This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture.
Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts.
The presentation will focus on using business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.
It will also highlight some of the outputs through examples from engagements.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Real business architecture transforms businessGraham McLeod
Presented at the Open Group EA Conference in Cannes, April 2012. Introduces an expanded scope for Business Architecture incorporating Design Thinking. Provides an integrated meta model for business architecture compatible with Archimate and TOGAF 9. Techniques are from Inspired and Promis.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture.
Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts.
The presentation will focus on using business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.
It will also highlight some of the outputs through examples from engagements.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Real business architecture transforms businessGraham McLeod
Presented at the Open Group EA Conference in Cannes, April 2012. Introduces an expanded scope for Business Architecture incorporating Design Thinking. Provides an integrated meta model for business architecture compatible with Archimate and TOGAF 9. Techniques are from Inspired and Promis.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
Big Data kennen sehr viele IT-Experten, wenigstens haben Sie eine Vorstellung davon. In der Praxis arbeiten damit in Deutschland derzeit nur wenige. Dabei bringt Big Data ein ganz neues Momentum in moderne Softwarelösungen und ist im Kontext der Mobil-, Cloud- und Social-Veränderungen nicht wegzudenken. Big Data macht Software intelligent und damit auf eine ganz neue Art für die Benutzer erlebbar. Mit Big Data entstehen neue Softwarearchitekturen, weil Informationen völlig anders verarbeitet werden - nämlich schneller, differenzierter und oft mit dem Ziel, Schlüsse zu ziehen und Vorhersagen zu treffen.
In diesem Vortrag wird erläutert, wie moderne Softwarearchitekturen gestaltet werden, sodass Sie Big Data Paradigmen erfolgreich umsetzen und welche Vorteile sich für die zunehmend mobilen Softwarelösungen ergeben. Wir werfen zudem einen Blick auf die Potentiale und Optionen in Branchen wie Banken, Versicherung oder Handel.
Enterprise architecture for complex system of-systems contextsBoxer Research Ltd
An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control.
This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use.
Put Your Desktop in the Cloud In Support of the Open Government Directive and...guest8c518a8
As part of “Put Your Desktop in the Cloud to Support the Open Government Directive and Data.gov/semantic”, I believe that each government employee should:
Create an Open Government Webpage;
Create an Open Government Dashboard; and
Publish Three or More Data Sets.
Many who have entered the young profession of IT Architecture have done so through a ?back door.? One can enter by virtue of lots of IT experience, but sooner or later that person will hit the wall as the challenges and expectations of the position set in. Iasa?s structuring of the IT architecture profession--Five Pillars, certifications, and professional development activities--help you see what you?ve been good at, what you?ve been averse to, and what you?ve not accepted as part of the job but really was. For individual practitioners, understanding this is energizing. For companies, having an architecture organization that consists of knowledgeable, energized staff who work under clearly defined roles and responsibilities can be the difference between success and failure. Hear about opportunities for individuals and companies to leverage the wealth of resources Iasa offers and be part of its work to move the profession forward.
What is the Value of Architecture. Andrew L Macaulay. Global Head of Architects Community. March 2006. In collaboration with. Microsoft Architect Insight ...
At the core of lean product delivery is -of course- the continuous delivery of a product. Yet, how does this impact the architecture, especially when welcoming changing requirements (even late in development)? Basically, the architecture should be enabled to incorporate these changes and therefore to emerge over time. This implies not to finalize the architecture upfront.
For a small team being jointly responsible for the product delivery AND the architecture this is often already a challenge yet even more so for a large team. But, also for large-scale agile development the requirement for an emergent architecture holds true. However, it is difficult if not unrealistic to expect e.g. 300 team members to decide jointly on the architecture.
Moreover, the role of and support for the architecture depends not only on the degree of the size of your development effort but as well on the degree of complexity of the system.
In this session I report on my experiences using different models for supporting an emergent architecture in different (mainly large-scale) environments that take the degree of complexity into account.
The Zachman Framework can be seen as a classification scheme, whereas the newer Cynefin Framework is seen as a “sense-making” framework. Adriaan Vorster's presentation looks at the features, similarities and examples of the uses for the two frameworks.
Read more about The Open Group SA at http://www.opengroup.co.za/
Zachman Framework and the Periodic Table: A Fun Romp Through Some Basic Frame...KnowledgeConsultants
The Zachman Framework and enterprise architecture. An enterprise consists of many components. They are categorized and organized into groups like organizations, locations and so on. The components also relate to each other in some manner. Each enterprise has a unique set of components and set of relationships that differentiate one enterprise from another. There needs to be some framework that that provides rules for how the components of an enterprise are organized.
