What is Business Architecture ? J Courquet | Capgemini A&D - Digital Transformation

1. Business Architecture & Open GroupBusiness Architecture & Open Group
Toulouse, 09/29/16
J Courquet | Capgemini A&D - Digital Transformation
Toulouse, 09/29/16
J Courquet | Capgemini A&D - Digital Transformation

2. Presentation Title | Date
Copyright © 2016 Capgemini and Sogeti. All rights reserved. 2
Table of Contents
 What is Business Architecture ?
 The Open Business Architecture Initiative
 Conclusion

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As Is Enterprise context
 Enterprise drivers
 Intends to make/maximize benefits
 Improve customer service
 Increase market share
 Reduce costs
 Today Enterprise governance is based on Enterprise Architecture
including key viewpoints such as IT, Application, Technology or
Organizational Architecture and business viewpoint
 But where can we find the answers of key concerns such as ?
 How does an enterprise accomplish profit objectives ?
 Does the enterprise architecture fits to business needs in a optimistic manner ?
 Today‘s enterprises are not easily answering to these questions
because enterprise architecture is not business centric.
“It is not the strongest, the fastest or the smartest of the species
that survive, it is those most adaptable to change”
Charles Darwin

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What is Business Architecture ?
It is about giving strategic business objectives greater clarity and structure
by describing how they translate into operations
There are several definitions :
TOGAF 9 Section 8.2: In summary, the Business Architecture describes the product and/or
service strategy, and the organizational, functional, process, information, and geographic
aspects of the business environment.
...In practical terms, the Business Architecture is also often necessary as a means of
demonstrating the business value of subsequent architecture work to key stakeholders,
and the return on investment to those stakeholders from supporting and participating in the
subsequent work.”
“Business architecture is the formalized description of how an organization uses its essential
competences for realizing its strategic intent and objectives.”
Definition applied by The Open Group since 2011
“A blueprint of the enterprise that provides a common understanding of the organization and is
used to align strategic objectives and tactical demands”
OMG Business Architecture Special Interest Group

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Business Architecture: Motivation
Why
(Strategy policy)
Fit to market
Reduce Time
To Market
Why
(Business stakes)
Rapid process design for new
products
Improve the current Information
System to support an efficient
operating process
Deploy an efficient way of working
Prepare the future business
capabilities
Guidance, coaching for strategy
deployment
Monitoring & performance
Analysis
Ensure business process maturity
What
(Business levers)
Promote holistic Views to support decision
making
Structure IS/IT knowledge on REX come from
product portfolio , disciplines
Enhance added-value in operations and strategy
support
Enhance information flow between stakeholders
Deliver trusted traceability from strategy to
operations
Design, deploy, promote and support best
practices in BA
Promote agile organization & governance
How
(Business architecture
activities)
GENERATING
MARKET INSIGHTS
ALIGNMENT
GOVERNANCE
COMMUNICATION
Many concepts of BA framework exists and all of them are based on main components of an enterprise.
The difference wrt EA consists in How components and relationships are taken into account.

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Business Architecture usual strategy
Business Architecture takes a combined top-down and bottom-up approach.
 A top-down approach allows the Business architect to identify the high - and
executive level goals that are in line with the overall enterprise business strategy.
 A bottom-up analytical approach allows Business Architect to identify the
specific tactical components that must be delivered to accomplish those goals
from day life activities.
This necessitates a complex organization in order to:
 Create/onboard/steer an Enterprise Business Architecture Community
 Set up a Governance to ensure compliance and alignment with Business
initiatives.
 Deploy a Business Centric Approach based on Industry, Business Product,
Operations Customer Behavior Knowledge as a dual of enterprise architecture
 Master communication and deliver the right information on time according the
right/understandable language
 Master redraw and supervise Process Discipline

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Business Architecture concerns
Motivation
Business
Architecture
Organization
Knowledge
information
Value
And profit
proposition
Execution
artefacts
Performance
 Capabilities
 KPIs
how well to do whathow well to do what
with what resourceswith what resources
 Policies
 KM
…
how to do whathow to do what
 Process
 Services
 Functions
why to do whatwhy to do what
what to dowhat to do
who is doingwho is doing
 Vision
 Strategy
 value-streams
 Products or assets
 Organization structure
 Governance structure
 Supplier, providers …
Business architecture provides a consistent framework for aligning what customers want against
what the organization provides.
It drives continuous improvement on value delivery by closing defined value and capability gaps

