EAEC_BusinessArchitecture

INFORMATION TECHNOLOGY PRACTICE
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL™
Advances in
Business Architecture
Panelist: Parin Kothari, Senior Manager, Business Architecture,
Moderator: Bart Kaplan, Senior Director, Enterprise Architecture Executive Council

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ROADMAP FOR THE PRESENTATION
Polling Results
Introduction
to Panelist
QA and
Upcoming Events

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INTRODUCING PARIN KOTHARI
Parin Kothari is an experienced business consultant who started his professional career at Boston Consulting Group in South
Asia. Since then, he has worked in varied functional areas—finance, marketing, technology, and operations—and a plethora of
industries including banking and financial services, media and advertising, consumer products, industrial services, health care,
retail and auto manufacturing. Parin was instrumental in establishing the business architecture practice at Wells Fargo bank’s
Internet Services Group and worked on the merger with Wachovia. In his recent job, Parin is working to build the practice for
TD Bank Financial Group’s North American Internet Channel group. Parin complements his profit-driving business architecture
focus by working alongside grass root local NGOs in more than eight countries across four continents attempting to build a
sustainable social architecture. Parin holds his MBA from Syracuse University, New York.
TD Bank Financial Group
Industry: Financial The Toronto-Dominion Bank, together with its subsidiaries, provides retail
and commercial banking, wealth management, and wholesale banking
products and services in North America and internationally. The company
operates in four segments: Canadian Personal and Commercial Banking,
Wealth Management, United States Personal and Commercial Banking,
and Wholesale Banking.
2010
Operating
Revenues: US$24.91 Billion
Employees: 65,930

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Polling Results
Introduction
to Panelist
QA and
Upcoming Events

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6
Business architecture’s
importance has grown
substantially over the
past 12 months.
Discussion Questions:
■■ What is driving the
importance of business
architecture in your
organization?
■■ Where is the interest
coming from?
■■ How are you communicating
business architecture’s
importance?
BUSINESS ARCHITECTURE IMPORTANCE
How Has the Importance of Business Architecture in Your Organization Changed in the Past 12 Months?
1%
Much Less Important
3%
Somewhat
Less Important
11%
No Change
49%
Somewhat Important
35%
Much More Important
n = 97 EAEC member institutions.
Source: EAEC Membership Survey, January 2011.

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was created to facilitate
strategic alignment
and execution.
HOW TO STRENGTHEN THE CONNECTION
BETWEEN STRATEGY AND EXECUTION
CHALLENGES
Business Architecture incorporates the use of a target operating model, supported
by business capabilities, to better connect strategic vision to the underlying
changes to people, process, and technology needed to realize that strategy.
APPROACH
As its coverage has expanded to 15 lines of business, Business Architecture
has helped to extend planning horizons, rationalize project portfolios, lower
infrastructure costs, and reduce cycle times.
RESULTS
Strategy
Execution
There was a need for a better mechanism to provide
traceability of strategic intent and to better balance portfolio
spend on strategic and tactical initiatives.
Transformation
Initiatives
To increase spend on transformational change, a portfolio
approach to investments was needed.
Change
Management
In moving from a product-centric to a client-centric
organization, RBC needed to ensure all dimensions of
transformation were addressed (people, process, technology).

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8
Business simplification
efforts require an
integrated enterprise
process view.
BUSINESS SILOS AND PORTFOLIO COMPLEXITY
CHALLENGE
By stripping physical processes of their underlying systems and specific
organizational content, Dell creates an integrated, enterprise-wide
view of future state processes to drive simplification efforts.
Dell’s processes and applications are built out rapidly in support of the
company’s growth. This results, however, in complex and siloed business areas.
While detailed process maps exist based on physical systems, there is no
clear way to integrate them into an enterprise view to execute on a business
simplification mandate.
APPROACH
The enterprise process model becomes the basis for a more consolidated
technology and business footprint. Business partners use the model to
understand how to simplify processes they own, while IT leverages it to
identify application redundancies and technology gaps.
RESULTS