English Slides :
- EA Introdution
- Alqualsadi research team at ENSIAS (on Enterprise Architecture, Quality of their Development and Integartion)
Where : DSV, Stockholm Uni
When : April, 16th, 2010
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
The tweedledee and tweedledum of portfolio management 2021Svetlana Sidenko
The BRM role clarity is not a new topic. Everyone who has ever been involved with a BRM in one way or another, understands that often the role boundaries fall into a grey zone. However, in each organization the role clarity, or lack of it, manifests itself in different ways and it depends on whether the BRM is positioned strategically or tactically, on organizational culture, industry, size of the organization, and many other factors. Join to hear the success and challenges of BRM and Service Owners in the Harvard Business School and how they team up to optimize the business value. In today’s reality of volatile, uncertain, complex and ambiguous (VUCA) environments and the age of accelerated digital transformation where service organizations invariably struggle to keep up with the velocity of demand, it has become even more imperative that the roles of the BRM and Service Owner, both connective tissues between various parts of the organization with its partners, be lock stepped in the maximization of value and co-creation of transformation.
Ever struggled with the question of, What is the Value of Enterprise Architecture? In this webinar, Michael Fulton, experienced architect and President, CC&C Americas will share his perspective on EA and the value it provides to the CIO, to IT and to the business.
We will cover the benefits associated with:
• new Business Capabilities
• Cost Savings
• Risk Reduction
Key Take-aways:
• What are the elements of value delivered by IT?
• How does EA & IT Architecture deliver value to the organization?
• Why should you consider implementing an Enterprise Architecture program at your company?
The Digital Group’s Enterprise Transformation Consulting ServicesThe Digital Group
To modernize your IT portfolio, The Digital Group uses a proven IT transformation life cycle model to help you define, govern, execute, and sustain a tailored transformation road map.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Max Poliashenko - Enterprise Product Architectureiasaglobal
Enterprise Product Architecture(EPA) is a new kid on the block that hasn't been established as well nor even well understood by industry analysts, yet it may be crucial for software product companies. EPA combines methods and governance models of EA however directed at customer facing solution or software products which gives it a distinctly different set of concerns and techniques.
Michael Gonzalez - Do The Sum of The Parts Equal the Wholeiasaglobal
If we're going to say this is "Enterprise Architecture" then why not approach it from an "Enterprise" perspective? Meaning, is it possible to have enterprise business, information, and technical architecture disciplines, all reporting to various stakeholders, effectively partner to yield true enterprise transformation? This presentation explores some of the challenges and opportunities operating EA as a matrixed team to include best practices and lessons learned.
Michael Jay Freer - Information Obfuscationiasaglobal
In this session, Michael Jay Freer will explore defining a common data-masking language, defining standard masking business-rules, defining best practices for manipulating the data, and how to get started without attempting to "Boil-the-ocean."
Scott Whitmire - Just What is Architecture Anywayiasaglobal
An understanding of the fundamentals of architecture: What it is, what it comprises, and how it comes about, are crucial to further developing our practice.
Sean Kenney - Solving Parallel Software Challenges with Patternsiasaglobal
Sean will talk about the various parallel patterns and specifically how they can be used to solve specific parallel design challenges. This session will focus on 6 patterns that attendees will need to understand in order to architect and develop software that leverages parallel programming.
Stephen Cohen - The Impact of Ethics on the Architectiasaglobal
This session will place the Architect as leader, decision maker, risk manager, and agent of change in a context of professionalism and responsibility. We will explore many of the choices and actions Architects take on that are, or should be, guided by more than simple fiscal value creation but clarity of purpose in support of multiple cultures and needs.
This presentation will explain the idea, pros and cons of the Evolution Game. It will also compare it against the usual strategies. Lastly, it will show all tactics that need to be applied in order to involve stakeholders and evaluate the actual architecture sanity, particularly how to measure "evolvability".
Nina Grantcharova - Approach to Separation of Concerns via Design Patternsiasaglobal
Separation of Concerns aims at managing complexity by establishing a well-organized system where each part adheres to a single and unique purpose while maximizing the system's ability to adapt to change and increasing developers' productivity. The goal of this presentation is to promote the understanding of the principle of Separation of Concerns and to provide a selected set of foundational patterns to aid software architects in the designing of maintainable and extensible systems.