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The Open Business Architecture Initiative: Fast Track context
Part I Delivered Part II under evaluation
The Open Business Architecture effort
is developing a new Open Group
Standard to provide guidance for new
and existing Business Architecture
Practices.
The Emerging Standard is focused on
Transformations to the Enterprise or
Organization.
The Standard defines an Approach to
ensure a Clear Understanding of the
Business Vision by All Stakeholders
Throughout the Enterprise
Transformation Lifecycle
The Open Business Architecture effort
is developing a new Open Group
Standard to provide guidance for new
and existing Business Architecture
Practices.
The Emerging Standard is focused on
Transformations to the Enterprise or
Organization.
The Standard defines an Approach to
ensure a Clear Understanding of the
Business Vision by All Stakeholders
Throughout the Enterprise
Transformation Lifecycle
Open Business
Architecture (O-BA)
Standard
The emerging O-BA Standard has
Three Parts:
Part I: Describes the Practice of
Business Architecture through a
Business Architecture Framework
Part II: Will Describe the Context in
which the Business Architecture
Practice is Applied
Part III: Will include specific
techniques and guidelines that
enable the Business Architect

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O-BA Drivers
The Open Business Architecture Initiative: Analysis starting point
Operational Domain
Strategy Domain
Structure Domain
The O-BA standard is focused on the transformation of the organization
Driver
A driver is defined as something that creates, motivates, and fuels the change in an organization

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O-BA Assesments Level 1
O-BA Drivers
The Open Business Architecture Initiative: assessments level 1
Operational Context
Business Structure
Strategic Intent External Vision Strategic Priorities
Operational Domain
Strategy Domain
Structure Domain
Business FunctionsValue Stream Business Outcome
Enabling Means
Transformation Principle
Driver
Assessment
An assessment is defined as the outcome of some analysis of some driver

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O-BA Assesments Level 2
The Open Business Architecture assessments level 2
Operational ContextBusinessStructure
Strategic Intent
External Vision
Strategic Priorities
Operational Domain
Strategy Domain
Structure Domain
BusinessFunctionsValue Stream Business Outcome Enabling Means
Transformation Principle
Mission
Strategic Principle
CompetenceAmbition
Internal Challenge
Vision
Belief
Principle
Brand
External Factor
ConstraintOpportunity
External Challenge
Assumption
Objective
Customer Segment
Marketing MixPosition
Timing
Customer Approach
Strategic Capability
Partner
Assessment1
ImplicationMeans-End Hierarchy Configuration / Capability
Driver
Assessment

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O-BA Principles
The Open Business Architecture Initiative:
Requirement
Driver
Assessment
Value Stream
Way of Thinking
Way of Working Way of Modeling
Way of Organizing Way of Supporting
What is a Value Stream?
the sequence of activities required to design, produce, and deliver a good or service to a
customer, and it includes the dual flows of information and material.
Source: Value Stream Mapping. Karen Martin and Mike Osterling. McGraw Hill, 2014
What is a Way of?
The “way of” fields describe the different areas of the business architecture practice.
Apply a Common Language for
Consistent Communication
Articulate Vertical Traceability (From
vision, strategic intent, to
competence, capability, resources)
Articulate Horizontal Traceability to
Create Transparency in Cross-
business Domain Dependencies
Provide a Holistic View to Ensure
Alignment of All Relevant Factors
Implement Transformation Process
Integration

13. Diapositive 12
WWE3 il faudra bien expliquer les différences entre Driver, assessment et requirements. "way of" est une notion pas très claire pour moi ... même niveau que
requirements ? A préciser également dans le discours.
WENDLINGER William (wwendlin); 28/09/2016

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The Five Ways
Framework is used in the
O-BA Standard
to describe the
Standardized Business
Architecture Practice
The Five Ways
Framework is used in the
O-BA Standard
to describe the
Standardized Business
Architecture Practice
The Open Business Architecture Initiative: The Five Ways Framework
Five Ways
Framework
Way of
Thinking
Way of
Modeling
Way of
Organizing
Way of
Supporting
Way of
Working
Resolves challenges
of Continuous
Change
Assures alignment
and integration of
Strategy, Structure
and Operations
Assures the
Business Architect acts
at the right time
Common
Language and
Techniques enable the Role
Assures
Leadership /
Stakeholder
Communication
WWE4

15. Diapositive 13
WWE4 Les Way of ne sont pas clairs pour moi (bis). Ce que tu mets en face de chacun d'eux ne clarifie vraiment pas.
WENDLINGER William (wwendlin); 28/09/2016

