened, I have come to love you much more! and I feel it will be so as long as I shall live. I beg you, my dear little Toto, to make up your mind to this, as I have already done. Do you know, my blessed Toto, you are a second little Tom Thumb, far more marvellous than your prototype; for, not merely with pebbles or crumbs of bread do you mark the roads along which you travel, but actually with jewels and precious stones. I shall always recognise the spot where you dropped an enormous ruby as big as a flint, yesterday, with as much indifference as if it had been a piece of grit from Fontainebleau. What do you suppose must happen to an insignificant creature like myself in the presence of so much wealth, in the midst of the enchantments of your mind? Will she lose her reason? That is already done. As to her heart, you stole it from her very easily, and therefore nothing remains to the poor wight but what is already yours. Her love, her admiration, her life, belong to you! My glances, words, caresses, kisses, all, are yours! Juliette. (1835.) It seems to be always my turn to write to you now. In the old days your letters called forth my letters, your love mine—and it was meet that it should be so, for, as you have often said, the man should be the pursuer of the woman. It is always awkward when a change of rôles occurs, and I am acutely conscious of it. I feel that a caress from you gives me far more happiness and security than thousands of those elicited by me. It is already half-past eleven and you have not arrived. Perhaps you are not coming, and the prohibition you laid upon me yesterday against seeking you at the printing works redoubles my anxiety and jealousy. I fear lest
some untoward thing may have befallen you, or, worse still, some agreeable invitation reached you. My heart is crushed as in a vice; I think there is no greater suffering in this world than that of loving yet fearing. We arrange our lives very badly. Since you are not a free agent, and may be prevented from seeing me by thousands of circumstances we cannot foresee, you should at least allow me the opportunity of knowing what you are doing and where you are. It would satisfy me and keep me content. Instead of this, I have to wait for you, a prey to fears that tear at my heartstrings. Alas, I am to be pitied for loving you so intensely. It is a superabundance that will surely kill the body which bears it. If you love me only moderately, I pray God to deprive me of one of two things: either my life, or my love. Juliette. Nearly midnight. What a night I have before me! God pity me! At Metz, September 17th, Thursday, 8.15 a.m., 1835. Good-morning, my Toto, good morning. It is magnificently fine, and we are going to be enormously happy. We are about to resume our bird-life, our life of love and freedom in the woods. I am enchanted. If only you were here, I should kiss you with all my might and main, as a reminder. What sort of a night did you have? Did you love me? Have you been writing to me under the old chestnut-tree? I am sure you have not. You scamp, I am afraid I go on loving you in proportion to the decrease of your affection. I was not able to read last night. I went to bed at a quarter past ten, and had horrid dreams. I trust they will not come true, but I confess I should be glad to get news of my poor little girl, whom we neglect far too much. If two more days go by without a letter, I shall write to Saumur, for I am really worried about her. My dear little Toto, I am going to dress now, so as to get to you earlier. I love you, I love you with all my strength and all my soul. I kiss you! I adore you! Till this afternoon. Your Juliette.
At Metz, September 24th, Thursday, 8.45 a.m. Good-morning, my darling Victor. I love you and am happy, for we are going to be more absolutely together than was possible yesterday, or the day before, when an inconvenient third disturbed our privacy. Also the weather is glorious, and I am madly in love with you; so everything around me glows radiant and beautiful. I stayed in bed until 8.30, although I woke up at seven o’clock; but I just rolled lazily about, thinking of you, and reading yesterday’s newspapers. I reached home exactly at seven o’clock last night, undressed, tidied my things, dined, wrote to you, did my accounts, and read Claude Gueux till half-past ten. Then I put my hair into curl-papers, and got into bed at eleven o’clock. I went to you in spirit, and dreamt that I was kissing Baby Toto, and making big Toto jealous. This is the complete history of my morning up to date; now I shall dress, breakfast, and go for a walk in the meadows with the maid. Farewell, dearest, until this afternoon’s happiness. Always yours in love and longing. I love you with all my heart, I embrace you in spirit, I adore you with my whole soul, I admire you with every faculty of my mind. Think of me, come to me, come to me as soon as possible. My arms, my cheek, my whole being, await you. J. At Metz, Thursday, 8.45 p.m. My dear, good Toto, I should have got back without adventure, had I not met an enormous and horrific toad in the road, which sent me flying home, shrieking as if the devil was at my heels. I was here by ten minutes past seven, began my dinner at five minutes past eight, and am now sitting writing to you, to thank you for all the bliss you lavish upon me. This day, drenched with rain though it was, has been one of the most beautiful and happiest of my whole life. If there had been rainbows in the sky, they would be reflected in our hearts, linking our souls together in thought and emotion. I thank you for drawing my attention to so many lovely things I should never notice without your assistance and the touch of your dear white hand
upon my brow; but there is one beauty greater and nobler than all the combined ones of heaven and earth, for the recognition of which I require no help—and that is yourself, my best beloved, your personality that I adore, your intellect that enchants and dazzles me. Would that I possessed the pen of a poet, to describe all I think and feel! But, alas, I am only a poor woman in love, and such a condition is not conducive to brilliancy of expression! Good-night, my adored one; good-night, my darling. Sleep well. I send you a thousand kisses. J. Metz, Monday, 11.5 a.m., September 24th, 1835. Great indeed was our misfortune yesterday! I agree with you in that, my Victor, because I love you. For over a year I have suffered much; oftener than not, without complaint. I always trusted that my love and fidelity would engender in you feelings of esteem and confidence, but now that hope is for ever at an end; for, far from diminishing, your suspicion and contempt have grown to terrible dimensions. You love me, I know, and I worship you with all the strength of my being. You are the only man I have ever loved, the only one to whom I have ever given this assurance. Yet I now implore you on my knees to let me go. I cannot urge this too strongly. You see, my dear, I am so wretched, so humiliated, and I suffer so acutely, that I shall have to leave you, even against your will; so it would be kinder of you to give your consent, that I may at least have the sad satisfaction, if I must forsake you, of knowing that I have not disobeyed you. Farewell, my joy; farewell, my life; farewell, my soul! I leave you, for the very sake of our love—I offer this sacrifice on behalf of us both. Later, you will understand. But before bidding you a last good-bye, I swear to you that, during the last year, I have not committed one single action I need blush for, nor harboured one guilty thought. I tell you this from the bottom of my heart. You may believe it. I shall go to my child, for I am anxious about her since she has been at Saumur. Perhaps I may bring her back with me. I think I was very wrong to send her away. I mean to repair my fault if there is yet time. The pretext of her health will be sufficient before the world. My heart shall be dumb upon
all that concerns you. I will keep everything to myself. I must get work. If you can do anything to help me find some, it will be good of you. I mention this for the first and last time, for, if you were to forget me, you know very well that I should be the last to venture to recall myself to you. Good-bye again, my friend; good-bye, for ever! I have been copying your little book, hoping you would be generous enough to leave it with me. Good-bye! good-bye! Do not suffer, do not weep, do not think, do not accuse yourself! I love and forgive you. Juliette. Metz, Saturday, 7.30 p.m. (October 1835). You were in a great hurry to leave me to-night, my best-beloved. If consideration for me was your motive, it was high-handed and blundering of you, for I never enjoyed myself more than this evening, and, until the moment you left me so abruptly, I had never so savoured the happiness of being with you in the highways and byways. I therefore returned home sadly and thoughtfully. I have begun my letter to-night with diminished joy and confidence in the future, for your hurry to leave me weighs upon me, and I cannot explain it satisfactorily to myself. I came in at a quarter past six, suffering greatly from indigestion. The maid told me some one had called for the dog—two gentlemen, who seemed much attached to it. Poor brute, it was a wrong instinct that led it to follow us. I have no doubt it is expiating its offence in hunger and cold at this very moment. I am somehow unduly interested in the fate of the poor thing. I feel something beyond ordinary pity for it; it makes me think of the fate and future in store for a poor girl we both know. She also follows step by step a master who will have no scruple in casting her adrift when his duty to society proves as pressing and sacred as that which called him away to-night. I am depressed, my dear friend, and unwell. The oppression on my chest is increasing. I hope your sore throat will diminish in proportion to what I am enduring. Providence is too just to allow such cumulation of suffering. Good-night—sleep well and think of me if you can. As for loving me, that is another question; one’s emotions cannot grow to order. I love you. J.
Sunday, 8 p.m., 1835. My dear darling, I cannot describe to you the rapture with which I listened to the two sublime poems you recited to me, one on the first Revolution and the other on the two Napoleons. But where can your equal be found on earth!... My dear little Toto, do not laugh at me. I feel so many things I cannot express, much less write. I love and revere you, and when I reflect upon what you are, I marvel! Since you left me, I have read again Napoleon the Second. I shall never tire of it. It is going to bed with me now. You told me to wait for you till 9.30; after that hour I shall go to bed. If you should happen to come later, I will open the door to you myself, as you have forgotten the key. I want to do so, that I may not lose one second of the happiness of having you with me. Sleep well—good-night—do not suffer—do not work—sleep! Juliette. Wednesday, 8.30 p.m., 1835. I am half afraid of taking too literally your request for a daily letter. Tell me seriously how I am to interpret it, so that I may not make myself ridiculous, by overwhelming you with letters you do not want. Tell me the truth once for all, so that I may know where I am, and may give myself up without restraint to the pleasure of telling you, and writing to you, that I love you with all my heart, and that you alone constitute my sole joy, my sole happiness, and my sole future. If you can experience only one quarter of the bliss in reading, that I shall feel in inditing my scribble, you shall receive some of my prose every day, but in limited quantities, calculated not to wear out your patience. And, in order to demonstrate my powers of self-restraint, I will limit myself to six trillions of kisses for your beautiful mouth. Besides, here you come! I love you. Juliette. Wednesday, 8 p.m., December 2nd, 1835. My Beloved,
When one is ill and feverish, everything tastes bitter to the lips and palate. I am in that position. I am abominably miserable, and all the sweet words you lavish upon me seem tainted. But I have enough sense left to realise that it is my condition that prevents me from relishing the full meed of happiness you are able to give me in one moment. Forgive me for suffering, and for not having the strength or generosity to conceal it from you; it is only because I suffer too much, and love you too much, which is the same thing. I promise to be very cheerful to-night, and to disguise my feelings. I have read everything concerning you in the papers, and I cannot help suspecting that a passage about you and your work has been purposely cut out. If this is so, you had much better tell me, for I am quite equal to bearing the truth, and even to hearing lies; so I beg you to tell me what was in that newspaper, and thus spare me the trouble of procuring another copy. You must indeed be happy and proud on behalf of the person to whom you are supposed to have dedicated your sublime poem.
VICTOR HUGO. The article by Monsieur F. Dugué seems singularly well-informed about your restoration to the domestic hearth. I am apparently not the only one who notices that for the last year you have been changing your habits and feelings, though I am probably the only one who will die of grief in consequence—but what matter, so long as the domestic hearth remains cheerful and the family, happy. I hope you will do your best to come and see me to-morrow, during the intervals of the performance unless the salutations you have to make, and the compliments and admiration you must acknowledge should detain you against your will; in which case I hope I may be brave enough not to worry about such a trifle, and reasonable enough not to let the magnitude of my love depend upon so slight a pleasure. You see, my dear angel, I bow to the arguments you impress on me. I am no longer sad, neither do I suffer. I love you; that is the truest word of all. Juliette. Tuesday, 8.45 p.m., December 15th, 1835.