Roger Sessions - The Snowman Architectureiasaglobal
It is time for a Radical Transformation of IT. IT projects must be smaller, cheaper, and better aligned with the needs of the business. Simplicity must be a key design feature of every IT project. Projects must be delivered in months, not years. And in this new vision of a transformed IT, it is not IT's responsibility to tell the business what it can do, it is the business's responsibility to tell IT what it must do. Enterprise Architecture can be at the forefront of this vision, but only if it is revamped so that its purpose is no longer delivering useless paperwork, but facilitating high value IT projects. This transformation starts with a Snowman.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
2. Today’s session Takeaways
5
Enterprises realize their vision and mission via strategic
execution to create enduring value
Business Architecture aligns strategy to execution via a
structured approach
Capability modeling, capability assessment and heatmapping
are key activities in the process
Measurements of realized Business Value via audits confirm the
effectiveness of this approach
Growth in Business Architecture Maturity is reflected in:
Improved communication and collaboration across the enterprise
Efficient and effective use of IT capital
3. Business Architecture Value Creation
6
Prioritized
Program
Investments*
• Develop New
Capabilities
• Enhance Current
Capabilities
Application
Portfolio
Mgmt
• Simplify Apps
• Consolidate
• Rationalize
Information/Data
Technology
Architecture*
• Standardize
• Streamline
• Re-platform
Business
Architecture
Analysis &
Outcomes
* Collectively represent desired Future State Architecture
4. Gold Medal Winners
“Connect the Dots”
7
Vision
• Clarity
• Buy-in
Strategy
• Articulates
‘how to’
• Initiatives
Capabilities
• People &
Process
• IT
Programs
• Roadmap
• Investments
5. Business Architecture as a Program
Business Architecture as a Service
8
Business Architecture
Translate strategy, goals and initiatives (and associated metrics)
into capabilities
Design business architecture that enables targeted business
capabilities & processes
Execute enterprise technology strategy assessment and planning
Manage IT investment portfolio to achieve strategic goals and
business results
Measure ROI and business value realized from IT investments
Key Outcomes & Deliverables
Business – IT alignment
Multi-Year Roadmap
IT Portfolio & Platform/Technology Initiatives
6. Telling the story – how Business Architecture
creates Enterprise Value
9
Case Study 1 – Rationalizing $150MM IT Investment
Portfolio
Case Study 2 – Re-engineering a $20B Procurement
Business
Case Study 3 – Defining Future State of Forecasting
and Quota Management in Software Sales
9. Setting the stage –
Business Architecture primer for Stakeholders, Contributors
12
Business architecture is the translation of Business Strategy to prioritized
Program investments that create and drive business value.
Business architecture success is enabled via
Business stakeholder engagement
IT and EA involvement
Business Architecture precedes, but is tightly integrated with
Application Architecture
Information Architecture
Technology Architecture
Business architecture maturity is driven by
formalizing the function and increasing awareness
CxO sponsorship
Business Architecture creates deliverables that drive business success
Capability Models
Multi-Year Roadmaps
Investment Prioritization Models
10. 13
Business
Value
Definition
Business
Strategy &
FutureTrends
Strategic
Planning
Manage
Demand
Optimize
Portfolio
Manage
Portfolio
Manage Solution
Delivery
IT Services &
Operations
Strategic Planning
• Business Architecture
• Drives traceability across the business
(demand, programs, process,
technology, etc.
• Translates strategy into a roadmap of
capabilities needed to enable the
strategy
Manage Demand
• Facilitates capture and business case
development for strategic and tactical
demand
• Architectural planning informs demand
prioritization
Business Strategy & IT Outlook
• Provides a 3-5 year outlook of business
and IT vision, direction, priorities, and
goals
• Business Architecture completes
analysis of goals
Traceability
Business Architecture
Is a discipline that leverages a
structured approach to provide
executives with improved insights
into strategic planning and driving
greater business value via traceable
views across the business
Improved Insight &Traceability
Business Value Definition
identifies KPIs relevant to
strategy and capabilities to
calculate ROI
Technology Models,
Information Models
Setting the stage –
Business Architecture primer
11. Business and IT Alignment – Strategy and Goals Capture
12/11/201214
• Business Architecture
• Goals & Capabilities
• Planning Infrastructure (Tool/Repository)
Business-IT
Alignment
• Capability Models
• Goals Analysis & Capability Mapping
• Gaps & Overlaps
Business Analysis
• Prioritization
• Program Recommendations
• Consolidation Opportunities
Portfolio Planning
& Optimization
12. Microsoft Confidential 15
Futuristic Networks Corp
Strategy on a PageIMPERATIVES
Be the leading provider of high-performance network infrastructure by transforming the experience and economics of networking. Our strategy is centered on innovation and
customer value
Serve the high-performance networking requirements of global service providers, enterprises, and public sector organizations that view the network as critical to their
success
PRIORITIES
Leverage Position as Supplier of High-
Performance Network Infrastructure
Maintain and Extend Technology
Leadership
Be Strategic to Customers
Win workloads vs. Cisco Build Next Generation Enterprise
Services Platform
Build a High Performing set of Roles
Drive Sales Excellence
Partner with Services to drive growth,
deployment and penetration
Enable the Field to land the Enterprise
Operating Plan
Land Sales basics through process &
system simplification
Enable New IP-Based Services
Lead the future of productivity
Excel at Execution
Enable best in class Business &
Relationship Management processes
and tools
Improve Customer and Partner
satisfaction
Simplify the Communications Sector
ecosystem
Scale Partner Led Industry Solution Area
Selling
Capture the upside in Web2.0
Integrate customer and partner
relationship management, and health
assessment practices, into a single
CRM platform
• CM growth > Billed Revenue growth
• Total Selling Time > 60%
• Revenue/FTE CAGR 6-8% FY11-
FY13
• CSAT Targets
• Deployment
• Platform Mix
Share of Wallet versus
• CSCO, IBM, HP
• Revenue growth 10% CAGR 2012-14
• Customer Adds
• Wins with Partners
VISIONMISSIONOUTCOMES
Enable Partners with Services to drive
growth, deployment and penetration
13. 16
Business Architecture: Goals Analysis
Goals analysis:
Analyzed Strategic Plan, Commitments, Operational Scorecard “What”
Description
KPI
“Impact”
Time
Improve Customer Experience strives to improve and orchestrate the end-to-end
experience, resulting in bringing new concepts to market quickly, revenue
growth and increased CPE, and will be measured by time to Customers' accepting
new Offerings, by 2010.