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The Open Business Architecture Initiative: The Five Ways Framework
Way of
Thinking Resolves challenges of Continuous
Change
Assures alignment and integration of
Strategy, Structure and Operations
Assures the
Business Architect acts at the right
time
Common Language and Techniques
enable the Role
Assuresv Leadership / Stakeholder
Communication
Way of Working
Assuring integrated
leadership
communication
Creating the holistic
view
Assuring feedback and
iterations
Common language
Holistic view to
assure alignment of
all relevant factors
Strategy view
Structure view
Operational context
view
The external vision
The strategic intentcompetence map
business serviceoperational context
Strategic priorities
value chain
business capability
map
Value streamCompetencies
Capability hierarchy
External Vision
- Relevant external factors:
- Assumptions:
- Beliefs:
- External constraints:
- External opportunities:
- Principles:
- Brand:
- Market need:
- Mission:
- External challenges:
Strategic Intent
- Ambition:
- Mission:
- Strategic principles:
- Competence:
- Capability:
- Goals:
- Value stream:
- Internal challenges:
Investment Priorities
- Objectives:
- Customer segments:
- Marketing mix:
- Positioning:
- Timing:
- Customer approach:
- Capability:
- Partner:
- Internal constraint:
- Internal opportunity:
- Policy, rule, guideline:
Way of Thinking
executive ambitionstate-of the art
technology
strategic priorities strategic intentexternal vision
business strategy
Way of Supporting
Set communication
through a common
natural language
Provide tools for
artifactsmanagement
Apply industry
standards
Way of Organizing
Way of
Modeling
Way of
Organizing
Way of
Supporting
Way of
Working
Way of Modeling
Set overall coherency
Align at strategy,
structure and
operational level
Set Horizontal
Alignment
Set Vertical Alignment
business
capabilities
Key competencies
Dependency
Network Diagram
Integration View
Strategy Domain
Structure Domain
Operational
Context

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Way of Working
Assuring integrated
leadership
communication
Creating the holistic
view
Assuring feedback and
iterations
Common language
Holistic view to
assure alignment of
all relevant factors
Strategy view
Structure view
Operational context
view
The external vision
The strategic intentcompetence map
business serviceoperational context
Strategic priorities
value chain
business capability
map
Value streamCompetencies
Capability hierarchy
External Vision
- Relevant external factors:
- Assumptions:
- Beliefs:
- External constraints:
- External opportunities:
- Principles:
- Brand:
- Market need:
- Mission:
- External challenges:
Strategic Intent
- Ambition:
- Mission:
- Strategic principles:
- Competence:
- Capability:
- Goals:
- Value stream:
- Internal challenges:
Investment Priorities
- Objectives:
- Customer segments:
- Marketing mix:
- Positioning:
- Timing:
- Customer approach:
- Capability:
- Partner:
- Internal constraint:
- Internal opportunity:
- Policy, rule, guideline:
The Open Business Architecture Initiative: The Five Ways Framework
Way of
Thinking
Common Language and Techniques enable the Role
Way of
Modeling
Way of
Organizing
Way of
Supporting
Way of
Working

18. Presentation Title | Date
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The Open Business Architecture Initiative: Enterprise transformation value stream
Strategy Value Stream Transformation Value Stream Operation Value Stream
business Architecture Value Stream
Create VisionShape Idea Develop strategy and
plan
Design Develop Implement Optimize and Learn
Enterprise transformation value stream
Value Stream breakdowns
Link with TOGAF architecture Framework

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Utilizing the O-BA Standard in Conjunction with TOGAF
The O-BA Standard can be used with TOGAF ADM during 3 Phases…
Some of the Reasons to use the O-BA in
Conjunction with TOGAF
• The Enterprise Continuum provides a view of how
industry architecture evolve and how these can be
transformed into Enterprise Architectures
• The outcome of O-BA builds on and enhances the
Preliminary Phase and Phase A
• The O-BA Standard describes a more explicit and
structured way to align and integrate Strategy,
Structure and Operational contexts
• This Standard applies a common language that
extends the TOGAF 9 Content Framework
…among other reasons
The Business Architect role, engaged in all phases of
the Transformation Lifecycle ensures Consistent
Communication
The Business Architect role, engaged in all phases of
the Transformation Lifecycle ensures Consistent
Communication

20. Presentation Title | Date
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Conclusion
 Enterprise and Business architecture are two sides of the same coin and are
decisive in ultimately building an Enterprise that is in line with the global market
and benefits objectives.
 Virtually every facet of Business Architecture success depends on fielding of
advanced architecture framework and standards.
 In the framework of the Open Group, a lot of work has been performed on BA
topic. That has enabled to clarify and formalize Enterprise needs and key BA
artefacts . But work still needs to be done to completely meet Enterprise needs
and offer operational methods .

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