Of course, my darling, you did right to come back, whatever your reason might be; but the pleasure of your visit was quite spoilt by your inquiry as to how I spend my time, when it is self-evident that my conduct is irreproachable. It may surprise you that I should have borne the inquisition you habitually subject me to, with less equanimity to-day than usual. I own, my poor angel, that I do not know why it should be so. Perhaps I am like the cripple, who feels pain in the leg which has been cut off, long after he has lost it. I often suffer over my past life, though the present is so widely different. I suffer, not from variations of temperature, but from the variations of your love, which seems to grow daily colder and more gloomy. If I am mistaken, forgive and pity me; but if, as I fear, I make no error, tell me so frankly, and I shall be grateful for your sincerity. You see, my poor friend, I cannot believe that your jealousy is other than an insulting mistrust of us both. I have watched you carefully for the last six months, and I can see quite well that, although your love is gradually waning, your supervision becomes ever more active and more fidgety. If I were absolutely sure of what I suspect, I should not say this to you—I should go away at once, and you would never hear of me again; but if by chance I were wrong, and you still care for me, such a course would entail frightful sorrow upon us both. Therefore I remain, preferring to incur your hatred and contempt, rather than run the risk of grieving you. There, my poor angel, is the attitude of mind and heart in which you found me this evening; it will explain why I received your question so badly, although I was grateful for your presence. You see, my head and heart are weary. If you are not careful, some calamity, resulting from this condition, will overtake and crush you, at a moment when neither you nor I will be able to prevent it. I give you this warning in all sincerity, but with the intimate conviction that it will not affect you. As long as you feel I belong to you wholly and entirely, you are as indifferent to my sufferings as to my happiness. J. Wednesday, 8.30, February 3rd, 1836. If I have grieved you, my beloved, I beg you to forgive me, for I know your position is awkward and demands much consideration, especially from
me. Besides, why should I complain of my mode of life more to-day, than yesterday? I accept my position without regret; therefore there is no reason for questioning an arrangement which only you can alter. I cannot help noticing that your love is not what it was. I may say I am sure of it, if I may judge by the impatient words you occasionally utter, half against your will, and by other signs it would take too long to commit to paper. I certainly possess a devoted Victor, but no longer the lover Victor of former days. If it is as I fear, it becomes your duty to leave me at once; for I have never wished to live with you otherwise than as an adored mistress— certainly not as a woman dependent upon a man whose passion is spent. I want no pension. I demand my place in your heart, apart from any feeling of duty or gratitude. That is what I desire, as earnestly as I long to be a faithful woman, submissive to your every whim, whether just or unjust. If I have hurt your feelings, my dearly beloved, I plead for pardon from the bottom of my heart. If you have to acknowledge a decrease in your love, be brave enough to do so frankly, and do not leave to me the frightful task of guessing it; but if you care for me as much as ever, say it again and again, for I doubt it, alas, and, in love, doubt is more painful a thousand times than the most heartbreaking certainty. Farewell, I worship you. J. Wednesday, 8.15 p.m., February 17th, 1836. You must think me either very cruel or very blind, my beloved. I think, perhaps, it would be best for you to accept the latter hypothesis. I love you, which means that I am jealous; but, as my jealousy is in proportion to my love, my doubts and frenzy are more vivid, more bitter, than those of ordinary women, who are only capable of an ordinary affection. Very well —I am cruel! So be it! I detest every woman upon whom your glances rest. I feel capable of hating all women, young or old, plain or handsome, if I suspect that they have dared raise their eyes to your splendid and noble features. I am jealous of the very pavement upon which you tread, and the air you breathe. The stars and sun alone are beyond my jealousy, because their radiance can be eclipsed by one single flash from your eyes. I love you as the lioness loves her mate. I love you as a passionate woman, ready to yield up her life at your slightest gesture. I love you with the soul and intelligence God has lent His creatures to enable them to
appreciate exceptional men like yourself. That is why, my glorious Victor, at one and the same moment, I can rage, weep, crawl, or stand erect; I bow my head and venerate you! There are days when one can fix one’s gaze upon the sun itself without being blinded: thus it is with me now. I see you, I am dazzled, entranced, and I grasp your beauty in all its splendour. Juliette. Thursday, 8 p.m., August 15th, 1836. Since you leave me here all by myself, my beloved, I shall think only of you, and in proof of this, I will scribble all over this virgin sheet of white paper. It is barbarous of you to let me grow fatter than I already am, by leaving me to dawdle at my fireside, instead of taking me out to walk and get thin. I am in love with you, but you do not care a bit. I am very sad not to have you with me, doubly so, when I think that it is on account of a play in which I am to have no part, after all the time I have waited and endured. When I reflect seriously upon this, my despair makes me long to fly to the uttermost ends of the world. It is so necessary that I should think of my future. I have wasted so much time waiting, that it almost spells ruin to me that you should produce a piece in which I may not play. You see, my dearest, I am not as generous as you thought. I am afraid I can no longer disguise from you the injury it does me to be three years out of the theatrical world, while you are bringing out plays. Forgive me, but I have a horror of poverty, and would do anything in reason to evade it. I love you. Juliette. Friday, 8.30 p.m., March 11th, 1836. Dear little Soul, You are quite happy, I hope, now that you possess the keys of Paradise. I had a few more difficulties to encounter after you went away, but they were of no consequence. Now that our little palace is nearly finished, my soul, I hope we shall celebrate the event in the usual way; but I must first rest a little, and nurse myself up, for I am really quite worn out with the dirt and litter. I am afraid to look at you or touch you in your beauty and purity and charm, while I am so ugly and untidy and exhausted that I hardly know
myself as your Juju. But it will not last. My foulness will fall from me, and reveal me dressed, as in the fairy-tale, in garments of blue, bordered with golden stars, and a prince will marry me after tasting of my cooking. Splendid! But meanwhile you must graciously permit me to go on loving you, stains and all! Shut your eyes to the common lamp that guards the flame. If you will wait, you shall see that when we reach the heaven above us, I shall be as resplendent as yourself. Meanwhile, I drop a kiss upon your shoes, even if it entails your having them blacked again. J. Wednesday, 7.45 p.m., March 23rd, 1836. No doubt, dear angel, I ought to disguise in your presence the sadness that overwhelms me when I have to wait too long for you; but the late hour at which you generally come, makes it difficult for me to forget the weary suspense I have already been through, and am to endure again shortly. I love you, my dear—indeed, I love you too much. We often say this lightly, but I assure you that this time I state it in full gravity and knowledge, for I feel it to the very marrow of my bones. I love you. I am jealous. I hate being poor and devoid of talent, for I fear that these deficiencies will cost me your love. Still, I am conscious of something within me, greater than either wealth or intellect; but is it powerful enough to rivet you to me for ever? I ask myself this question night and day, and you are not at hand to soothe my unrest; hence the sadness that wounds you, the jealousy that amazes you, the mental torment you are incapable of understanding. But I love you all the same, and am happy in the midst of my pain. I smile through my tears, for I love you. Juliette. Saturday, 8 a.m., March 26th, 1836. Good-morning, my little darling Toto. I am up at cock-crow, though very tired; but I want to be ready to witness your new triumph—for, beloved Toto of mine, you are the great Toto, the greatest man on earth. How I love you, my Victor! I am jealous. Even your success makes me uneasy with the dread that, amongst so much adulation, you may overlook the humble homage of your poor Juju. I fear that these universal
acclamations may drown my lowly cry of—I love you! This apprehension becomes an obsession on such a day as this, when everything is at your feet, caresses, adoration, frenzy. Ah, why are you not insignificant and unknown like myself! I should then have no need to fear that the torch of my love will be eclipsed by that immense illumination. Try, beloved, to keep a little place in your heart for the love and admiration of your poor mistress, who has loved you from the day she first set eyes upon you, and who will worship you as long as the breath remains in her body. Juliette. Saturday, 6.15 p.m., March 26th, 1836. Let me tell you once again that I love you, my Victor. Presently, thousands of voices will be raised in a chorus of praise. I alone say: I love you. You are my joy, the light of my eyes, the treasure of my life, you are YOU. This evening, my adored one, whatever you say or do, I must be jealous and wretched. Be merciful to me; do not let me suffer too cruelly. If you think of me when you are absent, I shall be conscious of it—if you love me, I shall feel it upon my heart like beneficent balm upon a raw wound. Farewell, dear soul; it is impossible to wish an increase of beauty to the man, or more glory to the genius; so, if you are happy, so am I. Farewell, then, dearest; I cannot refrain from sending a word of love to the lover, before going to applaud the poet. The heart must have its due share. Good-bye till later. For ever, for life and until death, love, nothing but love! J. Sunday, 7.45 p.m., March 27th, 1836. I hardly dare speak to you to-night of love. I feel humiliated by my devotion, for all those women seem to be rivals, preferred before me. I suffer, but I do not hold you responsible. I feel worse even than usual this evening. I did not venture to ask what you had written to Madame Dorval, for I was afraid to discover some fresh reason for bitterness and jealousy; so I remained silent. My dear treasure, you are very lucky not to be jealous: you have no competition to fear with any other celebrity, for there is none besides
yourself, and you know that I love you with my whole heart, whereas all I can be sure of is, that I love you far too much to hope to be loved in proportion. In addition, I feel I shall never be capable of raising the heavy stone under which my intellect slumbers. Forgive me, I am sad. I am worse than sad—I am ashamed, because I am jealous. I am an idiot, and consequently, I am in love! Juliette. Thursday, 8.30 p.m., April 14th, 1836. I love you, my dear Victor, and you make me very unhappy when you seem to doubt it. It is still harder for me when you put your want of confidence into words, for I can only attribute it to the sacrifices you constantly make for me, and which probably cause you to think that an ignoble motive constrains me to remain under your protection. In addition to thus wounding me in the most sensitive part of my love, you exasperate me to a point I cannot describe, because it is true that I have not the wherewithal to live independently of you and your influence. Therefore, my poor angel, when you show your suspicions of my sincerity, I read into them more than jealousy and ill-will: I imagine a reproach against my dependent position. I feel an overwhelming need to prove to you, by any means, that you are mistaken in the woman and her love. Remember your burnt letters! You know what a doubt on your part led me to do on one occasion. Well, angel, I tell you honestly that when you question, not only my fidelity, but also my love, I long to fly to the other side of the world, there to exist as best I can, and never pronounce your name again for the rest of my life. This will be the last proof of love I can give you, and at least you will not be able to accuse me, then, of self-interest and self-love. You hurt me terribly to-night; you often do, and generally when I am most tender and demonstrative towards you. Yet I love you. J. Tuesday, 8 p.m., April 19th, 1836. Beloved, I am perfectly certain you will not come to fetch me to see Lucrèce, and I am already resigned. There is only one thing I shall never submit to, and that is, the loss of your love. I know you are devoted, that
you lavish friendship upon me; but I feel that you have no more love to give me, and I cannot bear it. During the four months I have been alone, ill for the most part, I never knew whether the time would come when you would be impelled to say to me: Take courage, for I love you. I would have given life to find those words in your handwriting at my bedside in the morning, or on my pillow at night. I waited in vain, they never came; my sorrow grew, and now I am certain that you have ceased to care for me. I know what you will say, Victor—you will tell me that you are hard at work, that you do everything for me, and do not let me want for anything. To that I reply that I have been just as busy or busier than you, yet have always found time to show you the outward signs of my inward love. I may also tell you that, without your love, I do want for everything, and that my life is utterly wretched without it. Lastly, I declare to you that if you continue to be so reasonably kind and attentive, I will release you from your self-imposed burden, at some moment when you least expect it, and for evermore. I must have true love or nothing. Juliette. Monday, 7.45 p.m., May 2nd, 1836. My dear little Beloved, I am sorry to find that you are not as convinced as I am, of the propriety of giving me your portrait. I confess I feel the greatest disappointment when I realise, from your daily evasion of my request, that I shall probably never become the possessor of the picture which is so like you, nor even, perhaps, of a copy of the original. I am sad and dejected. I think you do not care enough for me, a poor disinherited creature, to do me the favour you have already bestowed upon another, who already has her full meed of the gifts of life. I am therefore greatly disappointed. I had counted upon having the portrait, and had anticipated much happiness from its possession. The contemplation of it would have so greatly contributed to my courage and resignation, that it is very grievous to have to renounce it thus suddenly, without any compensation. If I wanted to speak of other things now, I could not; my heart is heavy, my eyes overflow with tears. I can only find bitter words for the expression of my wounded love.
I love you more to-day than I have ever done before, yet I am not happy. Juliette. Friday, 7.45 a.m., May 20th, 1836. Good morning, my dear little Toto. You failed me again last night, so I shall never count upon you again. I loved you with all my strength, and thought of you even in my sleep. This morning I love you with my whole soul, and heartily long for you, but I know you will not come, so I am cross and sad. How fine the weather is, my Toto, and how happy we could be in the fresh air, on the high road, in a nice little carriage, with a month of happiness in prospect: it would be Paradise, but ... but ... I dare not set my heart upon it, for I should go crazy with grief if the treat were withheld. At all events, I am ready to start; my foot is well again, and we can set off to- night, or to-morrow morning, at whatever time suits you. I am quite ready, let us, therefore, seize our chance of the fine weather. My adored one, I am dying to make this expedition.... Do try to get free at the earliest moment possible. I shall be so happy. I still love you, ever so much. I need you terribly. My heart is more than ready for the happiness you will give me during the whole time we shall be together. Juliette. Thursday, 12.45 p.m., July 21st, 1836. Once more I am reduced to writing all that is in my heart, my adored one. It is but a slender satisfaction after the bliss we have been enjoying. Nevertheless, we must take life as we find it, and it would be ungracious of me to complain. A month like the one we have just spent would compensate for a whole life-time of misfortune and worry. Poor angel, since you left me I feel lost and alone in the world. You cannot imagine the utter void, surrounded as you are at this moment by the affection of charming children and devoted friends, while I am alone with my love—that is to say alone in space—for my love has no limits. I seek what consolation I can, by speaking to you, and writing to you. Your handkerchief, breathing of you, lies by my side, with your adored name embroidered in the corner. I caress and talk to it, and we understand each other perfectly. For every kiss I press upon it, it exhales your sweet aroma; it is as if I scented your very soul.
Then I weep, as one does in a beautiful dream from which one fears to awake. Heavens, how I love you! You are my life, my joy! I adore you! Juliette. Friday, 2.15 p.m., September 2nd, 1836. My poor, beloved angel. The nearer the moment approaches, the more I dread the inevitable parting which must follow the few days of happiness you have just given me. I long for delay, but I know very well that, however Providence may interpose in my favour, the day must come when you will have to go to St. Prix. Lucky for me if it is not to-day. But, putting aside all considerations of love and Juju, it would really not be prudent for you to go to the country in this cold, foggy weather; even this morning, in the warmth and repose of home, you felt a warning twinge of rheumatism, which prescribes prudence on your part. I fear your natural desire to kiss Toto on his donkey, and watch the other little rogues at their holiday occupations, may draw you, in spite of rain, wind, and the good counsel of your old Juju, to St. Prix. At any rate, if you do this foolish thing, try to avoid chills, to think of me, and to come back to my care and caresses as quickly as possible. Juliette. Saturday, 6 p.m., 29th, 1836. You torment me unjustly, as usual, my darling beloved. Yet you ought to begin to know me, and not suspect my every action, down to the drinking of a cup of coffee. The awkwardness of my position, the absolute solitude in which I am compelled to live, and the many insults I have to tolerate daily from you, exasperate me so, that I feel I would rather go out of your life, than continue to exist like a woman condemned and accursed. It is your fault that I am so unhappy. Nobody else will ever love you so well, or be so entirely devoted to you. But one is not bound to put up with impossibilities, and I cannot live longer under a yoke which you make more crushing every day. What am I to do, beloved? Run away from you? I have scarcely enough money for my quiet Paris routine. Remain here? If you have not the courage to abstain from visiting me, I certainly shall never have enough to prevent you from coming.
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    Business Rules ManagementAnd Service Oriented Architecture A Pattern Language Ian Graham https://ebookbell.com/product/business-rules-management-and-service- oriented-architecture-a-pattern-language-ian-graham-1475462 The Art Of Enterprise Information Architecture A Systemsbased Approach For Unlocking Business Insight Paperback Mario Godinez Eberhard Hechler Klaus Koenig Steve Lockwood Martin Oberhofer Michael Schroeck https://ebookbell.com/product/the-art-of-enterprise-information- architecture-a-systemsbased-approach-for-unlocking-business-insight- paperback-mario-godinez-eberhard-hechler-klaus-koenig-steve-lockwood- martin-oberhofer-michael-schroeck-7348536 Systems Thinking Managing Chaos And Complexity A Platform For Designing Business Architecture 2nd Edition Jamshid Gharajedaghi President And Ceo Of Interact Former Director Of The Busch Center The Research Arm Of The Systems Sciences Department And Adjunct Professor Of Systems Sciences At The Wharton School University Of Pennyslvania https://ebookbell.com/product/systems-thinking-managing-chaos-and- complexity-a-platform-for-designing-business-architecture-2nd-edition- jamshid-gharajedaghi-president-and-ceo-of-interact-former-director-of- the-busch-center-the-research-arm-of-the-systems-sciences-department- and-adjunct-professor-of-systems-sciences-at-the-wharton-school- university-of-pennyslvania-1392154 Systems Thinking Third Edition Managing Chaos And Complexity A Platform For Designing Business Architecture 3rd Edition Jamshid Gharajedaghi https://ebookbell.com/product/systems-thinking-third-edition-managing- chaos-and-complexity-a-platform-for-designing-business- architecture-3rd-edition-jamshid-gharajedaghi-2269664 Serviceoriented Architecture Soa A Planning And Implementation Guide For Business And Technology 1st Edition Eric A Marks https://ebookbell.com/product/serviceoriented-architecture-soa-a- planning-and-implementation-guide-for-business-and-technology-1st- edition-eric-a-marks-2138692
  • 6.
  • 7.
    To Lindsay andLizzie JW To Jasmine, Nicholas, Arthur and Alessandra GM
  • 8.
    Business Architecture A PracticalGuide Jonathan Whelan and Graham Meaden
  • 9.
    IV © Jonathan Whelanand Graham Meaden 2012 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Jonathan Whelan and Graham Meaden have asserted their moral rights under the Copyright, Designs and Patents Act, 1988, to be identified as the authors of this work. Published by Gower Publishing Limited Gower Publishing Company Wey Court East Suite 420 Union Road 101 Cherry Street Farnham Burlington, Surrey, GU9 7PT VT 05401-4405 England USA www.gowerpublishing.com British Library Cataloguing in Publication Data Whelan, Jonathan. Business architecture : a practical guide. 1. Industrial organization. 2. Industrial efficiency – Management. 3. Organizational effectiveness – Management. I. Title II. Meaden, Graham. 658.1–dc23 Library of Congress Cataloging-in-Publication Data Whelan, Jonathan. Business architecture : a practical guide / by Jonathan Whelan and Graham Meaden. p. cm. Includes bibliographical references and index. ISBN 978-1-4094-3859-5 (alk. paper) – ISBN 978-1-4094-3860-1 (ebook) 1. Strategic planning. 2. Organization. 3. Management. I. Meaden, Graham. II. Title. HD30.28.M415 2011 658.4'012–dc23 2011052065 ISBN 9781409438595 (hbk) ISBN 9781409438601 (ebk)
  • 10.
