The document discusses the conflicting requirements placed on modern business architecture. Traditionally, business architecture strived to provide holistic multi-view models of an enterprise to enable business transformation. However, modern business environments demand both rapid business adaptability and the ability to rapidly make outsourcing decisions. This creates contradictions with the traditional, very detailed and framework-based approach to business architecture, which can be too complex and slow to support these new needs. The document also discusses how, over time, many enterprises have developed a "system black box mentality" where business processes are defined by legacy IT systems rather than business goals. This makes business transformation via IT updates difficult.

1. ALEX ROMANOV
@AVROLABS
intersection 18 prague v3

2. ORGANIZATIONS IN “DOUBLE-PERSONALITY DISORDER”
Modern
Business
Architecture
MODERN BUSINESS ENVIRONMENT CREATES
CONFLICTING REQUIREMENTS TO BUSINESS
ARCHITECTURE

3. ISSUE…
FOR YEARS
BUSINESS ARCHITECTURE STRIVED TO
PROVIDE
A HOLISTIC, MULTI-VIEW METHOD TO
DESCRIBE AN ENTERPRISE
IN ALL ITS COMPLEXITY…
(TO ENABLE BUSINESS TRANSFORMATION)

4. Metamodel = definition of
relationships between objects
used to define an enterprise
a very, very, very high level GSRM metamodel
… DEVELOPED COMPLEX META MODELS…
Program
Service
Accountability
Concept
Target Group
Need
Outcome
recognizes
expresses
addresses
employs
has an
established for
administers
produces
Process
performs
Resources
Target Group
State
exists in a
used in
Policy realized by
Jurisdiction
promulgates
Relation relates to
relates to
More and more complex…

5. • Enterprise = a set of mutually
contributing services
• Services cross org.unit silos
• Processes within Service boundaries
• Targeting external or internal needs
Instead of
Enterprise = set of
org.units performing
business processes
…EVOLVED FROM “ORG STRUCTURE” VIEW TO
BUSINESS SERVICES CONCEPT…
Org. unit
Org. unit Org. unit Org. unit
Org. unit
Org. unit
Service
Target
Group
Target
Group
Service
Support
Service
Support
Service
Output
Output
Output
Output
Output

6. …DEVELOPED COMPREHENSIVE SERVICE MODELS…
RUS
RUS Public and
Support Services
ROAD USER SAFETY DIVISION SERVICES
PUBLIC AND SUPPORT SERVICES
PUBLIC SERVICE
SUPPORT SERVICE
LEGEND
Conviction
information
<Default
text>
<Default
text>
Client Monitoring
Advisory Record
Managed client
order
Validated finding of
vehicle fitness
Managed business
account agreement
Client Notification
Managed case
81 Hosting Support
(Out of Scope)
82
Telecommunications
Support (Out of
Scope)
83 IT Service Desk
Support (Out of
Scope)
Managed business
account agreement
Managed business
account agreement
Securely produced
card
Managed business
account agreement
Managed business
account agreement
Managed business
account agreement
Fraud investigation
finding
Archives of Ontario
Managed funds
76 Order Management
Permission to deliver
MTO-RUS products and
services through
specific channel
locations
Ignition Interlock
compliance
information
Managed incident
Product and service
information
Driver assessment Training Certificate
Managed incident
Managed business
account agreement
Securely produced
card
Securely produced
card
Securely produced
card
Photo card
Managed client
record
Period of
commercial
impoundment
Managed incident
Securely produced
card
Driver assessment
Training Certificate
Managed technology
infrastructure
Managed technology
infrastructure
03 Photo Card
Police Services
Labour & Transportation
Cluster
RUS CLIENT SERVICES
(NOTATIONAL)
Packaged
Information
06 Driver Control
Record Monitoring
Business Process Model
Model: Program & Service
Package:
Diagram: SIAM - Road User Safety
Author: Business Architecture KM Date: 12/24/2010
Version: 11
ROAD USER SAFETY PROGRAM
Service Integration & Accountability Model
02 Driving Instructor
Licensing
10 Driver Training (Out of
Scope)
11 Driver Training
Organization
Permission (Out of
scope)
01 Driver Licensing
45 Vehicle Inspection
16 Card Production
(Out of Scope)
12 Driver Testing (Out
of Scope)
46 MVIS Contracting
40 Permission to
Operate a Vehicle in
Ontario
20 Information
Products and
Services
25 Road Safety
Awareness (Out of
Scope)
41 Accessible
Parking Permit (Out
of Scope)
50 Carrier Licensing
55 Carrier Safety
Compliance
51 Carrier
Enforcement
52 Oversize /
Overweight Permit
53 International
Registration Plan
56 Short Line
Railway Licensing
(Out of Scope)
57 Wrecking Yard
Licensing (Out of
Scope)
58 Trailer Dealer
Licensing (Out of
Scope)
35 I&IT Support (Out
of Scope)
34 Financial
Administration
Driving
Instructors
Drivers
Owners of
Vehicles in
ON, who
need to
Operate
Vehicles in
ON
Carrier
Licensing
Applicant
Short Line
Railway
Operators
Wrecking
Yard
Operators
04 Border Crossing
Permission
Restricted
Mobility
Residents,
Visitors or
Transportation
Providers
13 Driver Testing
Organization
Permission
32 Stock Management
MGS
Permission to issue
training certificates
Managed
appointment
59 Commercial Vehicle
Impoundment (Out of
Scope)
Carrier Intervention/
Sanction
05 Fraud Management
Permission to test
drivers
Information
Requestors
Ontario
Residents
Managed stock item
Permission to
operate a Motor
Vehicle Inspection
Station
65 Knowledge
Management
Managed forms
Ontario Road
Users
Managed document
33 Forms
Management
60 Business Account
Management
Managed funds
80 Incident
Management (Out of
Scope)
Published materials
MINISTRY OF TRANSPORTATION
Managed I&IT
Environment
Permission to
operate as a trailer
dealer
31 Document
Management
14 Conviction
Information (Out of
Scope)
63 Service Location
Configuration
Permission to
operate a wrecking
facility
15 Vehicle Impoundment
(Out of Scope)
Permission to
operate a short line
railway
17 Ignition Interlock
(Out of Scope)
Managed record
18 Roadside Driver
Monitoring (Out of
Scope)
Managed payment
Ministry of Attorney General
Permission to
operate a Motor
Vehicle InspectionMotor Vehicle
Inspection
Station
Managed incident
RUS SHARED SUPPORT SERVICES
Record of vehicle
details
Finding of vehicle
fitness
Infrastructure &
Technology Services
37 Payment
Management
Roadside finding
Managed business
account agreement
May be renamed Client
Monitoring and Control
38 Finance
Management
70 Product Catalogue
Vehicle
Registrant
Permission to test
drivers
39 Vehicle
Registration
Information
73 Client Management
77 Appointment
Scheduling (Out of
Scope)
79 Records
Management (Out of
Scope)
Permission to use
municipally-defined
parking privileges
SUPPORT SERVICES
PROVIDED BY
OPS ORGANIZATIONS
Permission to drive
Permission to teach
driving (for
compensation)
Permission to cross
the border
Licence Plate or
Snowmobile Decal
PUBLIC TARGET GROUPS
42 New Plate
47 MVIS Validation
ServiceOntario
Trailer
Dealers
Permission to
operate a
commercial vehicle
on IRP member
jurisdictions roads
Permission to move
an oversize /
overweight load on
Ontario roads
Promotion of Road
Safety Awareness
Carrier Intervention/
Sanction
Carrier Safety
Rating Findings
Permission to
operate commercial
motor vehicles
Permission to
operate a vehicle on
the road
OSS
Licence Plate
Requestor
Permission to issue
training certificates
Canadian
Citizens
Residing in
Ontario
Driver
Training
Organization
Driver
Testing
Organization
Validated finding of
vehicle fitness
75 Notification
72 Case Management
Just a
couple
examples…
MOECC Program
Vote 1111 Environmental Protection
Drinking Water & Environmental Compliance Division
DWECD
Compliance, Planning, & SAC
Branch
Compliance Promotion &
Support Branch
MOECC Program
Vote 1109 Environmental Planning and
Analysis
Environmental Assessment &
Permissions Division
Environmental
Enforcement
& Compliance
Office
EECO
Policy & Program Division
MOECC Program
Vote 1110
Environmental Science
& Information
Environmental Compliance,
Assurance, and Risk
Management
Environmental Regulations
Definition Service
(aka Environmental Regulatory
Programs
Property of Env. Concern (L1)
Drinking Water Protection
Environmental Assessments
Hazardous Waste
Local Air Quality
Non-Hazardous Waste
Nutrient Mgt.
Pesticides
Source Water Protection
Toxic Reductions
Transboundary Air Pollution
Waste Diversion
Waste Water
Ontario General Public
(Target Group)
MAG
Regulated
Community
(Target Group)
Court Compliance
Enforcement
INFRASTRUCTURE
TECHNOLOGY SERVICES
SHARED SUPPORT
SERVICES IT Incident
Management
LAND & RESOURCES
CLUSTER
I&IT Support
Managed
IT Environment
Hosting
Support
Telecommunications
Support
IT Service Desk
Support
Managed
IT Incident
Managed
Telecommunications
Infrastructure
Managed
Technology
Infrastructure
Environmental
Permission
Management
Environmental
Compliance
Communications,
Information,
Education, Training,
and Outreach
Managed
Environmental
Compliance
Information
Payment
Management
Financial
Management
/Planning
Workforce
Planning/
scheduling
Managed
IT Incident
Managed
Payment
Managed
Finnaces
Managed
Workforce skills &
schedules
Records of Site condition
(RSC) / Brownfields
Dry Cleaning
(L2) Property of Environmental
Concern (PoEC)
Drinking Water
Wells
Environmental Assessments
Subject Waste Mgt.
Drive Clean
Local Air Quality
(airzone) Mgt.
Vehicle Emissions
Enforcement
Hauled Sewage
Non-Hazardous
Waste (Municipal)
Agriculture Source
Material
(GNF) Greenhouse
Nutrient Feedwater
(NASM) Non-Agriculture
Source Material
On-Farm Deadstock
Pesticides
(Pollinator Health)
Source Water Protection
Water Quantity
Toxic Reductions
NOx and Sox
Cap and Trade
Ozone Depleting
Substances
Industrial, Commercial
and Institutional Waste
Stewardship
Industrial Sewage
Municipal Sewage
and Stormwater
Private, Commercial
and Institutional Sewage
Laboratory
licensing
Technical
Support &
Forensics
Environmental
Investigation
&
Enforcement
Legal
Enforcement
Encounter
Technical
Finding or
Assessment
Remediation
Project
Management
Managed
Remediation
Project
Master Data Management
(Future)
Managed Data
Entity Profile
Management
Managed
Entity Profile
Incident
Management
Laboratory
Samples
Analysis
(Drinking Water
Testing Services
3rd
party labs)
Water & Waste
Operator
Certification
(WWOCs)
(Future)
Document/
Record
Management
Notification/
communication
Management
Managed document
or record
Managed
Communication
Managed
Environmental
Incident
LEGEND
Non-MOECC government
service
MOECC service in scope of
CRISP, or affected by CRISP
MOECC service out of scope
of CRISP
Service
Output
Non- government 3rd
party
service
Program
Accountability
Target Group
Target
(sub) Group
Environmental
Sciences and
Standards Division
LASB (Labs Services
Branch)
Laboratory
Samples Analysis
(ministry labs)
Managed
Samples &
Lab.Results
Period of
permission
(Certificate)
Period of
Environmental
Permission
Period of
Permission
(Licence)
Division
Accountability
Color of service output
connectors – for visibility only;
has no architectural meaning.
Environmental
Monitoring and
Reporting Branch
Wells
Licensing
Period of Permission
(Well Licence)
Branch
Accountability
???? accountability
Regulatory
Submissions
Management
Managed
Regulatory
Submission
Period of Protection of the
Ontario Public from
Environmental and Human
Health hazards caused by
non-compliant members of
Regulated Community
Managed Environmental
Compliance Enablers
(Environmental Risk
Assessment, Activities
planning, Environmental
Monitoring, Inspection,
Audit, PO Orders, AMPs)
Managed
Court Services
(type: Enforcement
Encounter) Transportation
Environmental
compliance