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13%
11%
1%
17%
45%
5%
8%
BUSINESS ARCHITECTURE LOCATION
Where is Business Architecture Located in Your Organization?
Business architecture
is still predominantly
located in IT, under EA.
■■ If business architecture is
in IT but outside EA in your
organization, where does
it sit?
■■ If BA is in IT in your
organization, who
is your primary customer
on the business side?
■■ What role does EA have
in business architecture if it
sits outside of the function?
Other
In the Business with No Connection
to Enterprise Architecture
In the Business with a Dotted Line
to Enterprise Architecture
In IT, Under Enterprise Architecture
In IT, but Not Under
enterprise Architecture
In IT, but Migrating to the Business
Joint Ownership Between
the Business and IT
Other Responses
■■ In IT Both Under Enterprise Architecture
and in the Lines of Business IT

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sits within the EA and IT
organizations.
■■ Recognizing that content
for the business architecture
should come from the
business, Dell shifts the
makeup of its BA group
away from business SMEs.
Instead, Dell builds a team
with expertise in facilitation
and process modeling.
IT–ALIGNED BUSINESS ARCHITECTURE
CIO
Enterprise Architecture
Architecture Compliance Solutions Architecture
Integration and
Messaging
Process and
Governance
Training Tools
Portfolio
Management
Information
Architecture
Workforce
Management
Strategic
Information and
Architecture Management
■■ Five core integration staff
and a scalable outsourced
team for facilitation and
modeling
■■ Oversees and integrates
content into the BA model
■■ Interfaces with IT for
solutions and requirements
“Business architects
are not intended to
be the subject matter
experts of our business areas.
Our team’s skill set has shifted
to engagement, facilitation,
and modeling to capture what
the business is really trying to do.”
Leticia Duran
Senior Manager, Enterprise Business
Architecture

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Business
Sixty Business Architects in Total
DECENTRALIZED BUSINESS ARCHITECTURE
ORGANIZATIONAL MODEL
The Business and
Technology Integration
Office (BTIO) sits
between IT and the
business and creates
the business architecture
methodology.
■■ BTIO is responsible for:
–– Enterprise training,
–– Managing business
architecture engagement
through coaching
and mentoring,
–– BA communications and
change management,
–– Stewarding governance
for enterprise BA
frameworks, and
–– Developing strategic-
level target business
architecture.
■■ Within IT, application and
data architects act as the
main points of contact for
business architects.
■■ Business units sponsor their
own business architects
across 21 business areas.
Business Area 21
…
Business Area 2
BA Manager
BA
BA Manager
BASrBA
Business Area 1
BA Manager
Sr. BABA
Information Technology
(64 Architects)
Technical Architecture
Application
Architecture
Data
Architecture
BTIO
(6–8 FTEs)
■■ Enterprise-level
senior business
architects
■■ Enterprise-
level business
architects
EVP/CIO
(Oversees IT, BTIO, and other business groups)

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Business Architecture at
RBC is a shared service
reporting to the business
and operates via a
chargeback model.
■■ The team consists of 20
business architects, split
between lead architects
and supporting architects.
■■ Each business unit has a lead
architect. Depending on the
size of the engagement, the
lead architect may manage
alone or involve supporting
architects from the resource
pool.
FEDERATED BUSINESS ARCHITECTURE
ORGANIZATION
CANADIAN BANKING
Head—Retail Shared Services
Head—Business Architecture
Head—Retail Operations
Supporting
Architects
BU 1 BU 2 BU 3 BU 15
Lead
Architects