Goals Processes Information Systems Roles
Goals, specific objectives Process Frameworks
ITLC
Information Models Applications IT Roles
Strategic Plans, Programs, Commitments
Business Capability Map, Analysis
ITLC + Division Processes Subject Facet Model IT BusinessApps ITLC Roles/CSP
Artifacts Required To Describe The Business
KeyTakeaway
Business excellence and traceability starts with clear, consistent organizational goals
& commitments
Manage IT Services & Operations
(Jim Dubois, Walter Puschner)
Manage Service/Applications
Plan & Organize IT
(Lynn Kepl, Matt Kellerhals, Shahla Aly, Neville Rademeyer, Jim Dubois, Barry Briggs, Raj Biyani, Walter Puschner, Christopher Fernandez, Tony Oliver)
Manage Communications
(Lynn Kepl)
Manage Business Partner & Portfolio Planning
(Shahla Aly, Raj Biyani, Lynn Kepl)
Manage Planning & Strategy
(Lynn Kepl, Matt Kellerhals)
Manage Enterprise Architecture
(Barry Briggs, Jim Dubois)
Manage Portfolio Delivery
(Shahla Aly, Neville Rademeyer, Jim Dubois, Walter Puschner)
Manage Compliance & Risk
(Jim Dubois)
Manage Portfolio
(Shahla Aly)
Manage Services
Infrastructure
Manage IT
Operations
Manage Support
Optimize Portfolio
Manage IT Business
Policies
Align Business
Strategy
Manage Finances
(Matt Kellerhals)
Manage Demand
Manage Business
Demand
Manage Service
Request Demand
Manage Compliance
& Regulations
Manage Incidents
Manage Frameworks/
Methodologies
Optimize Project
Portfolio
Identify Opportunities
Manage Performance
(Lynn Kepl)
Manage Knowledge & Information
(Shahla Aly, Barry Briggs)
Manage IT Risk
Manage Data & Data
Quality
Manage Capacity
Manage Service
Continuity
Manage Security
Manage Security
Manage IT Lifecycle
Manage Service
Monitoring & Control
Manage Network
Manage Directory
Services
Manage Job Scheduling
Manage Enterprise
Operational Risk
Manage Problems
Manage Service
Request
Manage Communication
Services
Manage Collaboration
Systems
Develop Business
Plans
Maintain Strategic
Drivers
Maintain Roadmaps
Integrate With Corp
Strategic Planning
Maintain Strategic
Planning Process
Manage Planning
Responsibilities
Optimize Service
Portfolio
Administer Systems
Define Archival &
Retention
Manage Legal & Corporate Affairs
(Tony Oliver)
Manage ContractsManage IP
Manage External
Oversight
Manage Solution Delivery
Manage Legal Corp
Services
Manage Business
Group Legal Counsel
Manage Gov’t &
Regulatory Affairs
Manage Reports/
Scorecards
Manage Product
Group Demand
Monitor Future Trends
Manage Data Centers
Manage Enterprise
Business Continuity
Manage Enterprise
Application Portfolio
Manage Suppliers
(Matt Kellerhals, Lynn Kepl)
Manage Sourcing
Strategy
Manage Supplier
Relations
Manage Procurement
Manage Business
Architecture
Manage Information
Architecture
Manage Infrastructure
Architecture
Manage Forecasts
Manage Capital
Manage/Allocate Costs
Manage Fixed Assets
Manage Facilities
Manage Fiscal Planning/
Budgets
Manage Venture
Integration
Manage Accounts
Payable
Optimize Product
Group Portfolio
Manage Quality/
Continuous
Improvement
Manage Business Partner Relations
(Shahla, Aly)
Manage Customer/
Partner Satisfaction
Manage Business
Needs
Develop Account
Strategy
Perform Business
Reviews
Manage Account Plan
Manage Assets
Manage Systems
Change
Monitor Service
Agreements
Manage Service
Availability
Manage Configuration
Manage Source Code
Manage Obsolescence
Govern IT
(Lynn Kepl)
Manage Business
Engagement
Manage Business
Readiness & Adoption
Manage Human Resources
(Christopher Fernandez)
Manage Recruiting