    Contents List of Figuresix List of Tables xi About the Authors xiii Forewordxv Prefacexix Acknowledgementsxxv Abbreviationsxxvii Chapter 1 Introduction 1 The Macro Picture 1 About Business Architecture 2 Inside Business Architecture 4 Terminology6 Part I The Rationale for Business Architecture Chapter 2 Recognizing Today’s Business Dynamics 11 Continuous Change 11 Increasing Competition and Globalization 12 The Influence of Technology 13 The Whole and the Parts 14 Chapter 3 Positioning for Change 19 Business Architecture and the Organization 19 The Value Proposition 21 A Complementary Approach 24 Chapter 4 Managing Complexity 29 The Impact of Size 29 Variants and Diversity 32
  • 11.
    Business Architecture vi Matrix Management33 Negotiating the Boundaries 35 Organizations are More Complex than Machines 37 How Business Architecture Can Help 39 Chapter 5 Delivering Value 41 The Importance of a Demonstrable Value Proposition 41 Focusing on the Benefits 42 Risk and Reward 43 Part II Integrating Business Architecture into the Organization Chapter 6 Architecture Stakeholders 47 Stakeholder Groups 47 Upstream Stakeholders 48 Partners 51 Downstream Stakeholders 54 Stakeholder RASCI Matrix 56 Chapter 7 Life Cycles 61 Life Cycle Groups 61 Business Strategy and Planning 63 Change Delivery 67 Emergent Change Management 71 Business Operations 72 Asset Provisioning and Management 75 Asset Support 78 Life Cycles and Business Architecture Services 80 Part III Describing Business Architecture Chapter 8 Architecture Levels 87 The Different Levels of Architecture 87 Level 1: Macro Level 88 Level 2: Strategic Level 88 Level 3: Segment/programme Level 89 Level 4: Project Level 90 Variations in the Four-level Business Architecture Model 91 Summing Up 95
  • 12.
    Contents vii Chapter 9Business Architecture Outputs 97 Business Architecture by Other Names 97 How Architecture is Represented Over Time 101 Business Architecture Descriptions 102 Part IV Architecture Building Blocks Chapter 10 The Elements of a Business Architecture 107 The Business Architecture Classification System 107 Capability 109 The Environment, Direction, Action and Performance 112 The Business Proposition 118 Operating the Business 122 The Technology Employed 134 Risks to the Business 138 Conclusion141 Chapter 11 Building Views of the Organization 143 The Need for Architecture Views 143 Architecture in One Dimension 144 Architecture in Two Dimensions 144 Architecture in Three Dimensions and Beyond 145 Beyond Matrices 146 Taxonomies146 Ontologies 148 Blueprints149 Part V Practising Business Architecture Chapter 12 Overcoming the Barriers to Business Architecture 153 The Stigma of Business Architecture 153 Worst Case Scenario 154 Barriers 154 Engagement Principles 161 Chapter 13 The Business Architect 173 The Business Architect Role 173 Business Architecture’s Position in the Organization 176 The Competencies of a Business Architect 177 Certification 180
  • 13.
    Business Architecture viii Chapter 14 EstablishingBusiness Architecture as a Practice 183 Positioning the Practice in the Organization 183 Achieving the Right Balance 184 Maturing the Practice 186 Part VI Architecture Resources Chapter 15 Architecture Frameworks 191 Defining Architecture Frameworks 191 The Benefits and Limitations of Frameworks 192 Types of Framework 196 The Business Model Canvas 199 TOGAF® 204 The Zachman Framework for Enterprise Architecture™ 209 Using Frameworks 215 Chapter 16 Reference Models and Architecture Patterns 219 What are Reference Models? 219 The Value of Reference Models 221 Architecture Patterns 223 Chapter 17 Architecture Tools, Meta Models and Standards 225 The Role of Architecture Tools 225 Using Tools for Business Architecture Outputs 226 Architecture Tool Features 228 Selecting a Tool 230 Benefits and Limitations of Architecture Tools 231 Architecture Meta Models 232 Architecture Standards 236 Chapter 18 The Future of Business Architecture 237 Appendix 1: Business Architecture Supporting Activities 241 Appendix 2: Viewpoint Template 247 Appendix 3: Business Architecture Business Model Canvas 249 Appendix 4: TOGAF® Applicability to Business Architecture 251 Glossary253 Index265
  • 14.
    List of Figures Figure0.1 How this book is organized xxiii Figure 1.1 Business architecture Value Creation Model (VCM) 4 Figure 3.1 The ‘ready position’ in tennis 21 Figure 3.2 Business architecture value proposition 23 Figure 4.1 Size–complexity curve 30 Figure 4.2 Variant identification matrix 33 Figure 6.1 Key stakeholder groups 47 Figure 7.1 Life cycle groups 62 Figure 7.2 Business capability versus change portfolio matrix 66 Figure 8.1 Business architecture levels 87 Figure 8.2 Example architecture level variant 92 Figure 9.1 Architecture roadmap 101 Figure 10.1 The business architecture classification system 109 Figure 10.2 Environment, Direction, Action and Performance 113 Figure 10.3 Corporate goal versus change portfolio matrix 117 Figure 10.4 The business proposition 119 Figure 10.5 Operating the business 122 Figure 10.6 The technology employed 135 Figure 10.7 Risks to the business 139 Figure 11.1 Example ontology 148 Figure 12.1 Business architecture barriers 155 Figure 12.2 Engagement principles 162 Figure 13.1 Business architecture core activities 175 Figure 15.1 The Business Model Canvas 200 Figure 15.2 Business Model Canvas key constituents 201 Figure 15.3 Structure of TOGAF® 205 Figure 15.4 TOGAF® Architecture Development Cycle 207 Figure 15.5 The Zachman Framework for Enterprise Architecture™ 210 Figure 15.6 Summary of The Zachman Framework for Enterprise Architecture™210
  • 15.
    Business Architecture x Figure 15.7Demonstrating composite elements using the Zachman Framework 212 Figure 17.1 Architecture tool feature sets 229 Figure 17.2 Relationships between entities in the full TOGAF® meta model 233 Figure A.1 Business Model Canvas for a business architecture practice 249
  • 16.
    List of Tables Table0.1 Role-based paths through the text xxiv Table 6.1 Stakeholder RASCI matrix 57 Table 7.1 Life cycle groups 64 Table 7.2 Change Delivery life cycles 68 Table 7.3 Emergent Change Management life cycles 71 Table 7.4 Business Operations life cycles 73 Table 7.5 Asset Provisioning and Management life cycles 77 Table 7.6 Asset Support life cycles 79 Table 7.7 Business architecture core services by life cycle 81 Table 10.1 Matrix viewpoints of EDAP 117 Table 10.2 Matrix viewpoints of Business Proposition 121 Table 13.1 Skills and competencies of a business architect 178 Table 15.1 Frameworks 197 Table 15.2 Zachman Framework misconceptions 214 Table 16.1 Reference models 220 Table A.1 Business architecture supporting activities by life cycle 242 Table A.2 TOGAF® applicability to business architecture 251
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  • 18.
    About the Authors JonathanWhelan Jonathan is an established business architect who has over 25 years’ experience in a variety of change- related roles within leading organizations. A broad spectrum of businesses have benefited from his observations, and a number of his insights have led to significant programmes of work within corporate organizations. Jonathan has given specific consideration to the significance of technology to businesses and in particular the opportunities and issues that face business users of technology. In recent years his focus has been exclusively on business architecture, and in particular the formulation of business architecture for global institutions from a strategic level through to implementation at a programme and project level. As well as having considerable practical experience, Jonathan is a Chartered Engineer and a Fellow of the British Computer Society. He is also TOGAF® 9- certified and Zachman-certified. In his spare time, Jonathan writes on business technology issues and opportunities. He is the author of numerous books, including email@work (2000) and e-Business Matters (2000), and he has also contributed to numerous professional, trade and national press publications. His books have received wide acclaim from government and professional organizations and senior business executives.
  • 19.
    Business Architecture xiv Graham Meaden Grahamstarted his career 25 years ago in software development and systems architecture. Most notably, he was the architect for the contactless smartcard system Oyster Card® that is used to manage access and fare collection in London’s public transport system. Since then, Graham has been a practising enterprise architect, as a consultant and member of staff, in the banking, insurance, government, transportation and energy industry sectors. In recent years he has focused on business architecture and setting up architecture practices. Most recently, as part of heading up the global Strategic Architecture and Business Architecture teams for HSBC Group, he defined the standards for the bank’s global Business Process Management centre of excellence. Along the way he has made extensive use of enterprise architecture frameworks and he has contributed, along with others, in the development of TOGAF® 9. After brief spells in Asia and North America, Graham is now based in the UK. He continues to provide business architecture consultancy, mentoring and coaching and is also a certified Managing Successful Programmes practitioner.
  • 20.
    Foreword I love thisbook. I have read it two times, and I am looking forward to reading it again! Yes, I know Graham Meaden and Jonathan Whelan, and you could surmise that I am simply biased. However, my bias has nothing to do with why I loved the book. It is a great book. It is a book whose time has come. The world needs this book at this important time. A lot of material has been written about business architecture (by some definition), going back to The Principles of Scientific Management (1911) by Frederick Taylor. A lot of people talk about business architecture – at least going back to 1989, in my own experience, a US National Institute of Science and Technology research project, the origins of the FEA Framework and an early publication of my Framework (The Zachman Framework). A lot of people define business architecture differently (I know a lot of people who have a lot of different opinions and definitions for business architecture). Not too many people do business architecture, at least not in a comprehensive and definitive fashion (in my estimation). Clearly, the time has come for Business Architecture: A Practical Guide (see my observations below). One reason why I like this book is that it tells it like it is. A lot of people forget (or don’t like to think about the fact) that an enterprise is the most complex creation of which humanity has yet conceived. And the enterprise doesn’t have to get very big to be very complex – a subject that Graham and Jonathan address specifically. (I like to use the word ‘enterprise’ as an encompassing idea that contextualizes its business architecture.)
  • 21.
    Business Architecture xvi The characteristicsof the Information Age that are universally recognized are extreme complexity and extreme change. The analytical approach to accommodate complexity is classification. You have to get all of the like things into one category in order to understand their characteristics and then examine the relationships between the categories to express complexity. Graham and Jonathan structure the book conveniently into categories to convey the complexity of business architecture in a comprehensible fashion. The complexity lies in the relationships between the simple, understandable categories, and the change, the dynamics, lies in the variability of the relationships.Howbettertoexpressthecomplexityandchangethaninmatrices, the relationships between two categories? I like the book’s matrices. They can be very definitive and can very simply depict extreme complexity. Another reason I like the book is their extensive use of metaphors and examples.TheonlywayIcanunderstandconceptsthathavelittleornoprecedent is to relate them to something I know – a metaphor. I like the physical world of tangible objects that I live in or fly over or ride in. These are understandable as a conceptual basis for understanding something unknown. Where the metaphor doesn’t hold, a good example from real business life is very helpful. The book’s metaphors and examples are really helpful in communicating these rather arcane business architecture concepts. I like their acknowledgement that there are short-term issues, and there are long-term issues. A lot of material has been developed to address the business’s short-term issues. This is the way to produce immediate, measurable results – benefits that those of us in the Western world especially appreciate. In the 24 July 2006 Fortune Magazine article ‘The New Rules’, the author, Betsy Morris, observes that Jack Welch, the retired CEO of General Electric, is held up as the epitome of the modern CEO: ‘Jack’s Rules are now the business equivalent of the holy writ, bedrock wisdom that has been open to interpretation, perhaps, but not dispute.’ The article continues with the theme that ‘Jack’s rules’ are ‘the old rules’. It also quotes Harvard Business School’s Rakesh Khurana in observing that ‘Managing to create shareholder value became managed earnings became managing quarter by quarter to please the street.’ ‘That meant a disinvestment in the future,’ says Khurana. ‘It was a reversal of everything that made capitalism the envy of the rest of the world: the willingness of a CEO to forgo
  • 22.
    Foreword xvii dividends andmake an investment that wouldn’t be realized until one or two CEO’s down the road. Now we are at a hinge point in American capitalism.’ Yes, we are! How do we intend to accommodate orders of magnitude increases in complexity and orders of magnitude increases in the rate of change? If you read newspapers or watch TV, you are acutely aware of current evidence that enterprises of today, in both public and private sectors, are not accommodating extreme complexity and extreme change. We are not talking about some day in the ‘sweet by and by’. Enter business architecture! My observation is: you cannot simply focus on short-term issues to the exclusion of the long term! You are optimizing the parts and sub-optimizing the whole. And at the point in time when you need to have your business architecture in order to address the increasing plethora of non-deterministic challenges and escalating complexity – it is too late! I have spent most of my professional life trying to understand and classify the total set of things that exist that are relevant and that can be formalized, made explicit, that would constitute the total knowledgebase of the enterprise – everythingthatcouldbeknowntocreate,change,manage,operateanenterprise, to enable an enterprise to be viable in an extremely complex and dynamic environment – the Information Age. That is, my Framework is an ‘ontology’ – it is not a methodology. I like Graham and Jonathan’s characterization of my Framework in the book. I spent my life trying to understand the templates, the meta model, the ontology for describing an enterprise, because until you have an ontology, nothing is repeatable and nothing is predictable. I know very little about the actual contents, the population of the templates. That is another big reason why I love this book. Graham and Jonathan have given me a great appreciation for what the actual contents, descriptive representations, of the enterprise would contain. This is the reason why I am going to read this book a third and a fourth – and maybe many more times! Now here, in my opinion, is the most practical message of the book, found early on:
  • 23.
    Business Architecture xviii The deliveryof an architecture doesn’t bring any direct benefit in its own right. Business architecture is not a solution, it is a tool. In the right hands it becomes an asset of strategic value to the organization. If business architecture becomes a solution, it is only good for one point in time. Ifitisatool,itisthemostvaluableassettheenterpriseowns–theknowledgebase of the enterprise that accommodates extreme complexity and forms the basis for change. That is what is needed to survive in the Information Age. If you have no idea how something works at the level of definition required to make actual changes to it, what are you going to change and how are you going to change it? ‘In the right hands [business architecture] becomes an asset of strategic value to the organization.’ I hope every business architect reads this book. In fact, I hope that every CEO who so enjoys Jack Welch’s books will read this book! To repeat the quote from Rakesh Khurana, whatever happened to ‘the willingness of a CEO to forgo dividends and make an investment that wouldn’t be realized until one or two CEOs down the road’? This is not to say there are no benefits to be realized from business architecture in the short term – there are plenty of benefits. But somebody better start thinking about business architecture as a tool for the future, or there is not likely to be a future! Business Architecture: A Practical Guide – the time has come. Thank you, Graham and Jonathan. John A. Zachman Glendale, California
  • 24.