7. …DOCUMENTED TONS OF COMPLEX PROCESSES…
AD_MELT_11_03 Process Sanction for DT_Provider
<<U>>
School/
Location
Record
Event: EV_10_03:
Update of MTCU/School/Location/DT_Provider
Record or MELT individual User Record requested11_03_04 (UPDATE FOR MELT)
Suspend the Participating Authority (Or MELT school/location/
individual) immediately
Include: Update MTCU/School/Location/DT_Provider Record
or MELT individual User Record (UC_10_03) / Generate Event
Update of MTCU/School/Location/DT_Provider Record or MELT
individual User Record requested
MELT
User
Record
<<U>>

8. …ORGANIZED WITH FRAMEWORKS & ARTIFACTS…
Enterprise Architecture Deliverables
CP0 Questionnaire
Presentation slides
Gate 0 Checklist
What How Where Who When Why
Business
Context
Scope
(Planner View)
Resource Type Line of Business Profile
Program
Service
Program Profile
Location Type
Geographical Area Type
Party Type
Role Type
Target Group Type
Event Type
Cycle Type
Goal
Need
Mandate (Program)
Target Grp Need X-
Ref
Business
Architecture
PIA
Conceptual TRA
Gate 1 Checklist
Gate 2 Checklist
Presentation slides
Conceptual
Model
(Owner View)
Conceptual Data Model
Information Model
Semantic Model
Fact & Dimension
MatrixO1
Interface Data
Requirements
DocumentM1
Service Life Cycle
Business Function Model
Service Integration &
Accountability Model
Service Profile
Business Process Model
SOA Service
SpecificationO3
Business Network
Model
Governance Model
Organization Chart
State Transition
Model
Business
Scenario/Busines
s Use Case
Service Objectives
Performance Matrix
Business Rule
Source
Business Rule Profile
Program Logic Model
System Model
(Designer View)
Logical Data Model
Logical Dimensional
ModelO1
System Functional Reqs /
Use Case Specs (UML)
System Architecture Doc
Logical App Design Doc /
Model
+ App Usage Pattern
+ SOA App. Service
ModelO3
Solution Pattern Match
Logical App
Deployment Model
+ Quality Level Metrics
+ App Usage Pattern
+ Disaster/Major Failure
Recovery View
Supplementary
Specification
Logical
Architecture
Updated PIA
Logical TRA
Presentation Slides
Technology
Model
(Builder View)
Physical Data Model
Database Inventory
Physical Dimensional
ModelO1
Physical App Design Doc
/ Model
+ Infrastructure Usage
Pattern
+ SOA App. Service
ModelO3
App Implementation
DocM2
Application Inventory
Physical Deployment
Model
+ Quality Level Metrics
+ Disaster / Major
Failure Recovery View
+ Infrastructure Usage
Pattern
User Interface
Design
Operating
Schedule
Physical
Architecture
Updated PIA
Physical TRA
Gate 3 Checklist
Presentation Slides
Data Function Network People Time Motivation Gate 4 & 5
Checklists
Presentation Slides

9. WHAT WE HEAR ABOUT CLASSIC BUSINES
ARCHITECTURE LATELY:
SLOW!
WAY TOO COMPLEX!
HARD TO MANAGE CHANGE!
LOW (AND TOO LATE) VALUE TO
IT PROJECT LIFECYCLE!
FIND WALKAROUNDS TO AVOID
GOVERNANCE CHECKPOINTS!

10. WELCOME TO REALITY’2018
WE NEED AGILE!
WE NEED AGILE!
WE NEED DIGITAL!
WE NEED AGILE!
WE NEED TO
OUTSOURCE, NOW!
WE NEED AGILE!

11. CONTRADICTIONS - 1
VERY DETAILED, FRAMEWORK-BASED BUSINESS ARCHITECTURE
IS TOO “HEAVY”
TO READILY SUPPORT RAPID BUSINESS ADAPTABILITY,
RAPID OUTSOURCING DECISIONS.
Consistent Business
Knowledge Base;
Complex end-to-end
Models
Rapid
Business Adaptability;
on-demand outsourcing/
Internal services
consolidationModern
Business
Architecture

12. ISSUE:
“SYSTEM BLACK BOX
MENTALITY”

13. • Established, revenue generating
• SMEs knew why it was as it was
• ~50 years ago: automation
• Machine logic:
– Followed SME knowledge of that time
– Rules converted into code
• With time: additional systems
• SMEs growing in systems -
dominated environment
• (System) Behavior documented
• 3rd party: same environment
Another Enterprise:
Service Provider
Mainframe
Workstation
Enterprise
Multiple IT updates &
Support Systems
Mainframe
ENTERPRISE FULL OF LEGACY
Legacy
SME
1st generation
SME
Policies,
Operations
Manuals
Business
Model
3rd party
SME
Initial
Business Processes
& Behavior
based on
Business Goals

14. Enterprise
Silo Silo Silo
Another Enterprise:
Service Provider
Mainframe
Workstation
THE BLACK BOX:
Business Processes defined by
tradition & IT implementation
EMERGENCE OF THE BLACK BOX MENTALITY
• Initial logic blurred in memories
• Systems logic is perceived as
business logic:
– Business described only on its IT
surface - UI, flags, fields, screens
– Business processes = screen flows
– Business rules embedded in code
– IT expertise = Business expertise
– Because “that’s how it works”
– Silos are “unique” because they use
different screens of legacy systems
• Now Systems totally define
how the Business works!
Nth generation
SME
3rd party
SME
IT
Stakeholders perceive their enterprise
as the (IT-driven) BLACK BOX
Multiple IT updates &
Support Systems
Mainframe

15. BLACK BOX & BUSINESS TRANSFORMATION
GENERATIONS OF BUSINESS LEADERS
FEEL THE NEED TO MODERNIZE…
… BUT DEFAULT TO:
• Opportunities = Systems Updates
• Investing in IT updates while keeping
legacy system-determined business
models unchanged
Outsource…
Disruptive “Digital”
Business model…
Flexible
business rules …
Agility…

16. CONSEQUENCE OF “SYSTEM BLACK BOX MENTALITY”
• IT drives the agenda, speculating that it knows, what business wants
• “Agility” means “Agile System Change” by default
System-inspired
business silos –
(Montecchi use one
system, Capuleti
attached to another)
“Business
transformation”
funding model
is IT-project-based
Little of business
strategy outside of
system platforms
“Business” processes
are IT-driven
Similar business
functions provided by
different systems –
hard to consolidate
Impossible to re-design
business outside of IT
Vendors sell software on
the premise of “easy
configuration” way
before
Complexity Challenges
are understood
Default “re-platforming”
of legacy Business
Models/ Processes onto
newer systems
“Business” requirements
in terms of systems -
“Siebel has this feature
– that’s what we need”

17. CONTRADICTIONS - 2
THE BUSINESS ARCHITECTURE MANTRA WAS ALWAYS “SYSTEMS
AGNOSTIC”
THAT’S RIGHT… THEORETICALLY.
IN THE “REAL WORLD” OF “SYSTEM BLACK BOX” MENTALITY, BUSINESS
ARCHITECTURE MUST LOOK AT SYSTEMS TOO - IT’S THE REALITY
Consistent Business
Knowledge Base;
Complex end-to-end
Models
Business Adaptability;
on-demand outsourcing/
Internal services
consolidation
Classic
System-agnostic
Business Architecture
“IT Black Box” Mentality,
IT-based projects,
Funding model
Modern
Business
Architecture

18. Issue
AGILITY
OF
WHAT?

19. CRUCIAL POINTS OF the BUSINESS AGILITY MANIFESTO:
“BUSINESS AGILITY” IS ABILITY TO MODIFY CONCEPTS AND STRUCTURES OF THE BUSINESS ITSELF...
Business Agility Manifesto
By Roger Burlton, Ronald Ross & John Zachman
https://busagilitymanifesto.org/
The Manifesto sets the Strategy. This presentation focuses on practical tactics
Business change
depends on a Business
Knowledge Base for
predicting and mitigating
impacts of change
Development of
software faster is not
sufficient for Business
survival and growth
The measure of agile
business is
Business Knowledge in
the Knowledge Base,
and how easily it can be
re-configured
Avoidable scrap and
rework
due to Lack of Business
Knowledge
is pure waste
Creation of value for
silos
rather than for the whole
enterprise
has no value
The Business
Knowledge Base is… a
mandatory business
asset of the Knowledge
Age.

