A presentation from Benchmark Consulting describing the role Business Architecture can play in achieving Digital Government transformation through legacy modernization.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Transnet is the largest and most crucial part of the freight logistics chain that delivers goods to each and every South African. Every day Transnet delivers thousands of tons of goods around South Africa, through its pipelines and both to and from its ports. It moves that cargo on to ships for export while it unloads goods from overseas.
In this presentation, Kevin Govender, Group Chief Enterprise Architect at Transnet, in Johannesburg, South Africa, shares the approach that Transnet uses to create business value through an ARIS based Enterprise Architecture Solution. Kevin shares that creating value through Enterprise Architecture involves planning and monitoring the performance of IT support of the business, throughout its entire lifecycle – ensuring that business strategy and demands are completely understood, prioritized and executed on and that the costs, quality and risks to IT support are known and considered during decision making.
This presentation was a keynote address at Software AG's 2014 Innovation Forum, held in Johannesburg, South Africa.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
Stuart Macgregor's presentation (updated to version 2 with new slides and information) focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost. He includes a look at how King III and COBIT 5 make enterprise architecture the CEO’s accountability.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Transnet is the largest and most crucial part of the freight logistics chain that delivers goods to each and every South African. Every day Transnet delivers thousands of tons of goods around South Africa, through its pipelines and both to and from its ports. It moves that cargo on to ships for export while it unloads goods from overseas.
In this presentation, Kevin Govender, Group Chief Enterprise Architect at Transnet, in Johannesburg, South Africa, shares the approach that Transnet uses to create business value through an ARIS based Enterprise Architecture Solution. Kevin shares that creating value through Enterprise Architecture involves planning and monitoring the performance of IT support of the business, throughout its entire lifecycle – ensuring that business strategy and demands are completely understood, prioritized and executed on and that the costs, quality and risks to IT support are known and considered during decision making.
This presentation was a keynote address at Software AG's 2014 Innovation Forum, held in Johannesburg, South Africa.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
Stuart Macgregor's presentation (updated to version 2 with new slides and information) focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost. He includes a look at how King III and COBIT 5 make enterprise architecture the CEO’s accountability.
What is the Value of Architecture. Andrew L Macaulay. Global Head of Architects Community. March 2006. In collaboration with. Microsoft Architect Insight ...
My objective with this presentation is to introduce the key frameworks and standards that provide practical guidance when tackling an EA project or implementing an EA capability.
There is currently not a universality accepted definition of EA and therefore it is important to but context to the presentation, so before we start discussing standards and frameworks that address the challenges, I want to take a minute to state my definition of Enterprise Architecture.
Restarting enterprise architecture in the age of digital transformationJason Bloomberg
In today's world of digital transformation, many organizations are struggling to make Enterprise Architecture (EA) work. Some of the existing frameworks are difficult to implement and do not provide the business agility necessary that is required to succeed with comprehensive digital transformation initiatives.
As a result, EA is now at a crossroads. Traditional approaches and artifacts aren not providing sufficient value. Instead, organizations must rethink the role EA plays and the enterprise architects must think in new ways about how they can add value to their organizations
In this webinar, you will learn
- Key tips to help your CIO see the value of EA
- What needs to be different about EA in a Digital Transformation world
- What you can do today to restart your EA program
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.
Key Takeaways
Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.
Presented at The Open Group Sydney Conference April 17 2013: Enterprise Transformation,
Enterprises are now seriously considering cloud as a viable architectural style . However, without a disciplined process and techniques for evolution, governance, change management and measurement, it will be disastrous to adopt cloud in a random fashion . TOGAF Architecture Development Method (ADM) can provide the approach for adopting cloud in an orderly way.
Key takeaways:
-- Importance of EA for successful implementation of Cloud Computing
-- Identifying the road map for adoption of cloud computing
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Demystifying business architecture - Presented at COJUG, August, 2019RussellCotterhehimhi
Architecture is meant to take complex things and make them simpler to understand. Simplicity is the friend of coping with change. Find out about how Business Architecture is essential in the way we thoughtfully and pragmatically help to deliver high value change across a partnership between Business and IT.