    Preface Introducing Business Architecture Organizationstoday exist in an environment of unprecedented change, and they do so against a backdrop of a global, competitive marketplace, the fast- paced enablement of technology, amplified regulation and ever-increasing organizational complexity. It is these dynamics that are leading organizations to recognize and embrace business architecture. The intent of business architecture is not new: it is to enable organizations to achieve their business plans; to realize their vision. But what role does business architecture play? What unique value proposition does business architecture bring to the table? For business architects to get a seat at the table there need to be clear and consistent answers to these questions – there needs to be a compelling value proposition. However, business architecture can be a difficult ‘sell’ – it is often perceived to be abstract and lacking in tangible delivery. To succeed, business architecture must be pragmatic, and to be sustainable, it must focus on driving out value while recognizing that the value may not be immediate. Business architecture: • provides a way to describe and visualize the components of an organization; • enables organizations to be viewed holistically, providing traceability from intent (investment of financial and human capital) to outcome (operational cost reduction, faster time to market, reduced cost-to-market and cost-in-market, customer satisfaction, shareholder satisfaction and so on);
  • 25.
    Business Architecture xx • providesa mechanism to balance risk with opportunity; • is a collection of assets, methods, processes, directives and resources that combine to realize a purpose, a goal, a vision; • is complementary to other disciplines (such as P3M, business strategy and enterprise architecture). Business architecture is not ‘the solution’. If it is well-defined and shrewdly executed, it is a valuable asset, but if it is poorly defined and carelessly executed, it is a liability. We do not believe there is any competing alternate term for business architecture.Theonlytermthatmayconflictorconfuseisenterprisearchitecture (EA). What is the relationship between enterprise architecture and business architecture? Does business architecture sit within enterprise architecture, or vice versa? With this book we hope to advance the importance and scope of business architecture beyond what it is described as within current EA frameworks and standards. About this Book This book promotes the use and evolution of practices that are tried and tested; they may not be perfect – few things are. It recognizes and promotes the use of materials and methods that already exist; many organizations and many people (and not just business architects) have invested a significant amount of time in establishing a pool of knowledge and experience. Diversity of background, context and challenge is driving out many niche techniques and methods that will ultimately contribute to this evolving practice. This book does not propose a revolutionary way of structuring, developing or practising business architecture. Nor does it recommend a new definition for business architecture or a new notation to be adopted; there are plenty of definitions and notations out there already. This book is intended to be what it says: a practical guide that focuses on the most important aspects of business architecture – those that are crucial to delivering value. Business architecture should not be practised in isolation, nor should it be thought of as a one-off process; it needs to be woven into the fabric of the organization. And so we illustrate the opportunities for weaving the business
  • 26.
    Preface xxi architecture practiceinto this fabric through the various stakeholders and life cycles that exist, either formally or informally, within an organization. Alongside acknowledging best practice, this book explores a new, inspirational level of business architecture while recognizing that the best way to realize the vision is one step at a time. This book: • sets out the need for business architecture and the value that can be derived from it; • identifies the relationship between business architecture, its stakeholders and the disciplines related to it (for example, business strategy and planning); • describes the levels within organizations at which business architecture can be applied and the types of products that it delivers; • discusses the core elements (or building blocks) of business architecture – the foundations on which to build a business architecture; • highlights the practical aspects of establishing a credible business architecture practice, including the critical success factors and the competencies required of a business architect; • identifies the resources (materials, tools and methods) that exist to inform, enrich and enable a business architecture capability. Organizations are becoming too complex to evolve without a plan of the agents of which they are comprised. Without business architecture, organizations may be left in the dark as to the real operational risks they face, and the flexibility and agility that they should exhibit. The risks are there; they may be hidden or not easily visible, but they are there. It is how those risks are managed that can determine survival, and beyond that, excellence. Who Should Read this Book This book will appeal to you if you are someone who:
  • 27.
    Business Architecture xxii • ispivotal to the success of investment and change in organizations; • recognizes the need to link investment decisions to business strategy; • is involved in innovation such as the development of new products, services or business propositions; • interacts with business architects and wants a greater appreciation of business architecture; • is a practising business architect wishing to evolve their own architectures and practices; • is part of an architecture practice that is struggling to gain traction and/or is looking to make improvements; • ishavingtojustifytheestablishmentofabusinessarchitecturepractice; • has heard about business architecture and wants to understand more about it; • is embarking on a career as a business architect; • is in education and is considering business architecture (or a related disciplines) as a career; • is enrolled on a graduate or post-graduate course of Business Administrationandwishestounderstandhowbusinessarchitecture relates. Business architecture is an industry-independent discipline, so it will appeal to a broad spectrum of people. How this Book is Organized We have divided the book into six parts, as shown in Figure 0.1. These parts are based on the layers of the business architecture Value Creation Model (VCM) that we introduce in Chapter 1. As well as forming the backbone of the book, the model provides an overall structure for describing the numerous layers of business architecture.
  • 28.
    Preface xxiii Each partis further divided in chapters. However, we recognize that not everyone will want to read this book from cover to cover, so we have structured each chapter so that it can be read as a stand-alone text. The parts follow the introductory chapter (Chapter 1) and precede our vision for the future of business architecture in Chapter 18. We recognize that what you want out of this book may well depend on your role, therefore in Table 0.1 we suggest some specific paths through the text depending on what it is. We hope you get as much from reading this book as we did from writing it. PART VI: Architecture Resources PART V: The Architecture Practice and and Figure 0.1 How this book is organized
  • 29.
    Table 0.1 Role-basedpaths through the text Parts and Chapters Role Part I Part II Part III Part IV Part V Part VI 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 C-Suite: CEO, CFO, CIO etc. × × × × × × × × Change agent: portfolio, programme, project manager etc. × × × × × × × × × Architect: business, enterprise, capability etc. × × × × × × × × × × × × × × × × × × Considering a career as a business architect × × × × × × General reader × × × × × × × ×
  • 30.
    Acknowledgements Much of thecontent of this book is based on our own experiences, but we have not been alone on our journey. We have learnt from working with many talented architects whose passion has been inspirational – you know who you are! – as well as the business executives, programme and project managers, and others who have given us the opportunity to practise and develop our trade. Reviewing drafts of the book requires time and dedication, and we received these in abundance from our reviewers. Mark Carr, Serena Li and Peter Tapp gave detailed and supportive feedback of early drafts. We are also grateful to Sally Bean and Jeff Scott for their reviews of drafts and for sharing their insights in driving forward the adoption and future development of business architecture. We also acknowledge John Zachman, not only for his enthusiastic support of our efforts, but also for his contribution to the field of architecture over many years. There are a number of companies and organizations which provided input and allowed us to use their material, including the BBC, Forrester, The Open Group, Wiley Inc. and Zachman International, Inc., and of course all the websites that we raided for information. In addition, we are grateful to Celestial Consulting and Selvyn Wright. We also recognize that technology has had a part to play (not least because we live almost 6,000 miles apart), especially Skype and Dropbox, both of which are underpinned by great business models. We are indebted to Jonathan Norman, our publisher, for confirming that the market was missing a book such as ours. Also thanks to Jonathan’s colleagues at Gower for their enthusiasm while carrying out the numerous activities that transformed our final draft into the finished article – these include Fiona Martin, Chris Muddiman, Emily Ruskell, Huw Jones, Sue White, Melisa Young and many others.
  • 31.
    Business Architecture xxvi Writing abook invariably results in sacrifices, and it is usually those who are closest to the authors who make the greatest sacrifices and provide the greatest encouragement. This book is no exception, and so our greatest thanks go to Alessandra, a ‘high five’ to Arthur (who so often provided Skype interludes), and to Lindsay (not least of all for the proofreading), Lizzie (who ‘encouraged’ the venture in the first place) and Poppy (who, alas, received fewer walks than she would have liked).
  • 32.
    Abbreviations ACORD Association forCooperative Operations Research and Development ADM Architecture Development Method APQC American Productivity and Quality Center BAD Business Architecture Description BSC Balanced Scorecard BMM Business Motivation Model BOM Bill Of Materials BPM Business Process Management BPMM Business Process Maturity Model BPMN Business Process Model and Notation BRM Business Reference Model CBA Certified Business Architect CBM Component Business Model CEO Chief Executive Officer CFO Chief Financial Officer
  • 33.
    Business Architecture xxviii CIO ChiefInformation Officer CMMI Capability Maturity Model Integration COBIT Control Objectives for Information and related Technology COO Chief Operating Officer CRM Customer Relationship Management CSF Critical Success Factor CTO Chief Technology Officer DODAF Department Of Defense Architecture Framework DRM Data Reference Model EA Enterprise Architecture EDAP Environment, Direction, Action and Performance EM BRM Exploration and Mining Business Reference Model EPC Event-driven Process Chain ERP Enterprise Resource Planning eTOM enhanced Telecom Operations Map FEA Federal Enterprise Architecture GERAM Generalized Enterprise Reference Architecture and Methodology IDEF Integration Definition IEEE Institute of Electrical and Electronics Engineers IT Information Technology
  • 34.
    Abbreviations xxix ITIL® Information TechnologyInfrastructure Library KPI Key Performance Indicator LEED Leadership in Energy and Environmental Design MODAF Ministry Of Defence Architecture Framework MSP® Managing Successful Programmes NAFTA North American Free Trade Agreement NASCIO National Association of State Chief Information Officers NGOSS New Generation Operations Systems and Software OGC Office of Government Commerce PCF Process Classification Framework PEST Political, Economic, Social, and Technological PMBOK® Project Management Body of Knowledge PMI Project Management Institute PRM Performance Reference Model P3M Portfolio, Programme and Project Management RACI Responsible, Accountable, Consulted, Informed RASCI Responsible, Accountable, Supporting, Consulted, Informed RBM Replicable Business Model RFC Request For Change RFID Radio Frequency Identifier
  • 35.
    Business Architecture xxx ROI ReturnOn Investment RUP® Rational Unified Process SABSA Sherwood Applied Business Security Architecture SCOR® Supply Chain Operations Reference SFIA Skills Framework for the Information Age SIPOC Supplier, Input, Process, Output, Customer SLA Service Level Agreement SMART Specific, Measurable, Achievable, Realistic, Time‑bound SPEM Software and systems Process Engineering Metamodel specification SRM Service component Reference Model STEER Socio-cultural, Technological, Economic, Ecological, Regulatory SWOT Strengths, Weaknesses, Opportunities, Threats TBM Target Business Model TCO Total Cost of Ownership TOGAF® The Open Group Architecture Framework TOM Target Operating Model UML Unified Modelling Language VCM Value Creation Model VRM Value Reference Model
  • 36.
    1 Introduction The Macro Picture Theextraordinary events in the financial markets early in the twenty-first century had a substantial impact on the global economy – almost everyone was impacted in some way, either directly or indirectly. Private and public organizations tightened their belts, reignited their focus on delivering value from their investments and demanded more bang from their buck. But, as the saying goes, ‘Money isn’t everything,’ and characteristics such as a compelling customer experience, innovation and agility have become prominent differentiators. At the same time, organizations have become increasingly complex ecosystems. Rigid organization structures are being replaced with a network of inter-related, loosely coupled capabilities fused by a common vision – or at least you would hope so! Product and service offerings are now more sophisticated, and the ‘customer expectation’ bar is rising every day. Industries and marketplaces face increasing regulation, introducing constraints on the one hand, and opportunities on the other. Internationalcompanies,once‘holdingcompanies’foralooseconfederation of businesses operating in geographical silos, are now striving to become truly internationalized businesses. New technologies that enable the creation of a systems and informational platform capable of supporting global operations are now breaking down traditional silos and creating integrated businesses. The benefits of rationalization, economies of scale, global customer propositions, franchising and labour arbitrage are driving businesses to become webs of interconnected and integrated service providers in a way that they have never been before.
  • 37.
    Business Architecture 2 But thatjust brings us as far as today. What about the big issues that we face in the future? The growing global economy and globalization increases competition, and that in turn fuels greater innovation. The frequency and potency of technological innovation is likely to increase. Other dimensions also play their part: scarce resources (minerals, water and food) in the face of a growing human population. Ecological concerns are driving organizations to consider total product life cycle beyond sale into product recall and recycle. Demographics is forcing a greater focus on long-term financial planning and commitments. Trading zones and supranationalism are stimulating the free movement of labour and immigration, and social networking is enabling new kinds of democracy. About Business Architecture Against this backdrop of change, business architecture is maturing into a discipline in its own right, rising from the pool of inter-related practices that include business strategy, enterprise architecture, business portfolio planning and change management – to name but a few. But what is business architecture? Ask ten architects and invariably you will get at least ten answers! It is different things to different people, although there is generally common ground about what it aims to achieve. There is no single agreed definition of business architecture, or any other architecture for that matter. We do not intend to offer yet another definition, although we do position ourselves to address this complex topic. In this book, we view business architecture as a collection of assets, methods, processes and resources that all contribute towards enabling the goals of the organization. Of course, to existing practitioners there is more to it than that, and we address those details, including the purpose of business architecture, its value proposition and what the key assets of a business architecture look like. Several definitions of business architecture exist: • The Institute of Electrical and Electronics Engineers (IEEE)1 defines architecture as: 1 IEEE Standard 1471-2000: IEEE Recommended Practice for Architectural Description of Software- Intensive Systems.
  • 38.
    Introduction 3 The fundamentalorganization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution. Although this is a definition for the architecture of software systems, the core concept is applicable to business architecture. You can replace ‘system’ with ‘business’; the components are the resources (people, technologies, facilities and so on) that collaborate to deliver products and services. • The Open Group Architecture Framework (TOGAF)2 defines business architecture as: a description of the structure and interaction between the business strategy, organization, functions, business processes, and information needs. • The Business Architecture Special Interest Group3 defines business architecture as: a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands. • Wikipedia4 defines business architecture as: a part of an enterprise architecture related to corporate business, and the documents and diagrams that describe that architectural structure of business. Each definition is valid, but no single definition is all-encompassing. In this book we aim to push the boundaries by exploring deeper into the discipline of business architecture, for example by addressing the non-deterministic, ‘living’ ecosystem that represents today’s organizations. We also focus considerably on the rationale for using it, and we deliberately take a business-centric perspective in order to shift the thinking away from the IT-centric views that have shaped the discipline to date. 2 TOGAF: http://www.opengroup.org/togaf/, accessed 10 March 2012. 3 http://bawg.omg.org/, accessed 10 March 2012. 4 http://en.wikipedia.org/wiki/Business_Architecture, accessed 10 March 2012.
  • 39.
    Business Architecture 4 Business architectureis not just for the global operatives; yes, the larger the organization, the more formal the manifestation of its architecture should be. But the ambitions and ideals of a business architecture should benefit all organizations, be they large or small, for-profit or not-for-profit, emerging or established. We must not lose sight of the fact that architecture is a means to an end, and for business architecture the end is the realization of the business vision. But in reality, we also need to consider the journey as well as the destination. Inside Business Architecture Business architecture is a complex topic comprising numerous layers. Developing a business architecture for an organization means taking a 360-degree perspective incorporating each of those layers. We do the same for the business architecture practice, and like an onion, we peel away the different layers of the topic. Figure 1.1 shows our Value Creation Model that defines those layers. The Architecture Practice Architecture Resources Figure 1.1 Business architecture Value Creation Model (VCM)
  • 40.