20. • “IT Black Box” Mentality confuses rapid business
transformation with rapid IT project delivery
• Similar to “You can’t get fired for hiring IBM” (the ‘90’ies),
– Now “You can’t get fired for introducing “Agile (IT project) ”…
• Often looks like a cargo cult
AGILITY MISUNDERSTOOD
Dump anything requiring time:
• Business Architecture
(usually, the first victim)
• Even well structured
Business Requirements
for IT
Easy to criticize…
BUT FAST IT IMPLEMENTATION IS A VITAL PART OF FAST BUSINESS
TRANSFORMATION in IT-BASED BUSINESS, AND MUST BE PROVIDED!
Adhere to technicalities:
• Agile project roles, events…
• SCRUM artifacts / user stories…
• “Stand ups” instead of meetings…
• User story repositories…
• Planning projects by sprints…

21. CONTRADICTIONS - 3
BUSINESS ARCHITECTURE MUST ADDRESS
BUSINESS AGILITY, AGILE IT DELIVERY, AND ALSO BE AGILE ITSELF
BECAUSE THERE IS NO TIME!
Consistent Business
Knowledge Base;
Complex end-to-end
Models
Business Adaptability;
on-demand outsourcing/
Internal services
consolidation
Business
Agility
Agile
IT Project
Delivery
System-agnostic
Business Architecture
“IT Black Box” Mentality,
IT-based projects,
Funding model
Modern
Business
Architecture

22. Issue
RIGID BUSINESS
ARCHITECTURE
GOVERNANCE
OR
BUREAUCRACY?

23. RIGID GOVERNANCE MODELS
Timeline
Est L1
Est L2
CP0
CP1
CP 2,3
• Project management standard
• Funding allocation standard
• Checkpoint acceptance standard
• GSRM based modeling standard
2-level
Initiative/ Project
cost estimation
Project concept,
charter,
budget approval
& allocation
Conceptual business
architecture
2-level proof of
alignment with
Business Strategy
Physical, Logical
architecture
2-level proof of
alignment with
Corporate technology
strategy
Complex large enterprises
with multiple lines of business, multiple systems
would sink in chaos without rigid governance
But they have no time to invest in rigid governance!

24. CONTRADICTIONS
Consistent Business
Knowledge Base;
Complex end-to-end
Models
Business Adaptability;
on-demand outsourcing/
Internal services
consolidation
Business
Agility
Agile
IT Project
Delivery
System-agnostic
Business Architecture
“IT Black Box” Mentality,
IT-based projects,
Funding model
Rigid Enterprise
Architecture
Governance
Get rid of all
“bureaucracy”
Modern
Business
Architecture
HOW TO BE WELL ARCHITECTED,
YET AGILE?

25. AGILITY IS A MODERN NECESSITY,
AND BUSINESS ARCHITECTURE HAS TO
LEARN TO SUPPORT IT, OR ELSE…
NOT ENOUGH JUST TO DEVELOP CLASSIC BUSINESS ARCHITECTURE WITH
ITS WONDERFUL METHODS (CAPABILITIES, VALUE CHAIN, SOE, BPM, ETC.)
Consistent Business
Knowledge Base;
Complex end-to-end
Models
Business Adaptability;
on-demand outsourcing/
Internal services
consolidation
Business
Agility
Agile
IT Project
Delivery
System-agnostic
Business Architecture
“IT Black Box” Mentality,
IT-based projects,
Funding model
Rigid Enterprise
Architecture
Governance
Get rid of all
“bureaucracy”
Modern
Business
Architecture
FROM A SLOW “IVORY TOWER LIBRARIAN” -
TO AN ACTIVE AND AGILE ON-DEMAND CHANGE AGENT
Help generate
transformation
business cases
supporting
business agility and
IT agility together
Dramatically
improve/ speed-up
IT project scoping
and cost estimation
Help to significantly
cut IT projects
duration and cost by
reducing of
thrashing, scrap, and
rework
Work directly with
Project SDLC,
SCRUM, Backlogs,
etc. to optimize agile
IT delivery plans
“Covertly”
accumulate,
manage, and be
ready to present on-
demand Business
Knowledge sufficient
for rapid change
Reveal in advance
reusable/ out-/in-
sourceable business
components, be
ready with service
segregation
architecture, on-
demand

26. THERE IS NO SILVER BULLET!
APPROACHES
DEVELOPED FOR
REAL LIFE,
MULTI $,$$$,$$$
PROJECTS

27. BUSINESS ARCHITECTURE AS AGILITY ENABLER
COMPONENTIZATION
• KEY CONCEPT OF ANY AGILE WORK
• BREAK WORK INTO MANAGEABLE SMALL, SELF-
SUFFICIENT COMPONENTS
• PRIORITIZE
• WORK ON THEM ONE BY ONE
• RE-PRIORITIZE

28. AGILE ARCHITECTING… WITH BUILDING BLOCKS
“Architecting” is knowing, which blocks to use,
how to combine and modify them.

29. THE IDEA OF ARCHITECTURAL
“CONSTRUCTION BLOCKS”
IS NOT NEW…
THE QUESTION IS:
WHAT ARE THE OPTIMAL
“CONSTRUCTION BLOCKS”
FOR ALL TYPES OF AGILITY?

30. WHAT MAKES A GOOD COMPONENT/ MODULE?
Is this a
component?
Is this a
component?
Pattern-based modules are optimal
Re-define business
complexity in terms of
modules, which are:
• Highly reusable,
• Easily customizable – for
multiple purposes
• Independently re-
designable
• Not too small
– (hard to manage diversity)
• Not too big/complex
– (hard to modify)

31. DESIGNING AGILE ENTERPRISE OF PATTERN-BASED MODULES
ENTERPRISE
LINE OF
BUSINESS
LINE OF
BUSINESS
LINE OF
BUSINESS
Something
unique
Clear boundaries/
interfaces
Clear interactions with
other modules
Clear internal structure
Utilized in multiple
lines of business
(with modifications –
By business rules,
Different sub-processes)
May be rapidly
Consolidated
(Internal business
service)
May be rapidly
Outsourced
(External Business Service) IT AGILE
DEVELOPMENT
BACKLOG
Designed for easy
Modification
(EG by Business Rules)
May be prioritized
into
Backlogs
for IT project
delivery Agility
The more “unique”/customized are business lines / business processes /
business functions – the less chance for real agility!
May drive
well structured,
minimalistic,
business rule-
modifiable
business
requirements
new internal interface
new external interface
Re-usable patterns of Business components
(e.g. functions, parts of process, etc.)

32. BUSINESS ARCHITECTURAL
PATTERNS
AS COMPONENTS
FOR AGILITY.

33. The CLASSICS: PATTERN LANGUAGE… from 1977
A classic book by architect & design theorist
Cristopher Alexander et al
A pattern describes
• a problem, occurring over and over
• the core solution to that problem, usable
a million times over…
• Experts DO NOT tackle a problem by
inventing a new solution that is distinct
from existing ones
• Experts DO recall a similar problem they
have already solved, and reuse the
essence of its solution to solve the new
problem

34. AFTER 1977: PATTERNS, MORE PATTERNS…
• Very little pattern thinking in business architecture
• Business architects often model over and over – from scratch
• What patterns to use for Enterprise agility?

35. THE 1ST ATTEMPT:
CLASSIC GSRM

36. • GSRM = Governments Strategic Reference Model
• Developed for Federal Government of Canada – BTEP
• Common language describing the business of “A Government”
• Enables re-use of designs of similar programs / services
• Adopted as a standard in many jurisdictions
• Not a prescription
• Works for many other types of business
…DEFINED PATTERNS TO DESCRIBE ENTERPRISE

37. FOR SIMILAR TYPES OF BUSINESS:
• Business Services follow the same Service Pattern
• Business processes follow the same Process Pattern
GSRM PATTERNS: PICK ONE, MODIFY, DONE.
Service
Target
Group
Target
Group
Service
Support
Service
Support
Service
Output
Output
Output
Output
OutputBusiness Process
Patterns
Business Service
Patterns
Agility:
• No need to re-invent from scratch, much higher speed.