Manage Career Planning
& Development
Manage Learning &
Development
Plan/Manage Workforce
Manage Leadership &
Development
Manage Organizational
Design
Review Employee
Performance
Manage Organizational
Change
Manage Succession
Planning
Manage Collaboration
Manage IT Standards
Manage Business
Insights
Manage Diversity
Manage Strategic Plan
Manage Internal
Communications
Manage External
Communications
Manage Knowledge
Transfer
Manage Communities
Manage Storage
Define/Develop
Documentation &
Content Monitor/Evaluate
Performance
Drive Product Excellence
(Raj Biyani, Lynn Kepl)
Engage/Guide Product
Group
Adopt Technology
Manage Dogfooding
Showcase
Technology
Evangelize New
Product Opportunities
Influence Product
Direction
Incubate Technology
Manage Research &
Development
Align Business & IT
Manage Steering
Committees
Manage Benefits
Manage Transfer/
Termination
Manage Supplier Risk
Manage Internal
Controls
Manage IT Brand
Manage IT Value
Manage Architectural
Review Board
Manage Application
Architecture
Deploy Solution
Plan Solution
Close & Verify Benefits
Manage Release/
Deployment
Manage Solution Development
Manage Requirements
Develop Business Case Design Solution
Manage Service
Design
Optimize Business
Processes
Manage Risk
Manage Project
Benefits
Manage Change
Manage Project
Resources
Manage Scope Manage Project
Performance/Reporting/
Monitoring
Build Solution
Manage Verification &
Testing
Manage Project
Initiation
Manage Solution
Quality
Manage Solution
Stakeholders
Manage Project
Planning
Manage Security Policies
& Risk
Maintain Enterprise
Architecture
Manage Portfolio
Funding
Manage Service Level
Expectations/Agreements
Drive Project
Management
Excellence
15. Capabilities
(example)
Assists With Analysis &
Prioritization
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Strategies
Goals
Mapping
FY Initiatives
Mapping
Strategic
Areas
Prioritization
Value//Perform/Maturity
Key Business
Capabilities & Potential
Risks Of Achieving Goal
Business Architecture: Capability Identification
1 2 3
Manage Quotes
Manage Offers
Manage Orders
Manage
Entitlement
Manage Contract
Manage reports
Inform
Strategic
Planning
Provides traceability from goals to initiatives
Funded
Initiatives
18
16. Maturity
Readiness
Process
Resources
Goal
Value Performance
Business Capability InitiativeMapped Mapped
What is the likelihood that I can achieve the goal based on the
capability maturity?
• Do I have a sponsor?
• What are the high level state of my processes?
• Do I have resources applied to this capability to support the
achievement of the goal?
Which capabilities are considered more
important to success?
Which capabilities are supported by
organizational goals?
Are there any initiatives planned or in
flight that are implementing this capability
and goal?
Do I have goals for this initiative?
How is the capability performing
relative to the value to inform
prioritization?
Key Maturity Aspects Of Business Capability Maturity
• Readiness (sponsor) - None, Accountable Sponsor, Responsible Person
On Team
• Process - adhoc, intuitive, defined, monitored, optimized
• Resources - no resources to….. resources & tied to multi-year
roadmap
Business Architecture: Capability Modeling and Assessment
19
18. Portfolio Planning & Optimization
21
View investment opportunities against quadrant (high value & high
gap – low value & low gap)
Variations on gap analysis by plots against current funding levels,
strategic objective weighted rankings and other dimensions.