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
Collaborative & Agile Enterprise Architecture at Plymouth UniversityCorso
Plymouth University adopts a more collaborative, agile approach to Enterprise Architecture, working with stakeholders to effectively align corporate and IT strategies and to manage process, information and technology change.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
This adware is not so dangerous as other adware and browser hijackers for it is just an unwanted browser item but not a computer virus which will harm the infected machine badly. Such kind of browser ads-on is not so stubborn and aggressive like other browser threats. In this post, we provide you with two removal guides which can both help you remove it from the infected browser quickly and safely.
Strong Signal is a browser plugin which is used for marketing. It will not regarded to be an adware if it is not utilized by ill-disposed people who to earn money via displaying commercial ads and generating forcible redirection. By making use of this potential unwanted program, its developers can get pay-per-click revenue after users click on those pop ups.
What is the Value of Architecture. Andrew L Macaulay. Global Head of Architects Community. March 2006. In collaboration with. Microsoft Architect Insight ...
My objective with this presentation is to introduce the key frameworks and standards that provide practical guidance when tackling an EA project or implementing an EA capability.
There is currently not a universality accepted definition of EA and therefore it is important to but context to the presentation, so before we start discussing standards and frameworks that address the challenges, I want to take a minute to state my definition of Enterprise Architecture.
Restarting enterprise architecture in the age of digital transformationJason Bloomberg
In today's world of digital transformation, many organizations are struggling to make Enterprise Architecture (EA) work. Some of the existing frameworks are difficult to implement and do not provide the business agility necessary that is required to succeed with comprehensive digital transformation initiatives.
As a result, EA is now at a crossroads. Traditional approaches and artifacts aren not providing sufficient value. Instead, organizations must rethink the role EA plays and the enterprise architects must think in new ways about how they can add value to their organizations
In this webinar, you will learn
- Key tips to help your CIO see the value of EA
- What needs to be different about EA in a Digital Transformation world
- What you can do today to restart your EA program
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.
Key Takeaways
Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.
Presented at The Open Group Sydney Conference April 17 2013: Enterprise Transformation,
Enterprises are now seriously considering cloud as a viable architectural style . However, without a disciplined process and techniques for evolution, governance, change management and measurement, it will be disastrous to adopt cloud in a random fashion . TOGAF Architecture Development Method (ADM) can provide the approach for adopting cloud in an orderly way.
Key takeaways:
-- Importance of EA for successful implementation of Cloud Computing
-- Identifying the road map for adoption of cloud computing
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Demystifying business architecture - Presented at COJUG, August, 2019RussellCotterhehimhi
Architecture is meant to take complex things and make them simpler to understand. Simplicity is the friend of coping with change. Find out about how Business Architecture is essential in the way we thoughtfully and pragmatically help to deliver high value change across a partnership between Business and IT.
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
Collaborative & Agile Enterprise Architecture at Plymouth UniversityCorso
Plymouth University adopts a more collaborative, agile approach to Enterprise Architecture, working with stakeholders to effectively align corporate and IT strategies and to manage process, information and technology change.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
This adware is not so dangerous as other adware and browser hijackers for it is just an unwanted browser item but not a computer virus which will harm the infected machine badly. Such kind of browser ads-on is not so stubborn and aggressive like other browser threats. In this post, we provide you with two removal guides which can both help you remove it from the infected browser quickly and safely.
Strong Signal is a browser plugin which is used for marketing. It will not regarded to be an adware if it is not utilized by ill-disposed people who to earn money via displaying commercial ads and generating forcible redirection. By making use of this potential unwanted program, its developers can get pay-per-click revenue after users click on those pop ups.
Since Oursurfing.com get inside the target machine via using free players, free games, PDF creator, P2p files sharing and other similar applications that can be downloaded from the internet for free, it is advised that users should be vigilant when downloading third parties from network for there can be many insecure resources provided by criminals or ill-disposed people who want to spread adware or browser redirect virus to promote their sites, programs or services.