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BUSINESS ARCHITECTURE CHALLENGES
What Has Been the Biggest Stumbling Block to Advancing Business Architecture in Your Organization?
The lack of business
engagement remains a
major stumbling block
for many BA groups.
■■ Why is it so hard to get the
business more engaged
and bought into business
architecture?
■■ What techniques have been
effective when trying to:
–– Gain executive
sponsorship?
–– Make a strong business
case?
–– Establish EA credibility?
17%
2%
1%
7%
5%
19%
2%
4%
5%
11%
10%
4%
13%
Other
Inability to Demonstrate the Benefits
Lack of Industry Standards or Commonly
Accepted Framework or Approach
Lack of EA Credibility
Lack of Alignment to IT Architecture
Inability to Retain High-Performing
Business Architects
Lack of a Tool
Lack of Executive Sponsorship
Inability to Make a Strong Business Case
Lack of IT Involvement
Lack of Resources
Inability to Find the Right Individuals
Lack of Business Involvement
Other Responses
■■ Lack of business champion or buy-in
■■ Lack of understanding of business and enterprise
architecture by the business stakeholders

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KEY FINDINGS: EAEC BUSINESS ARCHITECTURE IN PRACTICE STUDY
1. Business architecture is not the capstone of an EA
initiative. Enterprise Architecture groups have incorrectly
viewed business architecture as an aspiration to work toward
after technical, applications, and information architectures
have been established. Business architecture can have
immediate impact on business problems and is not dependent
on maturity attainment in other architecture disciplines.
2. Build your business architecture opportunistically. There
is no linear, prescriptive path to developing a business
architecture. Successful organizations have demonstrated
value by solving specific pain points and using those
success stories to build a mandate for the function.
3. Anchor your business architecture initiative in a set
of business capabilities needed to achieve a specific
objective. The elements included within business
architecture vary across organizations. The reference
section of this study, entitled Business Architecture
Scope and Dimensions, provides several examples. The
successful implementations we’ve seen have all included
business capabilities as a core component of their business
architecture. Capabilities act as the “connective tissue”
linking strategy to business processes and the underlying
IT architecture.
4. Tie business process modeling more tightly to strategic
objectives. Traditional business process maps are often
too granular to effectively build the business architecture.
Rather than capture detailed physical process steps,
leading organizations model high-level, strategically
valuable processes, using information flows to guide their
work. Avoid tying process models to current owners
and supporting systems. Such an approach impedes a
future state view and ignites turf battles. Instead, leading
organizations remove process models from their existing
physical environment and describe processes in business
terminology.
5. Invest in creating a formal business architect job.
Leading practitioners have recognized that the credibility
of their business architecture initiative depends to a
disproportionate degree on the quality of their business
architects. Yet external business architecture certifications
and experienced senior business architects do not exist in
the market. To retain the best talent, business architecture
requires a formal job and an established career path.
Robust change management mechanisms can drive a
high degree of ownership among the business architect
community and ensure real-world experience informs
the creation of both the training curriculum and business
architect role.

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REPOSITIONING BUSINESS ARCHITECTURE
Architectural Model Lens
Position business
architecture as a
pragmatic tool in service
of the business.
■■ Conventional wisdom
often positions business
architecture as the final
stage of EA maturity.
■■ To effectively sell business
architecture to business
partners, it needs to be
positioned as the most
relevant tool to solve their
problems.
Technical
Architecture
Technical
Architecture
Solutions
Architecture
Solutions
Architecture
Information
Architecture
Information
Architecture
Business
Architecture
Business
Architecture
Low Low
BroadLow NarrowHigh
High High
EAFunctionMaturity
ProximitytoBusinessProblem
EA Value Demonstration Specificity of Solution
Business Problem Solver Lens
“I started our business
architecture effort by
working mostly at the
framework level. It didn’t resonate
with anybody.”
Chief Architect
Health Care Company