38. 19 GSRM Service Patterns for ANY Government
SERVICE TYPE SERVICE TYPE DESCRIPTION
01 PROVIDE FUNDS Services that acquire or dispense money.
02 PROVIDE RESOURCES
Services that acquire or dispense units of resource or periods of use of
a resource (includes labour, energy, land, facilities, movable assets,
supplies, but excludes funds, information, rules)
03 PROVIDE TRANSPORT Services that move people and resources from point to point (includes
energy, moveable assets, supplies, funds, information)
04 PROVIDE ADVISORY ENCOUNTER Services that provide an encounter during which data, information
and/or advice is conveyed to a party or a system
05 PROVIDE MATCH, REFERRAL, LINKAGE Services that match, refer or link one party to another
06 PROVIDE NEW KNOWLEDGE Services that conduct research.
07 PROVIDE ADVOCACY AND PROMOTION
Services that represent, advocate for or promote government programs
and services by speaking to, persuading, or creating awareness in
people
08 PROVIDE RECREATIONAL & CULTURAL Services that provide recreational and cultural experiences to people
09 PROVIDE EDUCATIONAL & TRAINING Services that provide educational and training experiences to people
10 PROVIDE CARE & REHABILITATION Services that provide care and rehabilitation to people.
11 PROVIDE PERIODS OF AGREEMENT Services that resolve disputes or create agreements between parties
12 PROVIDE PERIODS OF PERMISSION
Services that express government authority by granting permission for
a period of time to engage in activities, possess or control property or
resources, or hold status, authority or privileges.
13 PROVIDE PERIODS OF PROTECTION Services that guard people and resources from threats. (includes land,
facilities, movable assets, supplies, funds, information
14 PROVIDE FINDINGS Services that inspect, investigate and analyze to uncover information
and prepare findings and recommendations
15 PROVIDE INTERVENTIONS Services that intervene, respond to threats and emergencies, give aid,
and restore order.
16 PROVIDE RULINGS & JUDGEMENTS Services that apply rules and dispense justice.
17 PROVIDE PENALTIES & PERIODS OF SANCTION Services that sanction, force compliance, mete out punishment and
apply penalties
18 PROVIDE RULES Services that produce laws, regulations, policies, strategies, plans and
designs.
19 PROVIDE IMPLEMENTED CHANGES Services that bring about changes to existing programs and services
including organization structure, practices and systems.

39. 19 GSRM Service Patterns for ANY Government (2)
SERVICE TYPE SERVICE TYPE DESCRIPTION
01 PROVIDE FUNDS Services that acquire or dispense money.
02 PROVIDE RESOURCES
Services that acquire or dispense units of resource or periods of use of
a resource (includes labour, energy, land, facilities, movable assets,
supplies, but excludes funds, information, rules)
03 PROVIDE TRANSPORT Services that move people and resources from point to point (includes
energy, moveable assets, supplies, funds, information)
04 PROVIDE ADVISORY ENCOUNTER Services that provide an encounter during which data, information
and/or advice is conveyed to a party or a system
05 PROVIDE MATCH, REFERRAL, LINKAGE Services that match, refer or link one party to another
06 PROVIDE NEW KNOWLEDGE Services that conduct research.
07 PROVIDE ADVOCACY AND PROMOTION
Services that represent, advocate for or promote government programs
and services by speaking to, persuading, or creating awareness in
people
08 PROVIDE RECREATIONAL & CULTURAL Services that provide recreational and cultural experiences to people
09 PROVIDE EDUCATIONAL & TRAINING Services that provide educational and training experiences to people
10 PROVIDE CARE & REHABILITATION Services that provide care and rehabilitation to people.
11 PROVIDE PERIODS OF AGREEMENT Services that resolve disputes or create agreements between parties
12 PROVIDE PERIODS OF PERMISSION
Services that express government authority by granting permission for
a period of time to engage in activities, possess or control property or
resources, or hold status, authority or privileges.
13 PROVIDE PERIODS OF PROTECTION Services that guard people and resources from threats. (includes land,
facilities, movable assets, supplies, funds, information
14 PROVIDE FINDINGS Services that inspect, investigate and analyze to uncover information
and prepare findings and recommendations
15 PROVIDE INTERVENTIONS Services that intervene, respond to threats and emergencies, give aid,
and restore order.
16 PROVIDE RULINGS & JUDGEMENTS Services that apply rules and dispense justice.
17 PROVIDE PENALTIES & PERIODS OF SANCTION Services that sanction, force compliance, mete out punishment and
apply penalties
18 PROVIDE RULES Services that produce laws, regulations, policies, strategies, plans and
designs.
19 PROVIDE IMPLEMENTED CHANGES Services that bring about changes to existing programs and services
including organization structure, practices and systems.
Work of any Ministry
of any Government
in the World
can be described by
MODIFICATIONS
of these patterns

40. Each SERVICE PATTERN includes
4 “cycles” of
BUSINESS PROCESS PATTERNS:
1. Service Delivery processes
2. Service Planning processes
3. Service Provisioning processes
4. Service Decommissioning processes
GSRM PROCESS PATTERN “CYCLES”

41. GSRM PROCESS PATTERNS: DELIVERY
GSRM PROCESS PATTERN NAME DESCRIPTION
1 REGISTER REQUEST FOR SERVICE DELIVERY Receive and record the request for the service.
2
QUALIFY REQUEST FOR SERVICE DELIVERY
Determine whether the requester is eligible, and
whether it is feasible to provide the service.
3
SET SERVICE DELIVERY SCHEDULE AND
NOTIFY
Determine when the service will be delivered to a
requestor, and notify them, the service provider and
other stakeholders of that delivery schedule.
4
OPEN SERVICE DELIVERY CASE
Prepare for recurring service delivery to the same
client.
5
ALLOCATE RESOURCES TO SERVICE OUTPUT
Assign appropriate staff and resources to deliver
the service to a client.
6
DEPLOY RESOURCES FOR SERVICE OUTPUT
Assign tasks and ensure resources are available at
the appropriate location, to deliver the service to a
client.
7
PRODUCE SERVICE OUTPUT
Perform tasks required for the production of one
deliverable.
8 DELIVER SERVICE OUTPUT Send or provide service deliverable to the client.
9 COLLECT AND ACCOUNT FOR A SERVICE
OUTPUT FEE
Collect a fee for the service, bank the fee and
maintain accounting records of fees collected.
10
PROCESS SERVICE EXCEPTIONS
Record, analyze, and take corrective action for an
exception to the planned production and
distribution of a service deliverable.
11 REGISTER SERVICE OUTPUT Record service delivery.
12 MAINTAIN SERVICE OUTPUT Perform any post-delivery activities.
13
CLOSE SERVICE DELIVERY CASE
Close out a series of multiple service deliveries to
the same client.

42. GSRM PROCESS PATTERNS: DELIVERY (2)
GSRM PROCESS PATTERN NAME DESCRIPTION
1 REGISTER REQUEST FOR SERVICE DELIVERY Receive and record the request for the service.
2
QUALIFY REQUEST FOR SERVICE DELIVERY
Determine whether the requester is eligible, and
whether it is feasible to provide the service.
3
SET SERVICE DELIVERY SCHEDULE AND
NOTIFY
Determine when the service will be delivered to a
requestor, and notify them, the service provider and
other stakeholders of that delivery schedule.
4
OPEN SERVICE DELIVERY CASE
Prepare for recurring service delivery to the same
client.
5
ALLOCATE RESOURCES TO SERVICE OUTPUT
Assign appropriate staff and resources to deliver
the service to a client.
6
DEPLOY RESOURCES FOR SERVICE OUTPUT
Assign tasks and ensure resources are available at
the appropriate location, to deliver the service to a
client.
7
PRODUCE SERVICE OUTPUT
Perform tasks required for the production of one
deliverable.
8 DELIVER SERVICE OUTPUT Send or provide service deliverable to the client.
9 COLLECT AND ACCOUNT FOR A SERVICE
OUTPUT FEE
Collect a fee for the service, bank the fee and
maintain accounting records of fees collected.
10
PROCESS SERVICE EXCEPTIONS
Record, analyze, and take corrective action for an
exception to the planned production and
distribution of a service deliverable.
11 REGISTER SERVICE OUTPUT Record service delivery.
12 MAINTAIN SERVICE OUTPUT Perform any post-delivery activities.
13
CLOSE SERVICE DELIVERY CASE
Close out a series of multiple service deliveries to
the same client.
BPM or “Process Design”
Exercises
Frequently focus on re-designing
(from scratch)
Delivery Process Processes.

43. GSRM PROCESS PATTERNS: PLANNING
GSRM PROCESS PATTERN NAME DEFINITION
1
RECOGNIZE SERVICE PLANNING
CYCLE
The recognition of any pre-determined cycle concerned
with establishing direction, setting service delivery
objectives, and preparing service delivery
activities/timelines.
2
RECOGNIZE SERVICE CONTINGENCY
EVENT
The recognition of any occurrence of events outside the
scope of normal service delivery that may impact service
delivery.
3 FORECAST SERVICE DEMAND
The determination of the projected need/frequency/volume
of service delivery required for a given planning cycle.
4 FORECAST SERVICE RISKS
The determination of all threats to the successful
achievement of service delivery, including the estimation of
their impact, their probability and timeframe of occurrence,
their classification and prioritization.
5
SET PERFORMANCE TARGETS FOR
SERVICE, PROCESSES, RESOURCES
The determination of specific values or expectations for
measurable indicators of successful service delivery.
6
MEASURE PERFORMANCE OF
SERVICE, PROCESSES, RESOURCES
The ongoing monitoring and measuring of pre-determined
performance indicators to determine the degree to which
they vary from target values or expectations.
7
ESTIMATE SERVICE RESOURCE
REQUIREMENTS (labour, energy, land,
facilities, movable assets, supplies, funds,
information, rules)
The determination of the type and level of resources
needed, based on the forecasted demand.
8
ALLOCATE RESOURCES TO SERVICE
PROCESSES
The allocation of resources of appropriate types and
levels, based on estimated requirements, to the
appropriate service delivery processes.