    Introduction 5 Using theVCM, we look at the environment within which the organization and practice operates, and we identify the influences that pose as threats and opportunities. We outline the rationale for getting started, and the value proposition that a business architecture practice can deliver to stakeholders. Taking this value proposition, we then present the different ways in which the practice can be integrated into the fabric of the organization, identifying ten major stakeholder groups and six major process life cycle groups through which business architects can engage. Recognizing that one size does not fit all, we discuss the different manifestations of business architecture. We present a Four‑level Business Architecture Model, starting with the top, macro‑level architecture and working down through to the bottom, project‑level architecture. We also discuss the various deviations from this model that we have experienced during our practice in larger organizations. We also discuss the various architecture outputs produced, including, for example, operating models and business architecture descriptions (BADs). We then identify the business architecture ‘building blocks’ used to construct the architecture outputs: the elements, views and underlying models that describe an architecture. Achieving a sustainable value proposition means investing in establishing a robust business architecture practice, so we identify the challenges it faces, its critical success factors, the role of a business architect, and the evolution of the practice. Finally, we discuss some of the prominent architecture resources: the architecture frameworks, reference models and tools available to business architects to increase their productivity and deliver value more quickly to stakeholders. The organization must support progressive change with minimal impact to business operations. It must also facilitate business-led reconfiguration to enable the timely exploitation of new business opportunities. To achieve this we believe organizations must be created from an explicit business architecture. Current state architecture expresses a representation of the current organization, whether architected or not. Future state architecture represents the envisioned organization in abstract form that is then created in reality via
  • 41.
    Business Architecture 6 change initiatives(programmes and projects). The VCM provides a framework to optimise the practice of business architecture and to optimize the transition from the current organization to the desired future organization. Terminology Later in the book we talk about engagement principles for the business architect. More than one of those principles highlights the need to establish a common language with which to connect with architecture stakeholders and describe the business architecture consistently. In this spirit, before jumping into the rest of the book we will describe a few concepts and terms to ensure that the meaning and spirit of the text is conveyed in line with that principle. This book discusses business architecture, but we recognize that the subject matter is as applicable to governmental and non-commercial organizations as much as commercial businesses, hence we have used the terms interchangeably. Throughout the book we have used the term architecture element to represent any discrete thing that could be used to describe a business within the architecture; we also use the terms element and component synonymously. We use the terms agent, building block and relationship to be more specific than ‘element’: the term agent is used to represent parts of the architecture that may be described as active, initiative, non-deterministic, self-minded, chaotic, natural, social or organic (usually reserved for people, organization units and organizational entities); building blocks may be described as passive, reactive, deterministic, synthetic, technological; we capture important relationships between building blocks and agents: for example, causality, dependency, location, applicability, ownership, command/control, composition, inheritance, or any other meaningful and useful association. Recognizing that building blocks come in different forms and that constructing more sophisticated building blocks is certainly a product of advancing technology, we may qualify building blocks as ‘primitive’ or ‘composite’: primitive building blocks represent base or atomic parts, and composite building blocks represent assemblies of other architectural elements. We generally assume agents to be composite in nature, but we often have no control over that composition. There is a lot of discussion among business architects of the concept of capability and capability models. We use the dictionary sense of the term ‘capability’: an ability that an organization, person or system possesses to do
  • 42.
    Introduction 7 something orachieve certain outcomes. To describe a capability might mean having to create a composite building block, typically describing why it is required, what activity is, or can be, accomplished (perhaps in terms of services), what resources are needed (skills, knowledge, information, technology), what methods (processes and procedures) are used, what controls are required to manage and govern the capability, and what metrics are used to measure performance. For the sake of brevity, we have used the term customer offering to mean either product(s) and/or service(s). We use the term organization unit to represent a real, internal unit within an organizational entity of any size, for example: teams, departments, divisions, subsidiaries and branches. We don’t preclude an organization unit being a legal entity within a group of companies. An organization unit is a kind of agent (see previous definition). We use the term deliverable and artefact synonymously to represent things that are produced as outputs from the business architecture: for example, business architecture descriptions, reports, analyses and information for publication. We use the term asset to represent any kind of non‑consumable or financial resource to which the organization is reliant for its success. We use view and viewpoint as described in ISO 42010: a view presents a specific set of architectural information to a standard dictated by the template of the viewpoint. The viewpoint describes the stakeholder (user), the concern addressed by the view (the content) and other aspects such as format and style. Despite the simplicity, these terms are occasionally considered to be confusing. To clarify: a viewpoint is like a lens or filter that you would use to view the architecture; each different architecture or part of the architecture you observe through the lens will give a different view. We define some other terms in the Glossary. Success is more a function of consistent common sense than it is of genius. An Wang
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    Part I The Rationalefor Business Architecture The Architecture Practice Architecture Resources
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    2 Recognizing Today’s Business Dynamics ContinuousChange Waves of change are hitting organizations with increasing frequency and ferocity. Technological and competitive pressure is forcing organizations to achieve greater efficiencies while meeting ever-declining price points. As customers expect more for less, organizations have to deliver better service and greater value for money year on year. To survive, organizations must provide customers with great customer offerings and at the same time maintain their ability to change or reinvent themselves, and do so with agility. Increased competition fuelled by an expanding and maturing global marketplace and the penetration of technology into the home has led to rising customer expectations. To do better than just survive, organizations must offer something unique; in the industrial age a key differentiator was price, but in the information (or, arguably, knowledge) age there are many dimensions, including, but certainly not limited to, customer experience, personalized customer service, responsiveness, agility and innovation. These are the dynamics that today’s organizations face. But change has always been present, and it has always been a necessity for organizations to master change if they want to excel. Many organizations respond by reorganizing themselves, and others by reinventing themselves. Take, for example, 3M, a company that started out as a niche mining concern and evolved into a multi-billion-dollar solution provider to customers in over 200 countries with over 55,000 product solutions,1 and Nokia, which started off 1 History of 3M Company: http://solutions.3m.com/wps/portal/3M/en_WW/History/3M/ Company/At-a-Glance/, accessed 10 March 2012.
  • 47.
    Business Architecture 12 as amanufacturer of paper, then went into rubber and electricity generation, then telecommunications.2 The most successful companies adapt to embrace and exploit change; others (but not all) survive. Increasing Competition and Globalization The response to constant change is not a simple case of modernizing or refreshing an existing product or service line. The Internet as a distribution channel has removed geographical borders and allowed even the smallest companies to compete with the largest. The Internet has shrunk the world and provided access to a global community to ramp up competition. Web 2.03 is with us, and Web 3.04 takes advantage of semantics to create ‘intelligent products and services’. Addressing these dynamics is leading organizations to restructure and reorganize themselves in a more integrated fashion, not just to the existing business model, but to a reinvented one. At the same time organizations are extending out to third parties and offshore locations, creating an ecosystem of collaborating entities. The pressure to squeeze out inefficiencies of more conventional, siloed organizations is irrepressible. Whether the silos exist as individual legal entities under the umbrella of a holding company or as disparate local and international divisions within a single entity, organizations are focusing on developing capabilities that drive strategic differentiation. Furthermore, they are exporting capabilities from the core to the external reaches of the ecosystem where they are commoditized and/or most efficiently served. Organizations are eliminating, rationalizing, standardizing and reusing common labour, products, services, processes and technology. And they have to do so against a backdrop of increasing regulation – one of the costs of doing business – and corporate and social responsibility. 2 The Story of Nokia: http://www.nokia.com/global/about-nokia/company/about-us/story/the- nokia-story/, accessed 10 March 2012. 3 Web 2.0: http://en.wikipedia.org/wiki/Web_2.0, accessed 10 March 2012. 4 Web 3.0: http://en.wikipedia.org/wiki/Web_3.0#Web_3.0, accessed 10 March 2012.
  • 48.
    Recognizing Today’s BusinessDynamics 13 In some cases, changing the existing organization is too difficult. We saw this with the Internet boom at the start of the twenty-first century. Bricks-and- mortar organizations were just too slow. To compete with new market entrants, start-ups were incubated and grown alongside their bricks-and-mortar parents, and either subsequently integrated or left to operate alone under a differentiated branding. This model is still likely to be necessary going forward. However, the option for organizations to disassemble and reassemble is, in most cases, not feasible because no one really understands how their organization works and which of its activities are decisive in making profit and loss. Rarely can any individual understand all the complexities of today’s conglomerates. The Influence of Technology Change may be constant, but the pace is not: technology is a major accelerant. So dramatic is technology’s influence that it has the power to redefine the business landscape, to shape the structures and behaviour of organizations, to ultimately determine the success of organizations. With such an influence, organizations cannot ignore technology; they must embrace it.As organizations develop technology, exploit technology, sell technology, they must ensure that they refresh and rejuvenate their business models to ensure they are not wrong- footed or even marginalized by competitors. Their business architecture must change in tandem. New technological advances are creating opportunities for start-up organizations to challenge the fundamental business models of industry sector leaders, sometimes leaving them stranded and struggling to survive and compete. Examples include: • Amazon versus book stores • iTunes versus music stores • Google versus traditional advertising • iPads versus laptops versus desktops • smartphones versus mobile phones • Netflix versus Blockbuster
  • 49.
    Business Architecture 14 If thoseexamples don’t convince, today there are organizations that can attract more revenue from the advertising on their website than they can from the products and services they channel through the website. We can be sure that there is more to come; the twenty-first century has been declared the ‘century of intellectual property’. If everyone owns a 3D printer in twenty years’ time, then distribution of ‘print designs’ will become the new media content. In the future, will iTunes be selling designs for printing a coffee table, a TV, a violin? Prototype printers are already printing prototype human organs. Advances in body scanning will enable replacement organs to be grown to custom-fit the customer. The Whole and the Parts A modern-day motorcar has over ten thousand parts on average, and a Boeing 747 has six million.5 Each of these has some form of architecture in place. A motorcar has a transmission system, fuel supply system, electrical system, exhaust system, steering system, engine, suspension system, braking system, cooling system, chassis, and so on; an aircraft has a fuselage, cockpit, wings, tail fins, engines, fuel systems, cargo storage, passenger compartments, flight systems, and so on. Construction of motorcars and aircraft is complex, but their design and manufacturing has been constantly refined over the last hundred years or so. In other words, their architecture is well understood. This architecture is relatively static in nature: once these machines have been designed and manufactured, they are largely expected to operate to the same functional and quality specifications throughout their working life. The complexity of these manufactured items compared with a living ecosystem is relatively simple: they are tangible, broadly predictable and measurable, and hence manageable. Of course, we do not underestimate the design and engineering feats required to create something like the Boeing 747 – it is without doubt one of the most recognizable icons of the twentieth century. But developing an architecture for something that is constantly changing in purpose, operation and nature, that contains as many dynamic agents as it does static agents, represents another level of challenge, and one that every large organization faces each day. 5 http://www.boeing.com/commercial/747family/pf/pf_facts.html, accessed 10 March 2012.
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    Recognizing Today’s BusinessDynamics 15 Complexity and richness of capability6 is increasing. Organizations are using layering, componentization, encapsulation, standardized interfaces and standards to hide and manage complexity. One of the reasons that Apple7 products are popular is that their underlying technical complexity is hidden from the user by simple, intuitive interfaces. In other words, organizations introduce ‘layers’ to shield customers from the complexity of their operations and, also so that they can be more flexible or agile. Some organizations achieve this with varying degrees of success, as we have all discovered through using Internet sites and customer call centres. Managing complexity in this way drives up the number of parts in a ‘solution’. Organizing the parts structurally and determining how they behave and interact requires an architecture to ensure that the collective set of parts operates optimally. Also, smarter or multi-purpose, multi-feature parts are more complex than uni-purpose parts. For ‘parts’ read ‘components’; for ‘components’ read ‘resources’; for ‘resources’ read ‘people’. The multi-faceted nature of these parts means that to suit circumstance, they: • can be configured in different ways; • can be fit together in different ways; • can operate in different ways. With a solution like an aircraft, with thousands of different kinds of parts, without an architecture composed of superstructures, structures, assemblies, sub-assemblies and parts, conception would be difficult and construction and maintenance would be harder. Furthermore, the aircraft has to be designed to cope with the challenges it will face in the skies. It is not sufficient to optimize each of the parts individually: having each part optimized for its own aims doesn’t necessarily mean an optimized whole. A car with a super-powerful engine able to achieve 300 km/h is not much use unless the brakes are up-rated accordingly. 6 We define capability as being all the building blocks and agents necessary to provide one or more services, including the business processes, human resources, technology and facilities (buildings, power and so on). 7 Apple, Inc.: http://www.apple.com.
  • 51.
    Business Architecture 16 Staying withthe car analogy briefly, when asked the question ‘What controls the speed of a car?’, the answer from the majority of respondents is the gas (or accelerator) pedal. However, other answers are equally valid depending on your perspective: for example, the brakes, the weather conditions, the environment in which the car is being driven (for example, in the vicinity of a school, an urban area), the condition of the car itself and the condition (ability, experience, mental state and so on) of the driver. Like driving a car, organizations need to consider all aspects of the environment in which they operate. So we see the trends and the actions. But what are the consequences of such change, and what does the new world look like? We are already seeing traditional organizations evolving into organizations constructed from an operating platform of common processes, technologies, information and services that can be orchestrated to deliver differentiated (and in many cases mass-customized) customer propositions through multiple channels. Such organizations are no longer composed of rigid functional structures with well- defined boundaries and interaction channels. Today’s global organizations are complex ecosystems that cannot be represented by simple hierarchical charts; they reveal fractal-like complexity when you examine their detail. Business architecture provides the holistic perspective to understand this complexity. We talk about whole, parts and structures of an organization in this book, and although we make comparisons to complex machines, organizations are not mechanistic, but largely social. Organizations are full of people, so organizations must be designed to maximize the human potential as well as the technology. In many ways society provides useful parallels to understand the problem facing business owners, managers and architects. Deciding to swing towards or away from employing stronger architecture and more command and control methods across an organization with less freedom for the individual parts is akin to political swings in society: swings between greater or less private sector and public sector contribution to society; swings between powers of the state and powers of the individual. The real challenge for organizations is to get this balance right.
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    Recognizing Today’s BusinessDynamics 17 The world is moving so fast these days that the man who says it can’t be done is generally interrupted by someone doing it. Elbert Hubbard
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    3 Positioning for Change BusinessArchitecture and the Organization In an unpredictable world, a competitive business needs as many options as possible to ensure that when change comes it can adjust and respond accordingly. To achieve this it must have a business architecture to create and manage an operating platform that is easily configurable and extendible. Such an architecture must ensure that: • the internal parts of the organization integrate and operate together efficiently and effectively; • the parts operate in a robust and resilient manner; • the parts can be upgraded, extended or replaced; • the impact of change is unambiguous; • the associated risks can be understood and managed. Business architecture aims to define what the ecosystem in which the organization lives should look like and how the elements of which it comprised should be best arranged. This is in contrast to, and complementary to, other change related disciplines such as P3M (Portfolio, Programme and Project Management) which we discuss in detail in Chapter 7. Business architecture serves to facilitate change and the identification of change work packages (programmes or projects) necessary to take the organization from where it is today to where it wants to be in the future, following a defined roadmap. Crucially, this change is not based upon a ‘scrap and rework’ mentality, but a ‘learn–adjust–deploy’ evolutionary cycle.