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LESSONS LEARNED
Guiding Principles Key Characteristics Potential Hazards
Sponsorship and
Executive Leadership
Align to a influential executive
who possesses many (ideally all)
of the following key dimensions.
■■ Fearless (has been bold, maybe
even failed)
■■ Publicly supportive
■■ A builder
■■ Can see and convey a vision
■■ Comfortable with ambiguity and
uncertainty
■■ Focusing on 100% attainment
of the goal
■■ Requiring immediate results
■■ Not including process metrics
among key performance
indicators
Team Structure
and Competencies
A federated model with clear
lines of sight into relevant lines
of business is desired.
Comprised of individuals who
possess many (ideally all) of the
following competencies.
Federated model benefit
■■ Accountable
■■ Scalable
■■ Consistent
Desirable competencies
■■ Mental agility
■■ Comfort with ambiguity
■■ Inner confidence
■■ Ability and willingness to learn
■■ Taking a solution-driven
rather than a business-driven
approach
■■ Not investing in establishing
credibility
■■ Possessing or perceiving
to possess subject matter
expertise limits creativity
■■ Embedding in IT
Methods Achieve the client’s strategy by
identifying the gaps between the
current and required capability
sets, being sure to articulate the
extent to which the capabilities
meet minimum competitive
standards, up the ante
or are transformational.
■■ Engaging in thorough research
to accurately articulate current
and desired future states
■■ Informing investment priorities
through gap analysis
■■ Leveraging experience (since
originality is a product of
mastery)
■■ Building skills through
engagements
■■ Searching for a panacea
■■ Rigidly holding on to models
■■ Difficulty in defining where
the industry is likely headed,
where opportunities exist,
and where the organization
wants to be
Tools Establish a target operating
model to allow the goals of the
engagement to either one) be
validated by rolling up to the
higher strategic vision or two)
be passed on to the supporting
projects.
■■ Building tools organically
■■ Reuse, reuse, reuse
■■ Demonstrating flexibility
to create views that are
comfortable to the client
■■ Viewing modeling tools as
complete depictions of reality
Sponsorship, the team,
methods, and tools are
the key success factors
for Business Architecture
at RBC.

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COMPONENTS OF BUSINESS ARCHITECTURE
Which of the Following are Components of Your Business Architecture?
Business strategy,
capabilities, and
processes are the three
most common elements
found in the business
architecture.
■■ How are you linking the
business architecture to your
information architecture?
■■ How is business strategy
incorporated into your
business architecture?
■■ Is there an ideal number of
components to include in
the business architecture?
n= 97 EAEC member institutions
Source: EAEC Membership Survey, January 2011
12%
14%
27%
21%
30%
42%
42%
41%
56%
74%
78%
52%
69%
Other
Facilities
Channel
Partners/Suppliers
Customer
People/Roles
Organization
Products and/or Services
Information
Business Processes
Operating Model
Business Strategy
Business Capabilities

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must connect up to
strategy and down to IT
and related projects.
A CROSS-STACK VIEW OF BUSINESS ARCHITECTURE
Source: Dols, Jeff, “Business Ownership of Business Architecture,”Cutter IT Journal, March 2008; Wells Fargo Wealth Management Group.
Vision and Objectives
Business Strategy
Business Model
Business Capabilities
Business Process
Information Architecture
Business Case/Initiation
Requirements
Design
Develop/Test QA
Implementation/Support
BUSINESS
DRIVERS
BUSINESS
ARCHITECTURE
Information Management Reference Architecture
DATA
ARCHITECTURE
Applications Reference Architecture
APPLICATIONS
ARCHITECTURE
Infrastructure Reference Architecture
INFRASTRUCTURE
ARCHITECTURE
PROJECT-
LEVEL
ACTIVITIES

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Business processes
are just one of several
business architecture
dimensions.
DWP’S SCOPE FOR BUSINESS
ARCHITECTURE
Customer The customers or customer needs groups who will access the specified service
Channels
The channels provided to deliver and/or access the specified service; may be inbound
or outbound
Products
and Services
The products and/or services offered as part of the specified service
Processes The underpinning process used to deliver each service
Information Information accessed, gathered, recorded within the service or process
Technology
The details of the technology required to deliver the specified services is described within the
IT architecture, which is driven by the Business Architecture Model
Organization
The organization(s) required to deliver the specified service
The units required within each organization to deliver the specified service(s)
People
The job functions that must be undertaken by our people to deliver the specified service and
the competencies, i.e., skills, knowledge, attitude, and behaviors, that must be displayed to
deliver the specified functions
Physical Sites The physical or logical location where the service will be handled