44. GSRM PROCESS PATTERNS: PLANNING (2)
GSRM PROCESS PATTERN NAME DEFINITION
1
RECOGNIZE SERVICE PLANNING
CYCLE
The recognition of any pre-determined cycle concerned
with establishing direction, setting service delivery
objectives, and preparing service delivery
activities/timelines.
2
RECOGNIZE SERVICE CONTINGENCY
EVENT
The recognition of any occurrence of events outside the
scope of normal service delivery that may impact service
delivery.
3 FORECAST SERVICE DEMAND
The determination of the projected need/frequency/volume
of service delivery required for a given planning cycle.
4 FORECAST SERVICE RISKS
The determination of all threats to the successful
achievement of service delivery, including the estimation of
their impact, their probability and timeframe of occurrence,
their classification and prioritization.
5
SET PERFORMANCE TARGETS FOR
SERVICE, PROCESSES, RESOURCES
The determination of specific values or expectations for
measurable indicators of successful service delivery.
6
MEASURE PERFORMANCE OF
SERVICE, PROCESSES, RESOURCES
The ongoing monitoring and measuring of pre-determined
performance indicators to determine the degree to which
they vary from target values or expectations.
7
ESTIMATE SERVICE RESOURCE
REQUIREMENTS (labour, energy, land,
facilities, movable assets, supplies, funds,
information, rules)
The determination of the type and level of resources
needed, based on the forecasted demand.
8
ALLOCATE RESOURCES TO SERVICE
PROCESSES
The allocation of resources of appropriate types and
levels, based on estimated requirements, to the
appropriate service delivery processes.
“Planning” business processes
Are frequently omitted by
BPM or “Process Design”
exercises
because they are not
part of “Customer experience”

45. GSRM PROCESS PATTERNS: PROVISIONING
GSRM PROCESS PATTERN NAME DEFINITION
1 MONITOR SERVICE RESOURCE CONSUMPTION
Monitor resource consumption (including staff
time) to ensure adequate supply
2 MONITOR SERVICE RESOURCE AVAILABILITY
Monitor resource availability (including staffing
levels) to ensure adequate supply
3
CONFIGURE PROCESSES TO RESPOND TO
DEMAND OR SUPPLY LEVEL LIMITS
Adjust processes when demand or supply
levels change
4
CONFIGURE SERVICE PROCESSES TO RESPOND
TO CONTINGENCY EVENT
Adjust processes when contingency event
happens
5 SOURCE SERVICE RESOURCES Determine where/how resources are acquired
6 REGISTER AND EQUIP SERVICE SUPPLIERS Sign agreements, register and set up suppliers
7 ACQUIRE AND REGISTER SERVICE RESOURCES
Acquire resources (e.g. order supplies, hire
staff); and Register resources (in inventory)
8 PAY FOR SERVICE RESOURCES Pay for resources
9 MAINTAIN SERVICE RESOURCES
Maintain resources (e.g. upgrade computer,
repair equipment, store information)
10
DEPLOY SERVICE RESOURCES
GEOGRAPHICALLY
Deploy resources to locations (move goods,
relocate staff, send information)
11 SET SERVICE SCHEDULE
Determine timing & frequency of service
delivery
12 CONFIGURE SERVICE RESOURCES
Make resources ready to be used in service
delivery (e.g. train staff, configure software)
13 PROTECT SERVICE RESOURCES Protect and secure resources
14 PROMOTE SERVICE Promote service to target group (awareness)
15 MONITOR AND MITIGATE SERVICE RISKS Monitor and mitigate risks
16 PROCESS SERVICE COMPLAINTS Accept, analyze and respond to complaints
17 REGISTER AND EQUIP TARGET GROUP MEMBERS
Register clients, and provide access privileges,
documentation and training to use the service

46. GSRM PROCESS PATTERNS: PROVISIONING (2)
GSRM PROCESS PATTERN NAME DEFINITION
1 MONITOR SERVICE RESOURCE CONSUMPTION
Monitor resource consumption (including staff
time) to ensure adequate supply
2 MONITOR SERVICE RESOURCE AVAILABILITY
Monitor resource availability (including staffing
levels) to ensure adequate supply
3
CONFIGURE PROCESSES TO RESPOND TO
DEMAND OR SUPPLY LEVEL LIMITS
Adjust processes when demand or supply
levels change
4
CONFIGURE SERVICE PROCESSES TO RESPOND
TO CONTINGENCY EVENT
Adjust processes when contingency event
happens
5 SOURCE SERVICE RESOURCES Determine where/how resources are acquired
6 REGISTER AND EQUIP SERVICE SUPPLIERS Sign agreements, register and set up suppliers
7 ACQUIRE AND REGISTER SERVICE RESOURCES
Acquire resources (e.g. order supplies, hire
staff); and Register resources (in inventory)
8 PAY FOR SERVICE RESOURCES Pay for resources
9 MAINTAIN SERVICE RESOURCES
Maintain resources (e.g. upgrade computer,
repair equipment, store information)
10
DEPLOY SERVICE RESOURCES
GEOGRAPHICALLY
Deploy resources to locations (move goods,
relocate staff, send information)
11 SET SERVICE SCHEDULE
Determine timing & frequency of service
delivery
12 CONFIGURE SERVICE RESOURCES
Make resources ready to be used in service
delivery (e.g. train staff, configure software)
13 PROTECT SERVICE RESOURCES Protect and secure resources
14 PROMOTE SERVICE Promote service to target group (awareness)
15 MONITOR AND MITIGATE SERVICE RISKS Monitor and mitigate risks
16 PROCESS SERVICE COMPLAINTS Accept, analyze and respond to complaints
17 REGISTER AND EQUIP TARGET GROUP MEMBERS
Register clients, and provide access privileges,
documentation and training to use the service
“Provisioning & Decommissioning”
business processes
Also are frequently omitted

47. BUSINESS FUNCTIONS CATALOGS
QUESTIONNARIES FOR RAPID BUSINESS
REQUIREMENTS
GSRM EXTENSIONS

48. • Catalogue / cross reference Business Functions across GSRM process patterns
Business Process
Business Process
Business Process
Business Process
Bus.
Funct
Bus.
Funct
Bus.
Funct
Business Process
BUILDING A CATALOG OF BUSINESS FUNCTION PATTERNS
Bus.
Funct
Bus.
Funct
Bus.
Funct
Step
Step
Step
Step
Step
• Re-designing a Process re-use same Functions
• Re-designing a Function affects multiple Processes
Agility:
• Business Architecture focusing on Business Functions provides much
higher agility then just process-oriented.

49. BFM-BASED BUSINESS REQUIREMENTS PATTERN
Business Function patterns provide
ideal TOC/ Questionnaire for
• Rapidly prepared JAD sessions
and
• Gap-less elicitation of Business
Requirements
Example: a Fragment of BFM:
Agility:
• Significantly reduced time (Days vs.
Weeks) & much better quality of
Business Requirements
• Good basis for initial backlogs for
agile IT development

50. GSRM: INITIAL BUSINESS ARCHITECTURE…
GSRM PROMICE WAS:
• Any government Service & any Business Process can be:
– Stereotyped after the standardized patterns
– Become compatible with other services/ 3rd party business architectures
• Any Business Transformation / IT project can be:
– Planned based on GSRM patterns
– Contribute pattern-based changes to the body of business knowledge
• Much faster, better organized than non-pattern-based models
• Huge knowledge bases in different tools stored tons of models.
THIS WORKED… BUT…

51. SATURATION: GSRM JUST COULD NOT KEEP-UP
PURE GSRM
PATTERNS & GOVERNANCE
WERE GREAT FOR INITIAL BUSINESS ARCHITECTURE, BUT…
NOT FOR 2018 BUSINESS AGILITY…
“Macro” end-to-end
process patterns:
• Changing a process = heavy
re-modeling
• Outsourcing / internal
consolidations = total
remodeling of everything
Pure BPM:
• No ready patterns for
Business Functions /
Capabilities
• Outsourcing a BF = re-
modeling multiple processes
Incompatibility with other
frameworks -
APQC/RETAIL,
ACORD
Lengthy re-modeling =
awkward role of Business
Architecture:
• Project cost estimation (rush to
expensive scenarios)
• Business decisions long before
modeling complete
• IT requirements & development
rushed before modeling
complete (WHAT AGILITY ?)
Business Rules scattered
across processes:
• Does not help central
hierarchical BR repository
• Does not facilitate the Rules
Engine to replace costly re-
coding
Possible digitalization
interfaces not revealed
in advance

52. SMALL REUSABLE
BUSINESS ARCHITECTURE
MODULES:
NON-GSRM PROCESS
PATTERNS

53. Case Management: High level process
Case Management: Client-facing functions Case Management: Support functions
CASE MANAGEMENT PATTERN(S)
Case Management: State Transition
Case
open
Case eligibility
evaluated
Case being
planned
Case being
delivered
Case results
being evaluated
Case resolved
& closed
Case
rejected