  • 55.
    Another Random Documenton Scribd Without Any Related Topics
  • 56.
    I have abandonedhope ... yet love remains. I no longer believe that any happiness is possible for me in the future, but you I love more every day; better than the first day, better than yesterday, better than this morning, better than a moment ago; and still I am not happy. A PAGE OF JULIETTE DROUET’S NOTE-BOOK IN 1834. The note-book belongs to M. Louis Barthou. You remember what I used to say to you when Marie Tudor was in rehearsal? “Those wretches have robbed me of my self-confidence; I dare not, cannot rehearse any more; I feel paralysed.” To-day, it is not a theatrical part that is in question—it is my life. Now that calumny has crushed me, now that my mode of life has been condemned without my having a chance of self-defence, now that my health and reason have been expended in this struggle without profit or
  • 57.
    glory, now thatI have been held up before the public as a woman without a future, I dare not, cannot live longer ... this is absolutely true ... I dare not live. This fear has brought me to the verge of suicide ... a peculiar suicide. I do not propose to kill myself like other people. I mean to sever myself from you, and, to me, such a severance signifies death. Death certainly. I have already made one experiment of the kind, therefore I am sure. I am confirmed in this project by the reflection that you will thereby be restored to liberty; that you will be free to direct your life and your genius in the way best suited to your happiness; that I shall no longer be an obstacle in your path, but an object of pity and indulgence—pity for what I shall suffer, indulgence and forgiveness for such of my faults as have made you suffer. If the excess of my love and grief should bring me back to your side, do not notice me ... shut your eyes, stop your ears, remain in your own house ... thus you may learn to forget, while I ... I ... shall die. I shall not suffer long. I shall soon be at rest. It is raining hard at this moment, and I am in a raging fever. No matter, I shall go out. I do not know whether you propose coming to fetch me. If you do not, I cannot tell what time I shall return home. I don’t care, I am mad! I am in torture such as I have never yet endured! yet I love you even more than I suffer. My love dominates my whole being. I love you! Juliette. 5.30 (1834). You wish me to write to you in your absence. I am always unwilling to accede to this desire, for when we are separated, my thoughts are so sad and painful that I should prefer to hide them from you if possible. You see, my Victor, this sedentary, solitary life is killing me. I wear my soul out with longing. My days are spent in a room twelve feet square. What I desire is not the world, not empty pleasures, but liberty—liberty to act, liberty to employ my time and strength in household duties. What I want is a respite from suffering, for I endure a thousand deaths every moment. I ask for life—life like yours, like other people’s. If you cannot understand this, and if I seem foolish or unjust in your eyes, leave me, do not worry about me any more. I hardly know what I am writing; my eyes are inflamed, my heart heavy. I want air, I am suffocating! Oh, Heaven,
  • 58.
    have pity uponme! What have I done to deserve such wretchedness? I love you, I adore you, my Victor; have pity upon me. Kill me with one blow, but do not let me suffer as many eternities as there are minutes in every one of your absences. What am I saying? I am delirious, feverish. Oh God, have mercy on me! Juliette. November 4th, 8.30 p.m. (1834). Yes, you are my support, the stable earth beneath my feet, my hope, my joy, my happiness, my all! I do not know how these halting words of mine can be expected to convey my thoughts to your mind, but this indeed is truly and sincerely meant: that you are to me the noblest, most sincere, most generous of men. I believe this, and have absolute confidence in your power to frustrate the evil fate which holds me in its grip. My dearly beloved, you were quite charming just now, and you are perfectly right when you say that there is an element of vanity in your nobility of conduct; for nothing could be more becoming than the elegant and dignified manner in which you raised me just now from my knees. You were really great. You were a king! My darling little Toto, chéri! I am going to bed now, because I am not certain that you will come early enough to take me out; and, after all, you are not the sort of man to be scandalised by finding a woman in bed, especially ... Juliette. 1834. My dearly Beloved, I am always wishing I were a great actress, because, if my soul and intellect were equal to yours, another link would be forged between us; but I wish it still more at such a time as this, for I should then be able to relieve you of the annoyance of being at the mercy of an old woman, whose conceit has made her aggressive.[63] I need not finish this letter, for here you are! 1835.
  • 59.
    It is longafter 11 o’clock. I am no longer expecting you for a walk, but I still hope to see you this evening. I write you these few lines as an apology for the disappointment I feel each time you fail me. I am miserable, but not angry; I shed tears, but do not reproach you; I am often much to be pitied, but I never cease loving you to distraction. If only you would believe this, I think I could bear my invidious position with more resignation. I am afraid you misapprehend my love, and this anxiety often makes the days seem long and sad. But I must not forget that you are working and worn out, and that you have neither strength nor leisure to listen, that is to say, to read of my worries. 11.30 p.m. Here you are! I am finishing this letter more untidily even than usual. Luckily one’s character, and, more important still, one’s heart, are not exclusively interpreted by one’s handwriting. Juliette. Saturday, 3.15 p.m. (1835). My poor, dear, beloved Toto, When I see you so preoccupied with important business I am ashamed to add to your fatigues by the reiteration of my devotion, which you already know by heart. Did I not fear that you would misunderstand my silence, I should put an end to these letters, which, after all, are only a cold skeleton, a dull narrative of the generous, tender, passionate feelings which fill my heart. I should stop them, I say, until after the production of your play, reserving to myself the privilege of taking my revenge afterwards by multiplying my words and caresses. This is what I should do if you felt only a quarter as much solicitude for your dear little person as I do. It is nearly three o’clock. I hope by this time everything has gone off well at rehearsal. It is high time, my admired, beloved, adored poet, you left that wretched den they call the Théâtre Français. You will leave it with full credit to yourself, notwithstanding the ill-will of that jealous old wretch, and the stupidity, hatred, and malice of the cabal against you. You will see, my splendid lion, whether those hideous crows will dare croak in face of your roaring. As for me, if anything could make me prouder
  • 60.
    and happier, itwould be that I alone understand you. Juliette. Saturday, 1.30 p.m., April 11th (1835). Why were you so smart just now? It makes me dreadfully anxious, especially in conjunction with your early morning walks to the Arsenal. Toto ... Toto ... you do not know what I am capable of; take care! I do not love you for nothing. If you deceived me the least bit in the world I should kill you. But no, seriously, I am jealous when I see you so fascinating. I do not feel as reassured as you would wish me to be. In fact, I insist upon attending these rehearsals. I do not choose to confide my dear lover to the discretion of nobody knows who. I wish to keep my lover to myself, in the face of the nation and of all French actresses. That is my politic and literary resolve: I shall put it into execution, from to-morrow. By the way, this is my birthday. You did not even know it—or, rather, I dare say you do not care whether I was ever born or not. Is it true that you do not mind one little bit? That is all the importance you attach to my love! And yet one thing is very certain: that I was created and put into the world solely to love you, and God knows with what ardour I fulfil my mission. I love you—ah, yes, indeed, I love you—I love my Victor! Juliette. Saturday, 8 p.m. (1835). I am more than ever resolved to separate our lives one from the other. What you say about Mlle. Mars’s increasing age and the impossibility of obtaining a double success through her, literary as well as financial, and about the necessity of securing the services of Madame Dorval or some equally handsome and celebrated actress, makes me determined to sever our connection as speedily as possible, no matter where I may have to go, or under what pecuniary conditions. Your words to-night prove that you have had private intelligence about Mlle. Mars, Madame Dorval, and the theatre generally, that you have concealed from me, although it must completely revolutionise the plans made by you for the first play you were to give at this theatre. The secrecy you have maintained on the subject, contrary to all your promises to conceal nothing from me, grieves me more than the
  • 61.
    treachery of MonsieurHarel and Mlle. George, more even than the wicked animosity of your enemies and the perfidy of your intimate friends against myself. This silence is proof positive that I am a hindrance to your interests; you dread my ambition and my jealousy; you had already seen the propriety of giving a part to Madame Dorval, but you did not dare tell me so, for fear of encountering resistance and tears from me at this new distribution. You have only partially averted these. I will not attempt to thwart you, on the contrary; as for my tears, they are not worth wiping away, nor even restraining.[64] From this very night we cease our communion of dramatic interests. I go back to the position I ought never to have left: that of a hack actress, who is given any part, and badly paid at that. You resume your liberty without any impediment. Let us hope this new resolution will conduce to our greater happiness. Juliette. Tuesday, April 28th, 1835. Four hours before the production of “Angélo.” This is just to remind you of my love, and that it will only be purified and augmented by the ill-luck and perfidy to which you are more exposed than others, my noble poet, my king—king, indeed, of us all, though lover only of me: is that not so? I have nothing to fear from you, have I, my darling? You will take care of yourself and resist the advances of that shameless woman. Promise me this. I would not allude to it to-day, only I feel so uneasy at the thought of your spending the whole evening in her society, that I would give my life to prevent it. If you understood the greatness and quality of my love, you would appreciate my alarm. Think of poor me, sitting at the back of a box to-night, enduring all the anguish of jealousy and love. Juliette. Madame Pierceau came at one o’clock, leaving Monsieur Verdier in a cab below. He was desperate at the loss of his stall, which, he hears, was taken from him by your orders. As I did not know what to say about it, I advised Madame Pierceau to send him to you. Monsieur Pasquier, as I anticipated, has not taken Madame Récamier’s box. I wonder what you have done with it. Did it reach you in time?
  • 62.
    Midnight, Tuesday, April28th, 1835. An hour after the triumph of “Angélo.” My cup is full. Bravo! bravo!! bravo!!! bravo!!!! bravo!!!!! For the first time I have been able to applaud you as much as I wished, for you were not there to prevent it. Thank you, my beloved! Thank you for myself, whose happiness you increase with every second of my life, and thank you also for the crowd that was there, admiring, listening, and appreciating you. AUTOGRAPH LETTER FROM JULIETTE DROUET TO HER DAUGHTER CLAIRE.
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    AUTOGRAPH LETTER FROMJULIETTE DROUET TO HER DAUGHTER CLAIRE (continued). I saw and heard everything, and will tell you all about it; although if the applause, enthusiasm, and delirium could be measured by sheer weight, my load would indeed be heavy. I will give you full details of the performance, to-morrow, for I dare not hope to see you to-night; it would be too much happiness for one day, and you do not want me to go mad with joy! Till to-morrow, then. If you knew how conscientiously I clapped Madame Dorval, you would hesitate to say or do anything to add to the soreness I already feel at the thought that another than I has been selected to interpret your noble sentiments. There, now I am giving way to sadness again, because you are with that woman! Good-night, my beloved. Sleep well, my poet, if the sound of the great chorus of praise does not prevent it. To your laurels I add my tender caresses and thousands of kisses. Juliette. Friday, 8 p.m. (1835). If I were a clever woman, my gorgeous bird, I could describe to you how you unite in yourself the beauties of form, plumage, and song! I would tell you that you are the greatest marvel of all ages, and I should only be speaking the simple truth. But to put all this into suitable words, my superb one, I should require a voice far more harmonious than that which is
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    bestowed upon myspecies—for I am the humble owl that you mocked at only lately. Therefore, it cannot be. I will not tell you to what degree you are dazzling and resplendent. I leave that to the birds of sweet song who, as you know, are none the less beautiful and appreciative. I am content to delegate to them the duty of watching, listening and admiring, while to myself I reserve the right of loving; this may be less attractive to the ear, but it is sweeter far to the heart. I love you, I love you, my Victor; I cannot reiterate it too often; I can never express it as much as I feel it. I recognise you in all the beauty that surrounds me—in form, in colour, in perfume, in harmonious sound: all of these mean you to me. You are superior to them all. You are not only the solar spectrum with the seven luminous colours, but the sun himself, that illumines, warms, and revivifies the whole world! That is what you are, and I am the lowly woman who adores you. Juliette. If you are coming to fetch me, as you led me to expect, I shall see you very soon now. I have never longed more ardently for you. Lanvin has just come. I will tell you about it when I see you. Thursday, 7.30 p.m. (1835). To my dear absent One. I hardly saw you this morning. I have not seen you this evening, and God knows what time it will be before you come to take me to Angélo—for I do not admit the possibility of a single performance taking place without my presence: besides, I am not sorry to know exactly how much time you spend with these actresses of the sixteenth century, and those of the nineteenth, who are no less dangerous. There, I am nearly as cross as I am sad. I had vowed I would not write at length to-day, just to teach you not to throw my letters aside without reading them. Myself, my letters, forgotten! You certainly manage to be the most worshipped and the least attentive of lovers. Oh, you do not care! Never mind, I am sad. I am longing for you to-night, as the poor prisoner hungers for his pittance at the hour he is accustomed to receive it. But you are indifferent—you can calmly let my soul die of inanition—do you not love me, then? Tell me!