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BUSINESS ARCHITECTURE DIMENSIONS AT SANLAM
Workstream Area of Focus
Strategic Direction
and Outcomes
To define the case for change, develop the vision, obtain buy-in and commitment from leadership, obtain
agreement of outcomes, and monitor benefits
Definition of “WHAT”Service Offering
and Customer Change
To define the detailed enhancements to the “what,” in terms of changes to customer experience
per segment, products and services, and channel configuration while integrating the design across
workstreams delivering the “how”
Products To define the product requirements and specifications that will be used by the concepts to enable
the service offering
Design, Develop, and
Implement of “HOW”
Process To define the business requirements and implement associated processes and procedures to support
the changed service offering
Information To define the information required to support the business and implement the changes to data types,
data structures, data capturing, storage, and exploitation mechanisms to support the changed service
offering
Technology To design the technological architectures, build applications, and implement the technological
infrastructures required to support the changed service offering
Facilities To identify and implement the changes required to the physical non–IT facilities and delivery channels
necessary to support the changed service offering
Organization
and People
To define and implement the changes to the roles, responsibilities, organizational structures, and culture
necessary to support the changed service offering
External Relations To define the changes to the supply chain and business partnerships and institute commercial
arrangements necessary to better support the service offering
Change Management
and Implementation
To manage the migration of various elements of the current business model to the desired state while
maintaining business continuity
Managed by Means of
Project Management
and Change Control
To provide a framework for project leadership, management, and control to ensure successful delivery
of business outcomes while managing project progress, risks, issues, contingency, and changes

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BUSINESS CAPABILITY DEVELOPMENT
How Developed Are Business Capabilities in Your Business Architecture?
Business capabilities
are the most common
component found in the
business architecture.
■■ Is your capability model
based on an industry model
or homegrown?
■■ How many levels does your
capability model contain?
■■ How well understood/fluent
are business partners with
your capability model?
■■ How were business
capabilities introduced in
your organization?
27%
Single Business Capability
Model Used Across the Enterprise
19%
Business Capabilities Not
Used but Plan to Introduce
31%
Business Capabilities Used but on
an Ad Hoc, Project-by-Project Basis
20%
Business Capability Models for
Different Parts of Business,
Yet to Integrate into a Single
Enterprise-Wide Model
3%
Business Capabilities Not Used
or Planned to Introduce

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The target operating
model defines all
components of future
state business design
for a given organization.
■■ Business scenarios are
used to help elicit relevant
information from the
business unit, identify areas
for further refinement, and
connect the theoretical
model to the business unit’s
practical environment.
THE TARGET OPERATING MODEL
Operating Model Layers
Strategic
Conceptual
BusinessScenarios
Capability
Physical
MACRO
MICRO
■■ The strategic layer articulates
the direction and vision.
■■ The conceptual layer translates the strategic
vision into how value is delivered to the client
along various dimensions, including the value
chain, products, and channel.
■■ The capability layer expands the conceptual model
into detailed business capabilities and describes
their interrelationships and target maturity levels.
■■ The physical layer decomposes the capabilities
into specific processes, policies/procedures,
organizations, roles, and technologies required
to enable the business capabilities.