54. Inspection case
CASE MANAGEMENT – REAL CASEAdmin
Operational
Resource
Inspection/AuditCase(CMA)
InspectionCase
RequestorCaseManager
Reg.
Entity
Additional
Requested
Activity
Shared
Notific
ations
&
commu
nicatio
ns
Case
Request
Case status
updates
Compliance
Assessment
Report
Notification
Record
Case
Completed
Screen Case
Case
Accepted?
Provide
Notification
Close CasePlan Case
no
yes
Assess Findings
/Assess Case
Progress
no
No additional
Activities/ Cases
required
Additional
Case
Required?
Associate
Case & its data
to the initiating Case
yes
Follow-up
Case Review
Is Case
Initiated by
Another
Case?
yes
no
Required activity is
extenal, or internal to
the case?
Request to consider/plan another
case in parallel to the current one
externalno
internal
Request
Inspection
Request
Investigation
Request
Support Service
Additional
Activity/Cases
are required
Open Case
Communicate
Environmental
Case Results
(Produce
Assessment
Report)
Additional
Activity /Case
Was
requested?
Conduct
Inspection
Document
Inspection
findings
Process
Additionl
activity
response
Associate
current case to
additional
activity case
Attach
additional
activity findings
Findings
record
Case
Record
(additional
Case
Record
(current)
Produce
Compliance
Abatement Plan
(CAP)
Determine if appropriate to
Release Report to Public
Reports & Notifications
(e.g. Compliance
Assessment Report)
ENTITY PROFILE RECORD
Party
System
Activity
Locaction
ENTITY PROFILE RECORD
Party
System
Activity
Locaction
Inspection Case Record
STATE: PRELIMINARY Inspection
Case Record
STATE: OPEN/
SCREENED
Case Record
STATE: planned
Case Record
STATE: closed
Case Record
STATE: open/findings added
Inspection
Case Record
Existing
Case, which
Initiated
Case in question
BR
Criteria for
Case Assessment
BR
Criteria for
Case Screening
Inspection
Case Record
Inspection
Case Record
STATE: DISCARDED
Compliance
Assessment
Report
Technical
Assessment
Report
Forensics
Report
Non-
Compliance
Identified?
n
Execute CAP
Voluntary
Abatement
Mandatory
Abatement
Voluntary
Abatement
Mandatory
Abatement
Case Record
Inspection
Case Record
Party:
District Area
Supervisor
Party:
Provincial
Officer
Party:
zzz
Party:
zzz
Party:
zzz
Inspection /
Audit
Case request
Specific case types
Screen
Environmental
Incompliance case /
inspection
Screen
Investigation Case
Screen
Support (Tech,
Forrensics) Case
Screen
Incident Case
Plan
Environmental
Incompliance case/
inspection
Plan
Investigation Case
Plan
Support (Tech,
Forrensics) Case
Plan
Incident Case
Perform Activity of
Environmental
Incompliance case/
inspection
Perform Activity of
Investigation Case
Perform Activity of
Support (Tech,
Forrensics) Case
Perform Activity of
Incident Case
Assess Findings/
progress of
Environmental
Incompliance case/
inspection
Assess Findings/
progress of
Investigation Case
Assess Findings/
progress of
Support (Tech,
Forrensics) Case
Assess Findings/
progress of
Incident Case
Communicate
Results of
Environmental
Incompliance case/
inspection
Communicate
Results of
Investigation Case
Communicate
Results of
Support (Tech,
Forrensics) Case
Communicate
Results of
Incident Case
Close
Environmental
Incompliance case/
inspection
Close
Investigation Case
Close
Support (Tech,
Forrensics) Case
Close
Incident Case
Follow-up
Environmental
Incompliance case /
inspection
Follow-up
Investigation Case
Follow-up
Support (Tech,
Forrensics) Case
Follow-up
Incident Case
Request
Inspection
Request
Investigation
Request
Support Service
CRISP core processes
Follow the same case
management pattern.
On the top level the
processes look similar.
The difference between
different case types is in
the decomposition of
each process.
Case
Completed
Screen
CAP Case
Plan
CAP Case
Perform Activity of
CAP Case
Assess Findings/
progress of
CAP Case
Communicate
Results of
CAP Case
Close
CAP Case
Follow-up
CAP Case
Assess need for
Environmental
Incompliance case /
Inspection
Assess need for
Investigation Case
Assess need for
Support (Tech,
Forensics) Case
Assess need for
Incident Case
Assess need for
CAP Case
Assign Resources to
Environmental
Incompliance case /
Inspection
Assign Resources to
Investigation Case
Assign Resources to
Support (Tech,
Forensics) Case
Assign Resources to
Incident Case
Assign Resources to
CAP CasePotential need for
a case identified
Steps prior to
Case Management
Steps of Actual Case Management
Typical CRISP
End-to-end
business process
CAP
Case request
Inspection/
audit
case request
Investigation
Case request
Incident
Case request
?????
Support
Case request
Incident Management Case
ResolveIncidentManageCase
Accountabl
e3RD
Party
Support
IncidentReportReceiver
(whoeverpicksupthephoneisacasemgrtillthedistrictmgrtakesover)
(executive)
IssueManager
InspectororERP
Incident
reporter
Supervisor
CAPCaseManager
(e.g.District)
Tech.Support/
Forrensic
Party:
District Manager
Determine type
of Incident &
Mandate
Call Log
Notify 3rd
Party
E.g. Municipality
Incident
not in
MOECC
mandate
Deferred
Incident
Report
Incident Resolution Deferred
Incident
Information
Report
Not an
Incident
define
IncidentIncident
In mandate
Provide additional info
No need to open
Incident case
Incident
Case Record
State:open Triage/
Assess risk
(screening)
Risk
assessment BR Risk Assessment
Matrix
Request More
Info
Notify
Directors
Notify
Sr. mgt
Communicate
Case
Spill Action Center (SAC)
management:
Further research / Notify 3rd
Parties/
Coordinate with 3rd
parties
Request
Immediate
Response
Not Immediate
Response
Immediate
Response
No
time
limit
Assess
Incident
on-site
Assess
Compliance
Verbal
Directions
Worksheet/
checklist
Notify District
Office
Incident
Notes
Assign CAP Case
Manager
Desk-top
Review
In Compliance
Non compliance,
Needs Action
Launch sub-cases:
E.g.
Tech Support,
More CAP, investigation, etc.
Submit an
incident report
Provide incident
details
Monitor incident
response status
Incident Questions
Decision tree
More info
required
Support exec.
informing
Incident case Record
State: in progress
U
Incident
Notes
Assign inspector and
ERP to geographic
area
Briefing
note
Incident Record
State: in progress
Incident case Record
State: contained, closed
U
Inspectors / ERPs assigned
To geographic areas
Initiate CAP case
Complete
Incident case
(form)
Approval
Required?
Approve Case
Closure
y
Close Incident
Case
Incident contained,
case closed
CAP Case
Completed
Manage CAP Case
CU
Incident
Case
Record
State: preliminary
BR
Procedure
Cards
Notification
HR/workforce
record
(including skills)
HR/workforce
record
(schedule)
Assign
inspector to
case
BR Actions on
Procedure Cards
(who to notify
Notification
Notification
HR/workforce
record
(including skills)
HR/workforce
record
(schedule) CAP case Record
Party:
Ministry officer, Public,
or Reg.Entity
Party:
SAC officer or
District Officer
Party:
Upper mgt in MOECC
Party:
District Officer
Party:
District Officer
Party: Municipality,
And/or
Another Ministry
Party:
Ech support/forensic
specialist
ENTITY PROFILE
RECORD
Party
System
Activity
Locaction
ENTITY PROFILE
RECORD
Party
System
Activity
Locaction
ENTITY PROFILE
RECORD
Party
System
Activity
Locaction
Prepare
information
report
SAC
engagement
Required?
Day/
night?
Assign ERP
to case
Incident reporter satisfied
day
Verbal directions
documented
into CAP (how?)
Address
immediate
situation
Notify District for
non-immediate
response
Incident case Record
State: in progress
Notification
HR/workforce
record
(including skills)
HR/workforce
record
(schedule)
nightIf required:
Additional activity:
Request
Technical Support
Note:
Same District Officer.
Different pool because this is
managing a separate case– CAP.
Incident
Report
Received
Investigation & Enforcement Case
Investigate
Court
Syste
m
Enforce
Assessorof
investigationneed
Environmental
Intelligence
Investigation
Approver
InvestigationcaseScreener
Investig
ation
request
or
Investigative
Committee
Sr.Investigation
Approver
CourtAnalystCourt
Region
al
Investig
ative
Speciali
st(RIS)
CrownBrief
Approver
Investigative
CaseManager
(Planner)
INvestigator
Lawyer/
Prosecutor
Consider
decision to
investigate
Inspection
Case
BR
Judgement
matrix
RFI
Request to
investigate
Investigate?
Notify CMA to
Plan without
investigationno
Approve
investigation
Intelligence
information
Formally
Evaluate RFI
(ASSESS)
yes
Approved?
yes
no
Approve Intelligence –
need to investigate
Approved?
no
yes Request more
info
Investigation = GO,
Create 1 Page summary
Provide more
info
Investigation
requested from
existing case?
yes
Investigation denied
no
RFI
1 page summary
Assess RFI,
Provide Recommendation
Committee
findings
Committee
recommendation
Investigative
strategy
Assess RFI, comm.
Recommendations,
Approve
Approved?
Document reason
for disapproval
Create Investigative
case
yes
Closure
report
RFI
(approved)
Open
Investigative
case
yes
Assign
Investigative
case planner /
Mgr
Develop
Investigation
plan
Investigation
plan
Develop
resources
plan
Approve
Investigation &
resources plan
resources
plan
Organize
Evidence/
Prepare Crown Brief
Monitor
Investigation
Collect Evidence
Evidence
metadata
Admin/
update case
Crown
Brief
Close
Investigation
Case
Closure
Report
Case closed
Close case
Lay
charges
Prepare briefing
materials
Prepare final
approval package
Notify regional
Mgt
Briefing materials
Final package
Create Legal Svcs
docs
Legal svcs docs
Present in Court
Authorize Docs
Document Court
Results
Investigative
Case
Record
Determine witness
needs
Serving docs
Witness
need?
Serve docs to
witness
Afidavit
y
Trial
Follow-up
Case
Investigation
requested
from existing
case?
Notify
Intelligence:
investigation
disaproved
no
Court Report
(in Court Tracking Database)
Update Court
Proceedings
Case
Record
Review/ approve
Crown Brief
Review/ approve
Crown Brief
Review/ approve
Crown Brief
Insufficient evidence
Notification
Record
Screening
Evaluation
Checklist
Investigative Case
Record
HR/workforce
record
(including skills)
HR/workforce
record
(schedule)
Decision
record
Decision
record
ENTITY PROFILE RECORD
Party
System
Activity
Locaction
ENTITY PROFILE
RECORD
Party
System
Activity
Locaction
ENTITY PROFILE
RECORD
Party
System
Activity
Locaction
Party:
zzz
Party:
Provincial Officer
Party:
Environmental Intelligence officer
Party:
Provincial Officer/supervisor
Party:
Provincial
Officer
Party:
Provincial Officer / Superviser
Party:
Prov. Operations Mgr/
Director
Party:
Provincial officer / supervisor
Party:
Provincial Officer
Party:
zzz
Party:
Prosecutor
Assistant
Party:
zzz
Party:
Judge
Incident
Case
Party:
EECO (Environmental Enforcement
Compliance Officer)
Party:
EECO (Environmental Enforcement
Compliance Officer) Manager
Request to
Investigate
Deny
investigation
(RFI à close)
Party
System
Activity
Locaction
Analyze /assess
Env.INtelligence
MOECC
Legal Svcs
Branch
Review
Crown Brief
Review finnished
Court Order
Note: If Court
Order is issued,
it may trigger
theCAP case.
Incompliance Reduction Case
Manage
Inspection/
AuditCase
ManageCAPCase
Provide
Technical/
Forensics
supportSupp
ort
Manage
Incident
Case
Manage
CourtCase
CMACase
Manager
CAPCaseManager
Reg.Entity
Proponnent
Provide
INvestigati
on
Provide
Legal
Consultatio
n
Tech.Suppor
t/Forrensic
IMCase
Manager
(e.g.District)
Director
Provide
Disagreem
ent
resolution
Court
Party:
Provincial
Officer
Party:
Provincial
Officer
Party:
Investigator
Party:
MOECC Legal
Svcs Branch
Party:
Proponent
(Reg.Entity)
CAP Case
Completed
Screen
CAP Case
Initiate
communicaction
with Proponent of
CAP Case
Plan
CAP Case
Perform Activity of
CAP Case
Assess Findings/
progress of
CAP Case
Communicate
Results of
CAP Case
Close
CAP Case
Assign Resources to
CAP Case
Happens automatically:
The only resource on the
CAP is the PO who
initiated it
All to discretion of PO
PO communicates with
Proponent till
completion), or waits for
completion date
ENTITY PROFILE RECORD
Party
System
Activity
Locaction
History of non-
compliance,Severity
Trigger:
Non-compliance (Leg)
Or Non-Conformance
Inspection Report
(filled checklist)
From Incident or Inspection
CA Plan:
Voluntary abatement
= a letter to Operator
CAP status report
Plan may be:
Eg hire a consultant
Eg obtain the ECA (Environmental Compliance Approval = by
Perm&Appr Div – if permission is required, then prove that you
have applied for it (PEP)
Eg Take training – demonstrate you ve taken training
Eg do smth physical (install smth)
Plan has work items; assessment by work item:
What to do
Date to comply
Amicable operator may suggest a date
Bad operator = demand date.
Abatement complete
Party:
Tech support/forensic
specialist
Party:
District Officer
Informed
Judgement
Matrix (IJM)
– guidance
for PO what
to do in case
of non-compliance.
Determine
Type of CAP
Issue Control
Document
(Order)
Issue Referral to
Investigate (RFI)
OrderRFI
RFI
CAP
Order
CAP
Voluntary
Abatement
Letter
Optional
Tech
Support
Request
Optional
Legal
Consultation
Party:
Regional
Director
Agree?
Party:
ERT (Environmental Review Tribunal)
Request Director s
Reviewn
Review & Decide
On CAP
Director s
Order
Agree?
Provide ERT
Judgement
Request ERT
Judgement
n
ERC
Decision
CAP
Closed
Change CAP due
date
Still not compliant, but cooperative
Escalate
Non-compliant & non-cooperative
Escalation
method?
CAP
Case Record
STATE: open/screen
C
CAP
Case Record
STATE: Closed
Party:
Court/Judge
Incident
Case Record
STATE: closed
Inspection
Case Record
STATE: closed
Court
Order
CAP
Case Record
STATE: preliminary
C
CAP
Case Record
STATE: CLOSED
CAP
Case Record
STATE: OPEN
CAP
Case Record
CAP
Case Record
CAP case
request
Director s
Response time
ERT response
time
CAP
Director s
Order
ERT
Judgement
TBD: WHICH BRANCH PROVIDES TECH
SUPPORT/ FORENSICS ???
Agility:
• Reusable module, modifiable for different lines of business.
• Differs by sub-processes, business rules
• Manage 1 module pattern; Rapidly modify Business Rules