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    Well, I loveyou. I love you my Victor. I forgive you, because I hope it is not your fault, and also, because I cannot prevent myself from loving you. Juliette. Tuesday, 8 p.m., 1835. You hurt me a little bit just now, my Toto. While I was sacrificing the happiness of being with you one moment longer, to your need of repose, you were worrying about trifles, and not giving me a thought or a farewell. In moments like these I am forced to realise that you do not care for me as I care for you, and I feel wretched in consequence. Another thing I have observed is that you never allude to my letters. You neither notice the complaints I make nor the love I shower upon you with every word. You have turned my happiness and content into sadness. My Toto, you do not love me as I love you. You have exhausted your faculty of loving. I tell myself that the enthusiastic and passionate devotion you once cherished for me has degenerated into mere partiality—then I mourn and mope, like a woman betrayed. If you knew how I love you, my Toto, you would understand the anguish of my eagerness, you would pity me, and, instead of leaving my letters unanswered, you would fly to me the moment you have read them, to reassure and comfort me if my fears are unfounded. Never mind, I give you a thousand kisses. How many will you waste? Juliette. Tuesday, 12.30 p.m. (1835). My dear little Toto, You have written me a very charming letter. I cannot send you one as fascinating; all I can do is to give you my whole heart and thoughts and life. You are quite right when you say that I shall soon give myself to you again, regardless of the sorrows that may follow. It is true, for I could sooner dispense with life than with your love. But let me tell you again the joy, surprise, and happiness, your letter caused me. You are better than I, and you are right when you think me an old idiot. I am in the seventh heaven this morning. You have never given me so much happiness, my dear little Toto. I am so grateful! I cannot love you
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    more in return,for that were impossible; but I can appreciate in a higher degree your worth and the depth of your affection for me. You are my dear little man, my lover, my god, my adored tyrant! I love you, adore you, think of you, desire you, call upon you! Juliette. Which do you like best, quality or quantity? Monday, 8.20 p.m. (1835). I adore your jealousy when it gives me the pleasure of seeing you at an unaccustomed hour; but when it simply consists in suspecting me without advantage to ourselves, oh, how I detest it! You were rather cross to-day, but you atoned so amply by coming as you did, that I would willingly see you a little bit unjust to me every day, if it entailed the pleasure of having you one minute longer in the evening. If you only knew how true it is that I love you, you could never be jealous, or admit the possibility of my being unfaithful to you; and again, if you knew how much I love you, you would come every moment of the day and of the night, to surprise me in that occupation, and you would ever be welcomed with transports of joy. Yes, yes, I love you! I do not say so to force you to believe it, but because I crave to repeat it with every breath, with every word, in every tone. I adore you much more than you can ever wish. I love you above all things. Juliette. You attach too little importance to my letters as a rule. You forget that fine unguents are contained in small boxes, great love in trivial words. Friday, 2 p.m. (1835). You want a huge long letter ... and yet another huge long letter ... you are not very modest in your requirements. What would you say if I asked as much?—you, who write to every one in the world except me. I have a great mind to treat you according to your deserts, and write only as much as you write, love you only as much as you love me. You would be nicely punished if I did this. But do not fear; I should never play you such a scurvy trick. I am too much in need of an outlet for the superabundance of my heart, to
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    venture to closethe issue. I am too anxious to tell you every day how much I adore you, to condemn myself to silence. I long too much to get near you, in thought at all events, to afford to cut off the way of communication. Now that you know why I write so often, I will begin my letter. My dear little Toto, although it is not long since I left you, I desire you with all the impatience and all the inclination that comes of a long separation. I should like to know where you are and what you are doing. I should like to be wherever you are, and, above all, I should like to be in your heart and thoughts, as you are in mine. I should like to be you and you me, in respect of love. The rest becomes you and you only. You are admired; I need to be loved. Are you capable, I ask you, of loving me as much as I love you, or half as much? even that would be immeasurable. If you only knew the extent of my love, you would treasure me, only for that. I love you, love you, love you, love you, love you! This short little word, issuing from my heart, has impetus enough to mount right up to the heavens. I love you! Juliette. I have received a letter from my daughter. This, combined with the horrible weather, makes me quite happy. Friday, 9 p.m. (1835). You gave me a delicious afternoon. How delightfully you talked! I am not alluding to your wit; a fly does not seek to raise an ingot of gold! Neither do I speak of the happiness of leaning upon your arm, listening to your voice, gazing into your eyes, breathing your breath, measuring my steps by yours, feeling my heart beat in unison with yours. There can be no happiness greater than that I enjoyed this afternoon with you, clasped in your arms, your voice mingling with mine, your eyes in mine, your heart upon my heart, our very souls welded together. For me, there is no man on this earth but you. The others I perceive only through your love. I enjoy nothing without you. You are the prism through which the sunshine, the green landscape, and life itself, appear to me. That is why I am idle, dejected, and indifferent, when you are not by my side. I do not know how to employ either my body or my soul, away from you. I only come to life again in your presence. I need your kisses upon my lips, your love in my soul.
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    Juliette. Saturday, 11 a.m.(1835). Good morning, my Victor! Let me first kiss you. Of all the promises I made you yesterday, when we separated, only one has been broken. I promised to love you as I loved you at that moment—that is to say, more than all the world; but I do not know how it happened, I have come to love you much more! and I feel it will be so as long as I shall live. I beg you, my dear little Toto, to make up your mind to this, as I have already done. Do you know, my blessed Toto, you are a second little Tom Thumb, far more marvellous than your prototype; for, not merely with pebbles or crumbs of bread do you mark the roads along which you travel, but actually with jewels and precious stones. I shall always recognise the spot where you dropped an enormous ruby as big as a flint, yesterday, with as much indifference as if it had been a piece of grit from Fontainebleau. What do you suppose must happen to an insignificant creature like myself in the presence of so much wealth, in the midst of the enchantments of your mind? Will she lose her reason? That is already done. As to her heart, you stole it from her very easily, and therefore nothing remains to the poor wight but what is already yours. Her love, her admiration, her life, belong to you! My glances, words, caresses, kisses, all, are yours! Juliette. (1835.) It seems to be always my turn to write to you now. In the old days your letters called forth my letters, your love mine—and it was meet that it should be so, for, as you have often said, the man should be the pursuer of the woman. It is always awkward when a change of rôles occurs, and I am acutely conscious of it. I feel that a caress from you gives me far more happiness and security than thousands of those elicited by me. It is already half-past eleven and you have not arrived. Perhaps you are not coming, and the prohibition you laid upon me yesterday against seeking you at the printing works redoubles my anxiety and jealousy. I fear lest
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    some untoward thingmay have befallen you, or, worse still, some agreeable invitation reached you. My heart is crushed as in a vice; I think there is no greater suffering in this world than that of loving yet fearing. We arrange our lives very badly. Since you are not a free agent, and may be prevented from seeing me by thousands of circumstances we cannot foresee, you should at least allow me the opportunity of knowing what you are doing and where you are. It would satisfy me and keep me content. Instead of this, I have to wait for you, a prey to fears that tear at my heartstrings. Alas, I am to be pitied for loving you so intensely. It is a superabundance that will surely kill the body which bears it. If you love me only moderately, I pray God to deprive me of one of two things: either my life, or my love. Juliette. Nearly midnight. What a night I have before me! God pity me! At Metz, September 17th, Thursday, 8.15 a.m., 1835. Good-morning, my Toto, good morning. It is magnificently fine, and we are going to be enormously happy. We are about to resume our bird-life, our life of love and freedom in the woods. I am enchanted. If only you were here, I should kiss you with all my might and main, as a reminder. What sort of a night did you have? Did you love me? Have you been writing to me under the old chestnut-tree? I am sure you have not. You scamp, I am afraid I go on loving you in proportion to the decrease of your affection. I was not able to read last night. I went to bed at a quarter past ten, and had horrid dreams. I trust they will not come true, but I confess I should be glad to get news of my poor little girl, whom we neglect far too much. If two more days go by without a letter, I shall write to Saumur, for I am really worried about her. My dear little Toto, I am going to dress now, so as to get to you earlier. I love you, I love you with all my strength and all my soul. I kiss you! I adore you! Till this afternoon. Your Juliette.
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    At Metz, September 24th,Thursday, 8.45 a.m. Good-morning, my darling Victor. I love you and am happy, for we are going to be more absolutely together than was possible yesterday, or the day before, when an inconvenient third disturbed our privacy. Also the weather is glorious, and I am madly in love with you; so everything around me glows radiant and beautiful. I stayed in bed until 8.30, although I woke up at seven o’clock; but I just rolled lazily about, thinking of you, and reading yesterday’s newspapers. I reached home exactly at seven o’clock last night, undressed, tidied my things, dined, wrote to you, did my accounts, and read Claude Gueux till half-past ten. Then I put my hair into curl-papers, and got into bed at eleven o’clock. I went to you in spirit, and dreamt that I was kissing Baby Toto, and making big Toto jealous. This is the complete history of my morning up to date; now I shall dress, breakfast, and go for a walk in the meadows with the maid. Farewell, dearest, until this afternoon’s happiness. Always yours in love and longing. I love you with all my heart, I embrace you in spirit, I adore you with my whole soul, I admire you with every faculty of my mind. Think of me, come to me, come to me as soon as possible. My arms, my cheek, my whole being, await you. J. At Metz, Thursday, 8.45 p.m. My dear, good Toto, I should have got back without adventure, had I not met an enormous and horrific toad in the road, which sent me flying home, shrieking as if the devil was at my heels. I was here by ten minutes past seven, began my dinner at five minutes past eight, and am now sitting writing to you, to thank you for all the bliss you lavish upon me. This day, drenched with rain though it was, has been one of the most beautiful and happiest of my whole life. If there had been rainbows in the sky, they would be reflected in our hearts, linking our souls together in thought and emotion. I thank you for drawing my attention to so many lovely things I should never notice without your assistance and the touch of your dear white hand
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    upon my brow;but there is one beauty greater and nobler than all the combined ones of heaven and earth, for the recognition of which I require no help—and that is yourself, my best beloved, your personality that I adore, your intellect that enchants and dazzles me. Would that I possessed the pen of a poet, to describe all I think and feel! But, alas, I am only a poor woman in love, and such a condition is not conducive to brilliancy of expression! Good-night, my adored one; good-night, my darling. Sleep well. I send you a thousand kisses. J. Metz, Monday, 11.5 a.m., September 24th, 1835. Great indeed was our misfortune yesterday! I agree with you in that, my Victor, because I love you. For over a year I have suffered much; oftener than not, without complaint. I always trusted that my love and fidelity would engender in you feelings of esteem and confidence, but now that hope is for ever at an end; for, far from diminishing, your suspicion and contempt have grown to terrible dimensions. You love me, I know, and I worship you with all the strength of my being. You are the only man I have ever loved, the only one to whom I have ever given this assurance. Yet I now implore you on my knees to let me go. I cannot urge this too strongly. You see, my dear, I am so wretched, so humiliated, and I suffer so acutely, that I shall have to leave you, even against your will; so it would be kinder of you to give your consent, that I may at least have the sad satisfaction, if I must forsake you, of knowing that I have not disobeyed you. Farewell, my joy; farewell, my life; farewell, my soul! I leave you, for the very sake of our love—I offer this sacrifice on behalf of us both. Later, you will understand. But before bidding you a last good-bye, I swear to you that, during the last year, I have not committed one single action I need blush for, nor harboured one guilty thought. I tell you this from the bottom of my heart. You may believe it. I shall go to my child, for I am anxious about her since she has been at Saumur. Perhaps I may bring her back with me. I think I was very wrong to send her away. I mean to repair my fault if there is yet time. The pretext of her health will be sufficient before the world. My heart shall be dumb upon
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    all that concernsyou. I will keep everything to myself. I must get work. If you can do anything to help me find some, it will be good of you. I mention this for the first and last time, for, if you were to forget me, you know very well that I should be the last to venture to recall myself to you. Good-bye again, my friend; good-bye, for ever! I have been copying your little book, hoping you would be generous enough to leave it with me. Good-bye! good-bye! Do not suffer, do not weep, do not think, do not accuse yourself! I love and forgive you. Juliette. Metz, Saturday, 7.30 p.m. (October 1835). You were in a great hurry to leave me to-night, my best-beloved. If consideration for me was your motive, it was high-handed and blundering of you, for I never enjoyed myself more than this evening, and, until the moment you left me so abruptly, I had never so savoured the happiness of being with you in the highways and byways. I therefore returned home sadly and thoughtfully. I have begun my letter to-night with diminished joy and confidence in the future, for your hurry to leave me weighs upon me, and I cannot explain it satisfactorily to myself. I came in at a quarter past six, suffering greatly from indigestion. The maid told me some one had called for the dog—two gentlemen, who seemed much attached to it. Poor brute, it was a wrong instinct that led it to follow us. I have no doubt it is expiating its offence in hunger and cold at this very moment. I am somehow unduly interested in the fate of the poor thing. I feel something beyond ordinary pity for it; it makes me think of the fate and future in store for a poor girl we both know. She also follows step by step a master who will have no scruple in casting her adrift when his duty to society proves as pressing and sacred as that which called him away to-night. I am depressed, my dear friend, and unwell. The oppression on my chest is increasing. I hope your sore throat will diminish in proportion to what I am enduring. Providence is too just to allow such cumulation of suffering. Good-night—sleep well and think of me if you can. As for loving me, that is another question; one’s emotions cannot grow to order. I love you. J.
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    Sunday, 8 p.m.,1835. My dear darling, I cannot describe to you the rapture with which I listened to the two sublime poems you recited to me, one on the first Revolution and the other on the two Napoleons. But where can your equal be found on earth!... My dear little Toto, do not laugh at me. I feel so many things I cannot express, much less write. I love and revere you, and when I reflect upon what you are, I marvel! Since you left me, I have read again Napoleon the Second. I shall never tire of it. It is going to bed with me now. You told me to wait for you till 9.30; after that hour I shall go to bed. If you should happen to come later, I will open the door to you myself, as you have forgotten the key. I want to do so, that I may not lose one second of the happiness of having you with me. Sleep well—good-night—do not suffer—do not work—sleep! Juliette. Wednesday, 8.30 p.m., 1835. I am half afraid of taking too literally your request for a daily letter. Tell me seriously how I am to interpret it, so that I may not make myself ridiculous, by overwhelming you with letters you do not want. Tell me the truth once for all, so that I may know where I am, and may give myself up without restraint to the pleasure of telling you, and writing to you, that I love you with all my heart, and that you alone constitute my sole joy, my sole happiness, and my sole future. If you can experience only one quarter of the bliss in reading, that I shall feel in inditing my scribble, you shall receive some of my prose every day, but in limited quantities, calculated not to wear out your patience. And, in order to demonstrate my powers of self-restraint, I will limit myself to six trillions of kisses for your beautiful mouth. Besides, here you come! I love you. Juliette. Wednesday, 8 p.m., December 2nd, 1835. My Beloved,
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    When one isill and feverish, everything tastes bitter to the lips and palate. I am in that position. I am abominably miserable, and all the sweet words you lavish upon me seem tainted. But I have enough sense left to realise that it is my condition that prevents me from relishing the full meed of happiness you are able to give me in one moment. Forgive me for suffering, and for not having the strength or generosity to conceal it from you; it is only because I suffer too much, and love you too much, which is the same thing. I promise to be very cheerful to-night, and to disguise my feelings. I have read everything concerning you in the papers, and I cannot help suspecting that a passage about you and your work has been purposely cut out. If this is so, you had much better tell me, for I am quite equal to bearing the truth, and even to hearing lies; so I beg you to tell me what was in that newspaper, and thus spare me the trouble of procuring another copy. You must indeed be happy and proud on behalf of the person to whom you are supposed to have dedicated your sublime poem.
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    VICTOR HUGO. The articleby Monsieur F. Dugué seems singularly well-informed about your restoration to the domestic hearth. I am apparently not the only one who notices that for the last year you have been changing your habits and feelings, though I am probably the only one who will die of grief in consequence—but what matter, so long as the domestic hearth remains cheerful and the family, happy. I hope you will do your best to come and see me to-morrow, during the intervals of the performance unless the salutations you have to make, and the compliments and admiration you must acknowledge should detain you against your will; in which case I hope I may be brave enough not to worry about such a trifle, and reasonable enough not to let the magnitude of my love depend upon so slight a pleasure. You see, my dear angel, I bow to the arguments you impress on me. I am no longer sad, neither do I suffer. I love you; that is the truest word of all. Juliette. Tuesday, 8.45 p.m., December 15th, 1835.