19. Analysis
Business Architecture: Consolidated Process
22
Aggregation
Assessment & Gap Analysis
1. Analysis Of Capabilities, Goals, Initiatives
2. Develop recommendations and inform strategic planning
Initial Goals Analysis
1. Analyzed Capabilities, Goals & Initiatives
2. Identified areas to inform FY Strategic Planning
Goals Identification
1.Analyze Balanced Scorecard, Commitments
ArchitectureModels
1. Collect key architectural artifacts including process,
applications, information,, roles, etc
2. Provide scope and focus for architectural models
3. Load artifacts into repository for share/re-use
1 2 3
4 6
FY Strategic Planning
1. FY11 Strategic Planning Input
2. Planning analysis input
5
Ongoing FYxx
FYxx Roadmaps
1. Validate Analysis
2. Complete FYxx Plan
3. Complete 3 Yr Plan
7
Dec/Jan
Capability Map & Ratings
1.Establish capability scope
2.Assess relative importance, maturity and
performance
3.Identified relative overall prioritization of business
functions for further assessment
Value
Maturity
Performance
MaturityGAP
Initiatives
Goals
MonitorFuture Trends 5 1 2 4
Manage IT Brand Image 5 1 3 4
Manage ProductGroupDemand 5 1 3 4 1
DevelopBusinessPlans 5 2 2 3 1
Manage BusinessArchitecture 5 2 2 3
Manage InformationArchitecture 5 2 3 3
Manage Application Architecture 5 2 2 3 9 3
Manage IntellectualProperty&Licensing 5 2 2 3
Influence ProductDirection 5 2 2 3 1 6
DesignProjectSolution 5 2 2 3 1 3
Align With BusinessStrategy 5 3 3 2
MaintainEnterprise Architecture 5 3 3 2 1
Manage Infrastructure Architecture 5 3 3 2 9 3
Manage ArchitecturalReviewBoard 5 3 3 2 2 1
MaintainPlanningRoadmaps 5 3 3 2 3 3
FY10 Strategy On A Page
Goals Processes Information Systems Roles
Goals, specific objectives Process Frameworks
ITLC
Information Models Applications IT Roles
Strategic Plans, Programs,
Commitments
MSIT Capability Map, Analysis
ITLC + Division
Processes
Subject Facet Model IT Business
Apps
ITLC
Roles/CSP
Artifacts Required To Describe The Business
Key Takeaway:
Enterprise Value Results from Investing in Capabilities that
Drive Growth, Operational Excellence and Customer Delight
Manage IT Services & Operations
(Jim Dubois, Walter Puschner)
Manage Service/Applications
Plan & Organize IT
(Lynn Kepl, Matt Kellerhals, Shahla Aly, Neville Rademeyer, Jim Dubois, Barry Briggs, Raj Biyani, Walter Puschner, Christopher Fernandez, Tony Oliver)
Manage Communications
(Lynn Kepl)
Manage Business Partner & Portfolio Planning
(Shahla Aly, Raj Biyani, Lynn Kepl)
Manage Planning & Strategy
(Lynn Kepl, Matt Kellerhals)
Manage Enterprise Architecture
(Barry Briggs, Jim Dubois, Shahla Aly)
Manage Portfolio Delivery
(Shahla Aly, Neville Rademeyer, Jim Dubois, Walter Puschner)
Manage Compliance & Risk
(Jim Dubois)
Manage Portfolio
(Shahla Aly)
Manage Services
Infrastructure
Manage IT
Operations
Manage Support
Optimize Portfolio
Manage IT Business
Policies
Align Business
Strategy
Manage Finances
(Matt Kellerhals)
Manage Demand
Manage Business
Demand
Manage Service
Request Demand
Manage Compliance
& Regulatioins
Manage Incidents
Manage Frameworks/
Methodologies
Optimize Project
Portfolio
Identify Opportunities
Manage Performance
(Lynn Kepl)
Manage Knowledge & Information
(Shahla Aly, Barry Briggs)
Manage IT Risk
Manage Data & Data
Quality
Manage Capacity
Manage Service
Continuity
Manage Security
Manage Security
Manage IT Lifecycle
Manage Service
Monitoring & Control
Manage Network
Manage Directory
Services
Manage Job Scheduling
Manage Enterprise
Operational Risk
Manage Problems
Manage Service
Request
Manage Communication
Services
Manage Collaboration
Systems
Develop Business
Plans
Maintain Strategic
Drivers
Maintain Roadmaps
Integrate With Corp
Strategic Planning
Maintain Strategic
Planning Process
Manage Planning
Responsibilities
Optimize Service
Portfolio
Administer Systems
Define Archival &
Retention
Manage Legal & Corporate Affairs
(Tony Oliver)
Manage ContractsManage IP
Manage External
Oversight
Manage Solution Delivery
Manage Legal Corp
Services
Manage Business
Group Legal Counsel
Manage Gov’t &
Regulatory Affairs
Manage Reports/
Scorecards
Manage Product
Group Demand
Monitor Future Trends
Manage Data Centers
Manage Enterprise
Business Continuity
Manage Enterprise
Application Portfolio
Manage Suppliers
(Matt Kellerhals, Lynn Kepl)
Manage Sourcing
Strategy
Manage Supplier
Relations
Manage Procurement
Manage Business
Architecture
Manage Information
Architecture
Manage Infrastructure
Architecture
Manage Forecasts
Manage Capital
Manage/Allocate Costs
Manage Fixed Assets
Manage Facilities
Manage Fiscal Planning/
Budgets
Manage Venture
Integration
Manage Accounts
Payable
Optimize Product
Group Portfolio
Manage Quality/
Continuous
Improvement
Manage Business Partner Relations
(Shahla, Aly)
Manage Customer/
Partner Satisfaction
Manage Business
Needs
Develop Account
Strategy
Perform Business
Reviews
Manage Account Plan
Manage Assets
Manage Systems
Change
Monitor Service
Agreements
Manage Service
Availability
Manage Configuration
Manage Source Code
Manage Obsolescence
Govern IT
(Lynn Kepl)
Microsoft IT Business
Capabilities
Version 2.0 - 10/2009
Manage Business
Engagement
Manage Business
Readiness & Adoption
Manage Human Resources
(Christopher Fernandez)
Manage Recruiting
Manage Career Planning
& Development
Manage Learning &