55. SHARED CAPABILITIES PATTERNS
Manage
Documents
(shared)
Notifications&Communications
(shared)
ManageEntity
Profiles
(shared)
OperationalResource
Administration
(shared)
MasterDataManagement
(shared)
MAIN
Document
Manager
Notifications&
CommunicationsMgr
EntityProfiles
Manager
ResourceManagerMasterDataManager
AllRoles,
Allprocesses
Manage Documents
Manage Notifications
&Communications
Notificaction/
Communication
record
managed
Msg
Msg
Manage Entity
Profiles
Entity Profile
record
managed
Msg
Document
managed
HR scheduling and
Administration
HR workforce/
schedule
managed
Msg
Master data
management
Msg
HIGH LEVEL MAIN PROCESS
Document
Or Report
HR/workforce
record
(including skills)
HR/workforce
record
(schedule/
assignment)
All types of
Meta data, Pick lists
CRUD CRUD CRUD
CRUD CRUD
CRUD
Data records
Consistency
managed
ENTITY PROFILE RECORD
Party
System
Activity
Locaction
Notification/
Communication
Always shared:
• Documents mgt
• Records mgt
• Notifications /
communications mgt
• User profiles mgt
• Etc.
Always segregate them from
core processes
No need to “invent a wheel”
These patterns are so wide
used that simple internet
search gives almost
everything to know.
Agility:
• Never reinvent what is industry standard
• Change core process, shared capabilities stay intact
• Rapidly change shared capabilities via BR modifiers

56. BUSINESS ARCHITECTURE AS AGILITY ENABLER
LIGHT, EASILY
MODIFIABLE MODULES
PLUS MODIFIERS
• AGILITY VIA RAPID MODIFICATION

57. Pattern Modifiers
SIMPLIFIED PATTERNS FROM GSRM CATALOGUE
Reference Model
GSRM
Process Pattern
for a Chosen Service Pattern
1. Authenticate Client
2. Record Client Request
3. Record Service Request
4. Determine Eligibility
5. Determine Fees
6. Collect payment
7. Produce product record
8. Assign Product to Client
9. Produce temp. Token, deliver to Client
10. Produce perm. Token, deliver to Client
11. Notify Client, Partners
12.Monitor & Maintain
(Sanctions, Expiry, Replacement)
Get Client Profile
(Data)
Update Client Profile
(Data)
Update Client Profile
(Data)
Business Rules
Get Fee table (Data)
Business Rules
...
All Business Processes
re-modelled as:
• Very simplistic, “process
skeletons”
• Anything specific to
– Line of Business
– Modification…
– Transformation…
– Peculiarity…
…handled via modifiers
Agility:
• Business: Rapid re-use / modification for different scenarios,
• IT: BR pre-planning enables Rules Engines = rapid change-ready

58. BUSINESS ARCHITECTURE AS AGILITY ENABLER
PATTERN-BASED
SEGREGATED
SERVICE DESIGN
• ARCHITECTURAL PRE-PLANNING OF EVENTUAL
OTSOURCING OR INTERNAL CONSOLIDATION
OF BUSINESS FUNCTIONALITY
• AGILE OUTSOURCING ON DEMAND

59. All Channels defined
by Systems
BUSINESS MODEL ANALYSIS
Target Groups
(As defined
in SIAM)
Business Service
Outputs
(As defined
in SIAM)
Partner Organizations
Dedicated
Service Providers:
(Or DIGITAL clients)
Own their own systems;
Controlled by
- Contracts
- SLA
- KPI
Policies + Data
Data Storage +
Policy Rules Engine
Contracts, SLA, KPI
For Service Providers
Maintenance of
Policies / Business Rules
Maintenance of
Data
Quality Control of
Partners’ Services
Via SLA & KPI’s
Perform customer
interaction processes
Customer acquisition,
& retention
still based on
Enterprise
Customer data ,
But managed by
Dedicated Service
Providers
Systems, infrastructure, software
Channel fees (commissions)
People
Operate own
Channels
Acquire/retain
customers
Use Enterprise
Data & Policy Rules
Analyze Business Models to:
• Identify Customer interaction processes suitable
for being moved to 3rd Party - While keeping
data & policy rules internally
• Reveals Digital Transformations opportunities
• Prepares to serve “on demand” digital clients

60. BUSINESS USE CASE ANALYSIS
Inquire
Information
Process
Transaction
Inquire
Eligibility
EVENTUAL 3rd Party Provider The Enterprise
Provides
Service output,
handles core Data &
Business Rules
Provides all
Customer interactions
processes;
Uses data & Business
rules
AGILITY =
BEING READY WITH
PRE-PLANNED
PROCESS MODELS
WHEN THE NEED TO
OUTSOURCE
PRE-PLAN process
models:
• What is “Core” -
ALWAYS in the
enterprise
• What can
eventually be
outsourced

61. BUSINESS ARCHITECTURE AS AGILITY ENABLER
DESIGN
THE BUSINESS
KNOWLEDGE BASE
FOR AGILITY
• ARCHITECTURAL REPOSITORY MUST BE
DESIGNED FOR AGILITY
• NO ARCHITECTURAL REPOSITORY = NO AGILITY
POSSIBLE

62. REPOSITORY ? FOR AGILITY ?
• You need to… say, modify a sewage connection
of your house
• Go to the city planning department
• They pull out the plan of your house &
infrastructure around it
• Find the component to be modified, it’s functions
and interfaces
• Now workers can rapidly (in agile way) do the job
• The repository of reusable modular blueprints
enables speed!
• Alternative: “iterative” digging holes to find that
pipe here… there… on the other side… IS THAT
AGILE?