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    Of course, mydarling, you did right to come back, whatever your reason might be; but the pleasure of your visit was quite spoilt by your inquiry as to how I spend my time, when it is self-evident that my conduct is irreproachable. It may surprise you that I should have borne the inquisition you habitually subject me to, with less equanimity to-day than usual. I own, my poor angel, that I do not know why it should be so. Perhaps I am like the cripple, who feels pain in the leg which has been cut off, long after he has lost it. I often suffer over my past life, though the present is so widely different. I suffer, not from variations of temperature, but from the variations of your love, which seems to grow daily colder and more gloomy. If I am mistaken, forgive and pity me; but if, as I fear, I make no error, tell me so frankly, and I shall be grateful for your sincerity. You see, my poor friend, I cannot believe that your jealousy is other than an insulting mistrust of us both. I have watched you carefully for the last six months, and I can see quite well that, although your love is gradually waning, your supervision becomes ever more active and more fidgety. If I were absolutely sure of what I suspect, I should not say this to you—I should go away at once, and you would never hear of me again; but if by chance I were wrong, and you still care for me, such a course would entail frightful sorrow upon us both. Therefore I remain, preferring to incur your hatred and contempt, rather than run the risk of grieving you. There, my poor angel, is the attitude of mind and heart in which you found me this evening; it will explain why I received your question so badly, although I was grateful for your presence. You see, my head and heart are weary. If you are not careful, some calamity, resulting from this condition, will overtake and crush you, at a moment when neither you nor I will be able to prevent it. I give you this warning in all sincerity, but with the intimate conviction that it will not affect you. As long as you feel I belong to you wholly and entirely, you are as indifferent to my sufferings as to my happiness. J. Wednesday, 8.30, February 3rd, 1836. If I have grieved you, my beloved, I beg you to forgive me, for I know your position is awkward and demands much consideration, especially from
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    me. Besides, whyshould I complain of my mode of life more to-day, than yesterday? I accept my position without regret; therefore there is no reason for questioning an arrangement which only you can alter. I cannot help noticing that your love is not what it was. I may say I am sure of it, if I may judge by the impatient words you occasionally utter, half against your will, and by other signs it would take too long to commit to paper. I certainly possess a devoted Victor, but no longer the lover Victor of former days. If it is as I fear, it becomes your duty to leave me at once; for I have never wished to live with you otherwise than as an adored mistress— certainly not as a woman dependent upon a man whose passion is spent. I want no pension. I demand my place in your heart, apart from any feeling of duty or gratitude. That is what I desire, as earnestly as I long to be a faithful woman, submissive to your every whim, whether just or unjust. If I have hurt your feelings, my dearly beloved, I plead for pardon from the bottom of my heart. If you have to acknowledge a decrease in your love, be brave enough to do so frankly, and do not leave to me the frightful task of guessing it; but if you care for me as much as ever, say it again and again, for I doubt it, alas, and, in love, doubt is more painful a thousand times than the most heartbreaking certainty. Farewell, I worship you. J. Wednesday, 8.15 p.m., February 17th, 1836. You must think me either very cruel or very blind, my beloved. I think, perhaps, it would be best for you to accept the latter hypothesis. I love you, which means that I am jealous; but, as my jealousy is in proportion to my love, my doubts and frenzy are more vivid, more bitter, than those of ordinary women, who are only capable of an ordinary affection. Very well —I am cruel! So be it! I detest every woman upon whom your glances rest. I feel capable of hating all women, young or old, plain or handsome, if I suspect that they have dared raise their eyes to your splendid and noble features. I am jealous of the very pavement upon which you tread, and the air you breathe. The stars and sun alone are beyond my jealousy, because their radiance can be eclipsed by one single flash from your eyes. I love you as the lioness loves her mate. I love you as a passionate woman, ready to yield up her life at your slightest gesture. I love you with the soul and intelligence God has lent His creatures to enable them to
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    appreciate exceptional menlike yourself. That is why, my glorious Victor, at one and the same moment, I can rage, weep, crawl, or stand erect; I bow my head and venerate you! There are days when one can fix one’s gaze upon the sun itself without being blinded: thus it is with me now. I see you, I am dazzled, entranced, and I grasp your beauty in all its splendour. Juliette. Thursday, 8 p.m., August 15th, 1836. Since you leave me here all by myself, my beloved, I shall think only of you, and in proof of this, I will scribble all over this virgin sheet of white paper. It is barbarous of you to let me grow fatter than I already am, by leaving me to dawdle at my fireside, instead of taking me out to walk and get thin. I am in love with you, but you do not care a bit. I am very sad not to have you with me, doubly so, when I think that it is on account of a play in which I am to have no part, after all the time I have waited and endured. When I reflect seriously upon this, my despair makes me long to fly to the uttermost ends of the world. It is so necessary that I should think of my future. I have wasted so much time waiting, that it almost spells ruin to me that you should produce a piece in which I may not play. You see, my dearest, I am not as generous as you thought. I am afraid I can no longer disguise from you the injury it does me to be three years out of the theatrical world, while you are bringing out plays. Forgive me, but I have a horror of poverty, and would do anything in reason to evade it. I love you. Juliette. Friday, 8.30 p.m., March 11th, 1836. Dear little Soul, You are quite happy, I hope, now that you possess the keys of Paradise. I had a few more difficulties to encounter after you went away, but they were of no consequence. Now that our little palace is nearly finished, my soul, I hope we shall celebrate the event in the usual way; but I must first rest a little, and nurse myself up, for I am really quite worn out with the dirt and litter. I am afraid to look at you or touch you in your beauty and purity and charm, while I am so ugly and untidy and exhausted that I hardly know
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    myself as yourJuju. But it will not last. My foulness will fall from me, and reveal me dressed, as in the fairy-tale, in garments of blue, bordered with golden stars, and a prince will marry me after tasting of my cooking. Splendid! But meanwhile you must graciously permit me to go on loving you, stains and all! Shut your eyes to the common lamp that guards the flame. If you will wait, you shall see that when we reach the heaven above us, I shall be as resplendent as yourself. Meanwhile, I drop a kiss upon your shoes, even if it entails your having them blacked again. J. Wednesday, 7.45 p.m., March 23rd, 1836. No doubt, dear angel, I ought to disguise in your presence the sadness that overwhelms me when I have to wait too long for you; but the late hour at which you generally come, makes it difficult for me to forget the weary suspense I have already been through, and am to endure again shortly. I love you, my dear—indeed, I love you too much. We often say this lightly, but I assure you that this time I state it in full gravity and knowledge, for I feel it to the very marrow of my bones. I love you. I am jealous. I hate being poor and devoid of talent, for I fear that these deficiencies will cost me your love. Still, I am conscious of something within me, greater than either wealth or intellect; but is it powerful enough to rivet you to me for ever? I ask myself this question night and day, and you are not at hand to soothe my unrest; hence the sadness that wounds you, the jealousy that amazes you, the mental torment you are incapable of understanding. But I love you all the same, and am happy in the midst of my pain. I smile through my tears, for I love you. Juliette. Saturday, 8 a.m., March 26th, 1836. Good-morning, my little darling Toto. I am up at cock-crow, though very tired; but I want to be ready to witness your new triumph—for, beloved Toto of mine, you are the great Toto, the greatest man on earth. How I love you, my Victor! I am jealous. Even your success makes me uneasy with the dread that, amongst so much adulation, you may overlook the humble homage of your poor Juju. I fear that these universal
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    acclamations may drownmy lowly cry of—I love you! This apprehension becomes an obsession on such a day as this, when everything is at your feet, caresses, adoration, frenzy. Ah, why are you not insignificant and unknown like myself! I should then have no need to fear that the torch of my love will be eclipsed by that immense illumination. Try, beloved, to keep a little place in your heart for the love and admiration of your poor mistress, who has loved you from the day she first set eyes upon you, and who will worship you as long as the breath remains in her body. Juliette. Saturday, 6.15 p.m., March 26th, 1836. Let me tell you once again that I love you, my Victor. Presently, thousands of voices will be raised in a chorus of praise. I alone say: I love you. You are my joy, the light of my eyes, the treasure of my life, you are YOU. This evening, my adored one, whatever you say or do, I must be jealous and wretched. Be merciful to me; do not let me suffer too cruelly. If you think of me when you are absent, I shall be conscious of it—if you love me, I shall feel it upon my heart like beneficent balm upon a raw wound. Farewell, dear soul; it is impossible to wish an increase of beauty to the man, or more glory to the genius; so, if you are happy, so am I. Farewell, then, dearest; I cannot refrain from sending a word of love to the lover, before going to applaud the poet. The heart must have its due share. Good-bye till later. For ever, for life and until death, love, nothing but love! J. Sunday, 7.45 p.m., March 27th, 1836. I hardly dare speak to you to-night of love. I feel humiliated by my devotion, for all those women seem to be rivals, preferred before me. I suffer, but I do not hold you responsible. I feel worse even than usual this evening. I did not venture to ask what you had written to Madame Dorval, for I was afraid to discover some fresh reason for bitterness and jealousy; so I remained silent. My dear treasure, you are very lucky not to be jealous: you have no competition to fear with any other celebrity, for there is none besides
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    yourself, and youknow that I love you with my whole heart, whereas all I can be sure of is, that I love you far too much to hope to be loved in proportion. In addition, I feel I shall never be capable of raising the heavy stone under which my intellect slumbers. Forgive me, I am sad. I am worse than sad—I am ashamed, because I am jealous. I am an idiot, and consequently, I am in love! Juliette. Thursday, 8.30 p.m., April 14th, 1836. I love you, my dear Victor, and you make me very unhappy when you seem to doubt it. It is still harder for me when you put your want of confidence into words, for I can only attribute it to the sacrifices you constantly make for me, and which probably cause you to think that an ignoble motive constrains me to remain under your protection. In addition to thus wounding me in the most sensitive part of my love, you exasperate me to a point I cannot describe, because it is true that I have not the wherewithal to live independently of you and your influence. Therefore, my poor angel, when you show your suspicions of my sincerity, I read into them more than jealousy and ill-will: I imagine a reproach against my dependent position. I feel an overwhelming need to prove to you, by any means, that you are mistaken in the woman and her love. Remember your burnt letters! You know what a doubt on your part led me to do on one occasion. Well, angel, I tell you honestly that when you question, not only my fidelity, but also my love, I long to fly to the other side of the world, there to exist as best I can, and never pronounce your name again for the rest of my life. This will be the last proof of love I can give you, and at least you will not be able to accuse me, then, of self-interest and self-love. You hurt me terribly to-night; you often do, and generally when I am most tender and demonstrative towards you. Yet I love you. J. Tuesday, 8 p.m., April 19th, 1836. Beloved, I am perfectly certain you will not come to fetch me to see Lucrèce, and I am already resigned. There is only one thing I shall never submit to, and that is, the loss of your love. I know you are devoted, that
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    you lavish friendshipupon me; but I feel that you have no more love to give me, and I cannot bear it. During the four months I have been alone, ill for the most part, I never knew whether the time would come when you would be impelled to say to me: Take courage, for I love you. I would have given life to find those words in your handwriting at my bedside in the morning, or on my pillow at night. I waited in vain, they never came; my sorrow grew, and now I am certain that you have ceased to care for me. I know what you will say, Victor—you will tell me that you are hard at work, that you do everything for me, and do not let me want for anything. To that I reply that I have been just as busy or busier than you, yet have always found time to show you the outward signs of my inward love. I may also tell you that, without your love, I do want for everything, and that my life is utterly wretched without it. Lastly, I declare to you that if you continue to be so reasonably kind and attentive, I will release you from your self-imposed burden, at some moment when you least expect it, and for evermore. I must have true love or nothing. Juliette. Monday, 7.45 p.m., May 2nd, 1836. My dear little Beloved, I am sorry to find that you are not as convinced as I am, of the propriety of giving me your portrait. I confess I feel the greatest disappointment when I realise, from your daily evasion of my request, that I shall probably never become the possessor of the picture which is so like you, nor even, perhaps, of a copy of the original. I am sad and dejected. I think you do not care enough for me, a poor disinherited creature, to do me the favour you have already bestowed upon another, who already has her full meed of the gifts of life. I am therefore greatly disappointed. I had counted upon having the portrait, and had anticipated much happiness from its possession. The contemplation of it would have so greatly contributed to my courage and resignation, that it is very grievous to have to renounce it thus suddenly, without any compensation. If I wanted to speak of other things now, I could not; my heart is heavy, my eyes overflow with tears. I can only find bitter words for the expression of my wounded love.
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    I love youmore to-day than I have ever done before, yet I am not happy. Juliette. Friday, 7.45 a.m., May 20th, 1836. Good morning, my dear little Toto. You failed me again last night, so I shall never count upon you again. I loved you with all my strength, and thought of you even in my sleep. This morning I love you with my whole soul, and heartily long for you, but I know you will not come, so I am cross and sad. How fine the weather is, my Toto, and how happy we could be in the fresh air, on the high road, in a nice little carriage, with a month of happiness in prospect: it would be Paradise, but ... but ... I dare not set my heart upon it, for I should go crazy with grief if the treat were withheld. At all events, I am ready to start; my foot is well again, and we can set off to- night, or to-morrow morning, at whatever time suits you. I am quite ready, let us, therefore, seize our chance of the fine weather. My adored one, I am dying to make this expedition.... Do try to get free at the earliest moment possible. I shall be so happy. I still love you, ever so much. I need you terribly. My heart is more than ready for the happiness you will give me during the whole time we shall be together. Juliette. Thursday, 12.45 p.m., July 21st, 1836. Once more I am reduced to writing all that is in my heart, my adored one. It is but a slender satisfaction after the bliss we have been enjoying. Nevertheless, we must take life as we find it, and it would be ungracious of me to complain. A month like the one we have just spent would compensate for a whole life-time of misfortune and worry. Poor angel, since you left me I feel lost and alone in the world. You cannot imagine the utter void, surrounded as you are at this moment by the affection of charming children and devoted friends, while I am alone with my love—that is to say alone in space—for my love has no limits. I seek what consolation I can, by speaking to you, and writing to you. Your handkerchief, breathing of you, lies by my side, with your adored name embroidered in the corner. I caress and talk to it, and we understand each other perfectly. For every kiss I press upon it, it exhales your sweet aroma; it is as if I scented your very soul.
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    Then I weep,as one does in a beautiful dream from which one fears to awake. Heavens, how I love you! You are my life, my joy! I adore you! Juliette. Friday, 2.15 p.m., September 2nd, 1836. My poor, beloved angel. The nearer the moment approaches, the more I dread the inevitable parting which must follow the few days of happiness you have just given me. I long for delay, but I know very well that, however Providence may interpose in my favour, the day must come when you will have to go to St. Prix. Lucky for me if it is not to-day. But, putting aside all considerations of love and Juju, it would really not be prudent for you to go to the country in this cold, foggy weather; even this morning, in the warmth and repose of home, you felt a warning twinge of rheumatism, which prescribes prudence on your part. I fear your natural desire to kiss Toto on his donkey, and watch the other little rogues at their holiday occupations, may draw you, in spite of rain, wind, and the good counsel of your old Juju, to St. Prix. At any rate, if you do this foolish thing, try to avoid chills, to think of me, and to come back to my care and caresses as quickly as possible. Juliette. Saturday, 6 p.m., 29th, 1836. You torment me unjustly, as usual, my darling beloved. Yet you ought to begin to know me, and not suspect my every action, down to the drinking of a cup of coffee. The awkwardness of my position, the absolute solitude in which I am compelled to live, and the many insults I have to tolerate daily from you, exasperate me so, that I feel I would rather go out of your life, than continue to exist like a woman condemned and accursed. It is your fault that I am so unhappy. Nobody else will ever love you so well, or be so entirely devoted to you. But one is not bound to put up with impossibilities, and I cannot live longer under a yoke which you make more crushing every day. What am I to do, beloved? Run away from you? I have scarcely enough money for my quiet Paris routine. Remain here? If you have not the courage to abstain from visiting me, I certainly shall never have enough to prevent you from coming.
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