Development
Plan/Manage Workforce
Manage Leadership &
Development
Manage Organizational
Design
Review Employee
Performance
Manage Organizational
Change
Manage Succession
Planning
Manage Collaboration
Manage IT Standards
Manage Business
Insights
Manage Diversity
Manage Strategic Plan
Manage Internal
Communications
Manage External
Communications
Manage Knowledge
Transfer
Manage Communities
Manage Storage
Define/Develop
Documentation &
Content Monitor/Evaluate
Performance
Drive Product Excellence
(Raj Biyani, Lynn Kepl)
Engage/Guide Product
Group
Adopt Technology
Manage Dogfooding
Showcase
Technology
Evangelize New
Product Opportunities
Influence Product
Direction
Incubate Technology
Manage Research &
Development
Align Business & IT
Manage Steering
Committees
Manage Benefits
Manage Transfer/
Termination
Manage Supplier Risk
Manage Internal
Controls
Manage IT Brand
Manage IT Value
Manage Architectural
Review Board
Manage Application
Architecture
Deploy Solution
Plan Solution
Close & Verify Benefits
Manage Release/
Deployment
Manage Solution Development
Manage Requirements
Develop Business Case Design Solution
Manage Service
Design
Optimize Business
Processes
Manage Risk
Manage Project
Benefits
Manage Change
Manage Project
Resources
Manage Scope Manage Project
Performance/Reporting/
Monitoring
Build Solution
Manage Verification &
Testing
Manage Project
Initiation
Manage Solution
Quality
Manage Solution
Stakeholders
Manage Project
Planning
Manage Security Policies
& Risk
Maintain Enterprise
Architecture
Manage Portfolio
Funding
Manage Service Level
Agreements/Expectations
Drive Project
Management
Excellence
Medium
Low
High
Medium #
Large #
Low #
Maturity Goal Impact
16
Highest Value
21. Project Charter: Enable Enterprise-wide Procurement
Efficiency and Effectiveness
24
Develop a platform strategy that supports Procurement
Group’s new multi-year business strategy & goals by:
Developing a 3 year outlook of IT vision, direction,
priorities, and goals based on strategy
Architecture Planning
Develop roadmap of capabilities needed to enable the business
strategy
Develop traceability matrix across the business (demand,
programs, process, technology, etc.)
FY Demand Management
Architectural planning that informs demand prioritization
22. Business Architecture Project Stages
Aggregation
Data gathering / Strategy Roll-up
CapabilityAnalysis/YOY Spend
Application Road Mapping
Documented Roadmaps
Alignment between Business, IT and Architecture
Platform strategies
Business strategy
Application Strategy
25
23. 26
Deliver recognized value to shareholders.
Strategic
Priorities
Goals/Business
ObjectivesMission
Deliver maximum shareholder value for each dollar spent on the company’s behalf and set a new industry benchmark for efficiency,
effectiveness and innovation in procurement.
Measures&
TimelinesVision
Cost Management Reduced Risk Reduced time to market
Category Management and Sourcing Business Alignment and Planning Supplier Relationship Management
Our people and organizational
Capability
Develop consistent and specifically
scoped category planning process
Tenets
Improve knowledge sharing about
our top spend categories
Develop of annual procurement plans for
each geography and business division
Connect the category planning process
more tightly with the business partner
planning
Enhance supplier management focus
in category teams
Grow our teams capabilities
How we work together
Evangelism and Messaging
Enhanced Brand Facilitating Revenue
World Class Programs and Operations
Create greater efficiency for
stakeholders
Supplier Diversity
Vendor Privacy Assurance
Procurement KPIs and Metrics
25. • HighValue
• High Maturity
Gap
• LowValue
• High Maturity
Gap
• HighValue
• Low Maturity
Gap
• LowValue
• Low Maturity
Gap
Stabilize Invest
Sustain
Process
Improvement
28
26. Recommendations
1. Define Metrics andTimelines for SOAP
2. Identify and capitalize on shared capabilities
3. Ensure resources are focused towards high gap capabilities
4. Map Goals to applications and capabilities
5. Continue Application Simplification
6. Focus High Impact Capabilities
7. Consolidate BI Platform
8. Manage Business-owned and IT-owned Applications holistically
9. Build Multi year program cost estimates
29
28. Engagement Focus
Concentrate on Field Sales Management Priority Areas
Forecasting
Quota Management
‘Shine the light’ on current portfolio, processes,
capabilities and opportunities
Recommend path to streamlined future state with
targeted investments and initiatives
31
29. Microsoft Confidential 32
32
SEGMENTOBJECTIVESSOAPS
1 Feb, 2011 – v4.0 DS
Productivity & Effectiveness of
Major Accounts Management
Grow & Compete in Major
Accounts
Be Best in Class in
Business Accounts Sales
Excellence
Drive Sales Excellence
Enable the Field to land the Enterprise
Operating Plan
Land Sales basics through process &
system simplification
Maximize SMB Long Time
Value (LTV)
Enable best in class Business &
Relationship Management
processes and tools
CAPABILITIES
Land consistent global forecasting
process in concert with segments
Land shared pipeline view based
on CRM
Provide better seller optics into
pipeline, contribution to scorecard,
etc. to reduce users creating their
own portals to extract information
into a useable format for running
their business.