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BUSINESS ARCHITECTURE BASE CAPABILITY MODEL
Plan
Analytics
Business Intelligence
Campaign Reporting Analytics
Client Analysis Management
Competitive Intelligence
Measures and Metrics Analytics
Performance Analytics
Profitability Analytics
Root-Cause Analysis and Trending
Assess and Design
Process
Technology
Benchmarking
Standards Management
Strategy Development
Change
Accessibility Management
Execution Management
Change Management
Delivery Management
Program Management
Project Management
Strategy Execution
Run
Adjudication (Underwriting) Origination Servicing
Credit Assessment Account Renewal Account Servicing
Credit Decisioning Application Data Capture Assisted Servicing
Credit Scoring Deal Shaping Claims Processing
Aggregation Pricing Optimization Client Portfolio Management
Aggregation, Building, and Deal Management Product and Service Fit/Next Best Fit Client Servicing
Customer Pricing Product Optimization Fees Management
Product/Service Configuration Quote Generation Funds Transfer Management
Fulfillment Payments Funds Transfer Scheduling
Account Fulfillment Billing Services Overdraft Management
Disbursement Payee Management Pooling
Product Fulfillment Payment Management Product Accounting
Service Fulfillment Pre-Sales (Distribution) Product Servicing
Transaction Fulfillment Client Education Sweeping
Marketing Tax Management
Opportunity Management Transaction and Balance Management
Product/Service Management Transaction Servicing
Sales Planning
Sales
Needs Assessment
Sales Effectiveness Management
Selling/Merchandising
Common
Business Rules Management Client Experience Management Enterprise Portfolio Management Finance Management Knowledge Management
Reconciliation Rules Management Client Preferences Management Approval Conditions Management Expense Control Outsourcing
Rule Composition Client Profile Management Collateral Assessment FA Management Performance Management
Rule Execution Customer Loyalty/Retention Management Collections Financial Analysis Management HR Performance Management
Rule Orchestration Communication Management Corporate Treasury Management Financial Data Modeling Analytics Problem Management
Rule Traceability External Communication Demarking Financial Data Transaction Management Exception Management
Business Process Management Internal Communication Float Management Financial Data Validation Procurement
Modelling and Simulation Notification Internal Audit Management GL Management Quality Assurance
Process Configuration Management Enterprise Content Management Monitoring HR Management Relationship Management
Process Engineering Document Presentment Policy Management Benefits and Compensation Management Advice
Process Governance Indexing Portfolio Quality Management Recruiting and Talent Management Client Relationship Management
Process Methodology Information/Document Management Profitability Roles Management Negotiation
Process Repository Process Management Reconciliation Management Skills Assessment and Training Partner Relationship Management
Workflow Analytics Workflow Management Reinsurance Train, Mentor, and Development Management Service-Level Management
Reporting Workforce Management
Risk Management Integration Management
Securitization Third-Party, Govt., and Reg. Data Integration
Special Assets Management Business Data Integration
Syndication and Participation Channel Integration Management
Client Data Integration
Operational Data Integration
InformationTechnologyCapabilities
Level 1 Capability Level 2 Capability

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Each capability in the
reference model has a
standard definition to
ensure consistency across
the enterprise.
■■ Capability definitions are
universal, and any changes
are carefully vetted to ensure
integrity as they underpin
the integrated approach.
■■ BUs will almost certainly use
language that is dissimilar,
requiring capabilities from
service lines to be cross-
checked to the universal
capability set in advance
of any integration efforts.
SAMPLE CAPABILITY DEFINITIONS
Group Level 1 Level 2 Description
Change Accessibility
Management
The management of the process of making the online
channel accessible to people with disabilities or functional
gaps. Accessibility refers to the possibility for everyone,
regardless of physical or technological readiness, to access
and use technology and information products.
Change Execution
Management
Change
Management
Change management enables a planned approach of a
change in an organization. Includes the ability to control
and manage changes to any aspect of how the firm offers/
secures/fulfills and services products, or controlling change
to any aspect of the firm regardless of area.
Change Execution
Management
Program
Management
This refers to the program management office ability to
manage independent projects or portfolio of multiple
ongoing interdependent projects. Program management
provides a layer above project management focusing
on selecting the best group of programs, defining them
in terms of their constituent projects and providing an
infrastructure where projects can be run successfully but
leaving project management to the project management
community. Program management also reflects the emphasis
on coordinating and prioritizing resources across projects,
departments, and entities to insure that resource contention
is managed from a global focus.
Change Execution
Management
Project
Management
The discipline of organizing and managing resources in such
a way that these resources deliver all the work required to
complete a project within defined scope, time, and cost
constraints
Change Execution
Management
Delivery
Management
The processes, technology, and organizations used to
retrieve, route, and present unstructured data to the
appropriate user at the required stage of a process
dependent on said data