63. BUT WE DO HAVE REPOSITORIES, RIGHT?
• Projects develop & get approved their “Architectures”
• Drop blueprints into a big pile
• Next projects bring more… maybe coordinated with the
previous… maybe not…
• Nothing can be found or re-used…
• Re-usable business components are not defined
• It’s easier to build from scratch…
• Useless.
• Nothing agile here.
• And no tool can help

64. BUSINESS ARCHITECTURE FRAGMENTATION
• Example of history of project models
in a repository (Real)
• Models developed in a tool,
Governance action items edited in
Word, all piled.
• People who knew this history are gone
• After years… none of these models
reflect the real current state
• Re-aligning everything is a
PROHIBITIVELY HUGE endeavor
• Business has no drive/ patience to
comprehend/ use this (they are right)
• No agility possible!
• No value.
Artifacts for
Check Point 1
Power Designer models
Initial BPM set of R1&R2 PD models
(all BPM notation)
Carrier
Original BPM
models
D&V:
Original BPM
models
ES:
Original BPM
models
1
Deloitte set of R1&R2 PD models
(mixed BPM + UML notation)
Carrier:
(New use cases,
reqts, biz rules)
D&V:
(New use cases,
reqts, biz rules)
ES:
(New use cases,
reqts, biz rules)
4
Carrier set of R1&R2 PD models +
Business Requirements
(mixed BPM + UML notation)
Carrier:
Updated UC,
Reqts, Biz.Rules
D&V:
(Not updated –
stayed as 2)
ES:
Updated UC,
Reqts, Biz.Rules
5
Carrier set of R1&R2 CP1 artifacts
Carrier:
Artifacts
Created
D&V:
Not
affected
ES:
Artifacts
Created
6
Carrier & ES
Artifacts
manually
updated to
satisfy CP1
requirements
and action items;
PD not updated.
DCPA set of R1&R2 PD models
(mixed BPM + UML notation)
Carrier:
Not
affected
D&V:ES:
Not
affected
12
DES set of R1&R2 PD models
(mixed BPM + UML notation)
Carrier:
Not
affected
D&VES:
Not
affected
15
DCPA
model
DCPA
model
DES
model
DCPA set of CP1 artifacts
Carrier:
Not
Affected
D&VES:
Not
Affected
13
DCPA
artifacts
DES set of CP1 artifacts
Carrier:
Not
Affected
D&VES:
Not
affected
16
DCPA
artifacts
DES
artifacts
Carrier:
Gold
Package
Approved
by ARB
DCPA
Approved
by Cluster
DES
Approved
by ARB
Carrier
model
Carrier
model
Carrier
model
Carrier
artifacts
DES artifacts
maually updated
to satisfy CP1 and
action items;
PD not updated
DCPA artifacts
maually updated
to satisfy CP1 and
action items;
PD not updated
Carrier
artifacts
Carrier
artifacts
Used by
RUSMOD
for RFP
Considered as
blueprint by
RUS Blueprint
Team
PHM R1&R2 Model
(all BPM notation)
Highways set of services
2
MVR business (R1&R2) architecture
(all BPM notation)
+ R3 (MSWord) (CP 1+)
Carrier
Original
BPM models
D&V:
Original BPM
models
ES:
Original
BPM models
3
MVR
Model
Aligned with
SO model
Prepared for
CP1+ PARB,
but project
canceled.
DCPA R3, R4
MS Word
(BA s not willing to create full R3
activity diagrams in PD)
DES R3, R4
MS Word
(BA s not willing to create full R3
activity diagrams in PD)
Carrier R3, R4 (IBM)
PD
Not delivered
Carrier R3, R4 (Infosys)
PD
Approach ?
7
8
14
17
eCollisions set of R1&R2 PD models
(mixed BPM + UML notation)
Carrier:
Not
affected
D&V:ES:
Not
affected
9
eCollisions set of CP1 artifacts
Carrier:
Not
Affected
D&VES:
Not
Affected
10
eCollisions
artifacts
eCollisions
Approved
by Cluster
Carrier
model
Minor manual
Updates
PD not updated
Carrier
artifacts
eCollisions R3, R4
MS Word
11
eCollisions
Model
Used Carrier as a baseline, updated
eCollisions-related material
Used Carrier as a baseline,
updated DCPA-related material
Models refactoring for Carrier to satisfy CP1
modeling quality requirements
JAD sessions content;
Introduced UML use
cases; Requirements;
Biz Rules.
Used DCPA as baseline; completely re-modeled
Driver Licensing based on Customer Interaction
Outsourcing model. Refactored processes, business
rules, etc. to CP1 quality.
PCP/PCI - offline
eNotification - offline
IRP - offline
ODLP - offline
Models used by HSC /
CYSSC / CAC / JTS

65. CONTENT: WHAT MUST BE IN THE REPOSITORY?
REUSABLE BUSINESS
ARCHITECTURE MODULES
AGILITY = Managed Repository of
MODIFIABLE SPARE MODULES, NOT END-TO-END PRODUCTS

66. PRINCIPLES OF REPOSITORY FOR BUSINESS AGILITY
• Store & Manage:
– Re-usable, pattern-based modules
– Module modifiers – for specific lies of business
– High level framework, keeping the modules together
• Repository must be NOT project-based; Must be
whole enterprise-based
This needs background work to integrate project architectures into the
single enterprise architecture
AGILITY = ability to
rapidly pull out the up-to-date Modular Enterprise Blueprint,
and rapidly modify it using pre-defined / pre-approved reusable
Construction Modules

67. BUSINESS ARCHITECTURE AS AGILITY ENABLER
BACKGROUND
PROCESS
• AGILE IS NOT ABOUT “SPRINTING”!
• IT NEEDS CONSTANT / PRE-REQUISITE
ARCHITECTURAL WORK!

68. BUSINESS ARCHITECTURE BACKGROUND ENGAGEMENT
EVERYDAY BACK-STAGE
GOVERNANCE ROUTINE
ENGAGEMENT IN A PROJECT EVERYDAY BACK-
STAGE INTERACTION
WITH OTHER PARTIES
Select appropriate process
patterns + modifying BRs
Draft BFM
Sketch of business
architecture
Evaluate Business Model
boundaries for DIGITAL / API
/ interface opportunities
Early
engagement
Evaluate decision automation
opportunities
Series of Workshops
With Business
Business
Reqts
Business
Rules
Process
Patterns
Decision
Automation team
SCRUM
backlog
PM /
SCRUM Master
Business
IT BAs &
Development
Develop / Catalog
BA Patterns
BR
Patterns
Decision
Patterns
Agile (SCRUM) Artifacts
Development
ACT / ARB / PACT / PARB
Educate / Inform
Business, IT
Stakeholders
Develop / maintain
Enterprise CDMProject
CDM
subset
EBA Governance
B.Arch Repository
Maintenance
Enterprise EA,
ADA
Data Mgtmnt team
Final
Project
B.Arch
Legacy B.Arch
Preservation
Legacy
B.Arch

69. BUSINESS ARCHITECTURE AS AGILITY ENABLER
GOVERNANCE FOR
AGILITY
• RIGID MODULAR GOVERNANCE IS THE AGILITY
ENABLER

70. CONCEPTS: GOVERNANCE FOR AGILITY
• Govern Architectural Modules + Modifiers
• Pre-approve modules (ARB)
• Agility: When urgent/necessary, use modules without further approvals
• Prioritize continuous integration of changes into Business Architecture
Knowledge Base over just storing project deliverables / artifacts
• Prioritize rapid compliance assessment of early knowledge-based
architecture sketches – over “after the fact” formal artifacts assessment
• Guide agile IT projects to use business architecture–based
componentization

71. BUSINESS ARCHITECTURE AS AGILITY ENABLER
BUSINESS & IT AGILITY
TOGETHER
• BETTER PROCESS
• AGILITY-ENABLING DELIVERABLES

72. BUSINESS ARCHITECTURE FEEDING… SCRUM
Chaos / absence of high quality
requirements is not an “option”
for agile solutions delivery in a
complex enterprise:
• BFM pattern-based Business
Requirements form ideal
SCRUM backlog
Timeline of Business Architecture Engagement
POD L1
POD L2
CP0
CP1
CP 2,3
Sketch of BARCH
Relevant BFM
Structured by BFM:
Business
Requirements
Business Rules
Functional
SCRUM
backlog!
SCRUM
delivery
of
B.Arch
artifacts
SCRUM
IT
solution
Delivery
RESULT:
• SCRUM delivery of actual
B.Arch deliverables (CP1 –
even faster!)
• SCRUM IT solution delivery
• Business rules packages
associated with BFM-based
Business Requirements can
be processed in SCRUM
SPRINTS

73. BUSINESS ARCHITECTURE AS AGILITY ENABLER
EDUCATE BUSINESS
• YOU ONLY CAN MOVE AS FAST AS THE
BUSINESS GETS EDUCATED
• DIPLOMATIC MESSAGE

74. BRINGING BUSINESS AGILITY TO ARCHITECTS, ARB
One day session.
Audience: Business, Architects, Corporate and Cluster ARB’s, PMO
Roger: Strategy of
Business Agility
Alex: Tactics of utilizing
business architecture for
Business- & IT Agility

75. • Practically all major business capabilities have long-
established patterns – use them to rapidly define modules
for fast change -- Then implement them in agile way
• The “theoretical”, even best-intended view of Business
Architecture does not matter if not designed for fast change.
• “Heavy” artifacts for non-agile governance don’t matter.
• No managed repository of architectural modules + modifiers
= no agility.
• The business must understand and be willing to use the
reusable Knowledge Base / reusable components repository
– for their own agility – educate them.
QUESTIONS?
THANK YOU.
Alex Romanov
Business Architect Consultant.
alex.romanov@gmail.com Twitter: @avrolabs
http://www.linkedin.com/in/alexromanov