Streamline Lead transfer through
partners by aligning CRM, BI,
Metrics, and incentives
2.0 Manage Marketing
2.6 Manage Marketing
Campaigns
2.7 Manage Targeting
2.24 Generate and Manage
Lists
2.27 Manage Leads 2.30 Manage Market Forecast
2.25 Manage Marketing
Contact Incidents
0-1 Objectives 2-3 Objectives 4+ Objectives
3.0 Manage Sales
3.2 Build Sales Plans 3.3 Manage Seller and
Channel Incentives
3.6 Manage Sales/ Territory
Planning
3.9 Plan Customer Accounts
3.11 Manage Telesales 3.14 Manage Opportunities
3.19 Measure Sales
Performance
3.93 Manage Incentive
Program Support
3.4 Manage Customer
Segmentation
3.5 Manage Partner
Segmentation
3.18 Measure Relationship
Management 3.99 Manage Customer &
Partner Information
Be the Industry’s Leading Provider of Relationship Management Solutions
Leverage Field Sales to Drive Customer Success from our products resulting in the Vision of the
Company being realized
30. Capability Matur.Gap Perf.Gap Weight
3.2BuildSalesPlans 1 2 12
3.2.6Buildsalesquota 2 3 12
3.2.9Reconcile SalesandFinancial Forecasts 2 3 12
3.9PlanCustomerAccounts 2 2 10
3.14Manage Opportunities 2 2 8
3.18Measure RelationshipManagement -1 -1 8
3.19Measure SalesPerformance 2 2 12
4.4.1.1ServicesActivity andRevenue Forecasting 1 2 10 • Capabilities with high gap value identify opportunities for
improvement - closure of performance gap primarily achieved
through solution development; closure of maturity gap through
managing to scorecard objectives and targets (people and process
maturity)
• Increase resolution of data points through assessment of
capabilities at more granular levels
• Increase value to inform planning and priority setting through
weighting Capability datapoints – in this case degree to which
Capability is in support of strategic objectives33
31. Delivering a High Performance Salesforce
34
Capabilities derived from EnterpriseVision and Goals
Capabilities enabled via:
People
Process
Data
Tools
A streamlined tools architecture resulting from Business
Architecture engagement enables improved performance via
Field Sales
Enhanced capabilities results in customer retention,
growth and EnterpriseValue
32. Wrap-up Today’s session Takeaways
35
Enterprises realize their vision and mission via strategic
execution to create enduring value
Business Architecture aligns strategy to execution via a
structured approach
Capability modeling, capability assessment and heatmapping
are key activities in the process
Measurements of realized Business Value via audits confirm the
effectiveness of this approach
Growth in Business Architecture Maturity is reflected in:
Improved communication and collaboration across the enterprise
Efficient and effective use of IT capital
33. Questions & Contact Information
36
Sri Mandalaparthy
President/Founder
Blissful Consulting Corp
Business Architecture &Advisory Services
sriman@blissfulconsulting.com
SanderThomassen
Principal BusinessArchitect
EA@blissfulconsulting.com
35. 38
Business
Architecture
A discipline that leverages a structured approach to provide executives insights into
strategic planning and creates value across the enterprise
Business
Architect
Business Architect is a Strategy Consultant/Trusted Advisor
Capability Defines the organization's desired or existing capacity to achieve a specific effect, goal or
objective. Enterprises consist of a portfolio or matrix of capabilities that are used in
various combinations to achieve outcomes
• Resources - who in the organization should conduct business reviews and is the
activity funded?
• Process – is a process defined (or not) to defined to conduct business reviews (process
may also be called Conduct Business Reviews)?
• Technology – is there specific technology that is used when conducting business
reviews?
• Information – do I have the right data necessary to effectively conduct business
reviews (critical business info, NSAT,who will be there, etc?
Capability
Modeling
Capability Modeling exposes the business capabilities of an organization leveraging
methods which enable classification, prioritization and analysis of specific business
objectives. Capability Modeling analyzes business capabilities and assesses an
organization’s ability to achieve objectives by understanding their relationship to other
entities like resources, process, technology and information.
Business Architecture: What Is It?