Walk, Don't Run: Incremental Change in Enterprise UXuxpin
You'll learn:
- A realistic approach to product improvement in large enterprises
- How to create and execute a pilot program for overcoming “product stagnation”
- How to scale the program to a growth team dedicated to improving existing products
Seismic Change in Enterprise UX: Blowing Up Your Legacy System to Start From ...uxpin
You'll learn:
- When to rebuild a legacy system vs. work around your current system
- How to prepare and roadmap for a legacy rebuild project
- Step-by-step instructions for successfully rebuilding a legacy system
Designing a Sustainable Enterprise UX Processuxpin
You'll learn:
- How to select the right UX activities and plan resources appropriately.
- How to evolve your process as you grow.
- How to conduct proper discovery, transition from waterfall to Agile UX, and more.
The Future of Enterprise UX Design: An Asana & Quickbooks Case Studyuxpin
You'll learn:
- Techniques for designing enterprise UX base on new user expectations.
- How to design a consumer-grade enterprise experience
- Enterprise UX best practices based on case studies from Asana and Intuit
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Enterprise Architecture Governance: A Framework for Successful Business
Similar to Iris business architect strategies for migrating government legacy enterprise applications to the cloud using business architecture - 2015-10-14
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...Amazon Web Services
A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organisations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organisation’s gaps among the requisite skills and competencies, build effective training models, and shape an effective DevOps culture.
Silicon Valley Grade IT and Cloud Maturity Assessment for Startup Ecosystem i...Engin Deveci, Ph.D.
This work is an effort of technologists from Ericsson and Microsoft who came together with the following goal:
Providing ITU Teknokent Ecosystem institutionalized and structured ways of improving the Startups by;
Advising startups assessing the role of IT in their business strategy
Highlighting key Silicon Valley expectations on IT assets of startups
Assessing the maturity of ITU GATE Software Startup IT assets
Using public cloud services from Microsoft (Azure), Amazon (AWS), Google (GCP) for web-scale service development and operations
This new usage model guides the creation of a business strategy enabled by cloud-based services. Attend this session to learn the key considerations that should be taken into account when developing a business strategy for cloud adoption and business transformation.
MDM, Data Governance, RDM Solution Providers 'that matter' analyst field r...Aaron Zornes
Field Reports for 'Top 20' MDM & Data Governance Consultancies
(subtitle: Avoiding the Consultancy ‘Money Pit’)
As presented at 13th Annual MDM & Data Governance Summit
November 4-6, 2018 in New York City
Aaron Zornes
Chief Research Officer
The MDM Institute
aaron.zornes@the-MDM-Institute.com
www.linkedin.com/in/aaronzornes
http://twitter.com/azornes
Why Focus on “SI” Cost Component?
MDM projects typically incur substantial amt of systems integration in first 12-24 months as businesses wire data sources into enterprise's data hub
MDM Institute research finds G5000 enterprise spends average of $1.2 million for MDM software solutions - with addt’l investment of 3X-4X in SI services
Given substantial investment businesses undertake with SI partners, this must be scrutinized – not only in effort to contain costs, but also to insure success of this vital infrastructure investment
ADV Slides: Modern Analytic Data Architecture Maturity ModelingDATAVERSITY
Maturity frameworks have varying levels of Data Management maturity. Each level corresponds to not only increased data maturity, but also increased organizational maturity and bottom-line ROI. There are recommended targets to achieve an effective information management program. The speaker’s maturity framework sequences the information management activities for your consideration. It is based on real client roadmaps. This webinar promises to offer a wealth of ideas for key quick wins to benefit the organization’s information management program.
Attendees can self-assess their current information management capabilities as we go through data strategy, organization, architecture, and technology, yielding an overall view of the current level of information management maturity.
This webinar provides a foundation for enhancing current data and analytic capabilities and updating the strategy and plans for achievement of improved information management maturity, aligned with major initiatives.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
In today's competitive business environment "change" is the new normal. Organizations in any line of business have to build their capabilities to adapt and deliver timely response to changes. Building agile operations has become paramount to enable new business strategies and to adapt quickly, effectively and efficiently with changes. Changing the three key dimensions of operations processes, people and technology is a challenge. In this presentation a new framework, "Operational Agility Framework", is introduced, providing a practical and proven method to build "Agile Operation". The three key components of the framework and how to apply them through practical example will be discussed.