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BUSINESS ARCHITECTURE MATURITY
How Would You Describe the Relative Maturity of Business Architecture in Your Organization?
Despite business
architecture’s growing
popularity, maturity
levels remain low.
■■ Where has business
architecture had the most
notable impact in your
organization?
■■ What is the biggest
impediment to business
architecture’s maturity?
■■ What has been the most
successful method you
have used to demonstrate
business architecture’s value?
20%
25%
28%
23%
3%
Very Immature—We Just Started
Doing Business Architecture
Very Mature—Business Architecture Is
Delivering Substantial and Quantifiable
Value to Business and IT Partners
Neither Mature nor Immature—
Business Architecture Is in Place,
but the Results Have Been Mixed
Somewhat Immature—We’ve Set
up a Business Architecture Function,
but Haven’t Made Much Progress
Somewhat Mature—Business
Architecture Is an Established Function
Whose Contributions Are Recognized, but
We Have Trouble Quantifying the Value

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RESULTS
Estimated Internal Rate of Return on Projects
Sanlam Personal Finance
Business Design
is delivering value
on multiple levels.
■■ With a greater percentage
of spend now going to
transform and grow projects,
and a greater emphasis on
benefits realization, Sanlam’s
IRR has nearly doubled since
the business change and
business design functions
were created.
“There’s no question
anymore about
the value we bring,
our relevance, and the skills
of our people.”
Dawie Adlem
Head of Business Design
Sanlam Personal Finance
1. High Demand for Services—Sanlam’s Business Change team is able to
cover its costs through chargebacks, and its services are oversubscribed.
2. Engagements Outside Personal Finance—Approximately 25% of Business
Change’s work now comes from outside Sanlam Personal Finance.
3. Strategy Involvement—Business Change is now regularly invited to
business strategy sessions because it is viewed as a value-added partner.
2007 2009
~25%
47%

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Business Architecture has
had wide-ranging impact
across strategic, structural,
and operational areas
of the bank.
RESULTS
Lines of Business Covered
Includes Full and Partial Coverage
“With a business
architecture, I didn’t
have to do any second-
guessing. I had a clear target
operating model and an
understanding of the required
capabilities. Business architecture
became my high-speed electronic
highway to get me where I
wanted to go.”
Scott Burrows
SVP, Retail Shared Services
Size of Business Architecture Team
Number of FTEs
Select Success Measures
Strategic
■■ Business Architecture contributed to the toolset used to support the expansion of initiative planning
cycles from 12–24 months to four to five years across multiple horizons.
■■ More than 250 duplications have been identified over the next three to five years, which has led
to more than 20 common infrastructure builds.
Structural
■■ Business Architecture has recommended creating more than 15 Centers of Excellence, ~50% of which
have been implemented, reducing infrastructure costs through shared deployment by 50% in some
cases.
■■ The Enterprise Content Management COE has created a common infrastructure for more 106 projects.
Operational
■■ Business Architecture’s work with COEs has led to more than $50 million in annual savings.
■■ The creation of program portfolios has significantly reduced the number of active projects running
in the enterprise.
1
15
2004 2009
3
20
2004 2009

28
IT PRACTICE
Polling Results
Introduction
to Panelist
QA and
Upcoming Events

29
IT PRACTICE
UPCOMING EAEC WEBINARS
To register for an upcoming Webinar or member meeting, visit:
https://www.eaec.executiveboard.com/Members/Events/Default.aspx
Webinar:
Redrawing the Boundaries between Applications and Business Ownership: The Vendor Perspective
24 Feb.
2011
Webinar:
Building the Internal Cloud: A Review of Emerging Technologies
16 Dec.
2010
Webinar:
High-Impact Capability Roadmapping
26 Jan.
2011
Webinar:
Developing Reference Architectures
23 March
2011
Webinar:
Advances in Business Architecture
16 Feb.
2011
Webinar:
Trends in Enterprise Architecture
15 Dec.
2010

INFORMATION TECHNOLOGY PRACTICE

EAEC_BusinessArchitecture

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