Analyst field reports on top 20 MDM and Data Governance implementation partne...Aaron Zornes
(1) Determining the evaluation criteria for selecting implementation partners for MDM, RDM and Data Governance projects
(2) Identifying which partners are market leaders in your industry & your chosen software technologies
(3) Managing the partner relationship – esp. avoiding “brain drain” & inflationary “blended rates”
This work is an effort of technologists from Ericsson and Microsoft who came together with the following goal:
Providing ITU Teknokent Ecosystem institutionalized and structured ways of improving the Startups by;
1-Advising startups assessing the role of IT in their business strategy
2-Highlighting key Silicon Valley expectations on IT assets of startups
3-Assessing the maturity of ITU GATE Software Startup IT assets
4-Using public cloud services from Microsoft (Azure), Amazon (AWS), Google (GCP) for web-scale service development and operations
Leading IT analyst firm Enterprise Management Associates (EMA) indicates that effective deployments of configuration management databases (CMDBs) or federated configuration management systems (CMSs) strongly correlate with success in digital and IT transformation. This fact may come as a surprise given the current industry hype to the contrary, but the reasons for having effective, dynamic and relevant service modeling systems could never be greater.
These slides, based on the webinar hosted by EMA and Micro Focus, draw on extensive EMA research and consulting to show exactly why and how this is true.
Best practices to build a sustainable data lake on cloud - Impetus WebinarImpetus Technologies
Creating new data lakes or migrating existing ones on the cloud has been a de-facto trend. With reduced costs and agile infrastructure, it is easier to derive business value on the cloud.
While there are so many choices for architecture, tech stack, and solutions available on various platforms to fit your use case, it is imperative to consider the key mantras and lifeline principles that will help you succeed in your cloud data lake journey.
In this webinar, we share the best practices and the key considerations that will help you build a robust data lake architecture on the cloud.
To view the webinar - visit https://bit.ly/2sG8BAp
Similar to Iris business architect strategies for migrating government legacy enterprise applications to the cloud using business architecture - 2015-10-14 (20)
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Iris business architect strategies for migrating government legacy enterprise applications to the cloud using business architecture - 2015-10-14
1. Strategies for Migrating Government
Legacy Enterprise Applications to the
Cloud Using Business Architecture
Presentation at the Kingsway Hotel in London UK
Website: http://biz-architect.com/
Email: info@biz-architect.com
Phone: +1-514-798-2042 x2010
Benchmark Consulting Canada
Copyright 2015 – All Rights Reserved
2015-10-14
2. 1. The Cloud. What? Why?
How? slide 3
2. Business Architecture slide 12
3. Business Motivation
Model/ Strategy
Mapping slide 19
4. Capability Maps slide 24
5. Stakeholder/Organization
Maps slide 28
Presentation Overview
6. Value Maps slide 33
7. Process Maps slide 37
8. Information Maps slide 41
9. Initiative & Assets
Maps slide 45
10. Other Issues with
the Cloud slide 49
11. Government Example:
UK IPO & USPTO slide 53
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3. Section 1
The Cloud. What? Why?
How?
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4. What is the Architecture of the Cloud?
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• Everyone has their own opinion
• One differentiation is Public, Private, Hybrid
• Another is Infrastructure as a Service (IaaS),
Platform as a Service (PaaS), Software as a
service (SaaS)
• One perspective is that the cloud is a new
‘sourcing’ strategy
• Here’s a more independent view: the National
Technical Information Service (NTIS)
5. Government Cloud Computing Reference Architecture
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Source of the NIST (a US Agency) Cloud Computing Reference
Architecture: http://cloud-perspectives.com/?page_id=111
7. Public, Private, Hybrid Cloud
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8. What Does the Cloud Mean to You?
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to IT ….. to managers …..
9. Enterprise 3.0 Application Architecture
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10. What Should the Cloud Strategy Be?
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To answer this, we first need to answer several other
questions.
o How does it relate to the business strategy?
o What capabilities are involved?
o How will it affect stakeholder interactions?
o What organizational units will be involved /
affected?
o What will the costs / benefits tradeoff be?
o How will we prioritize a roadmap and plan?
As an architect, how do we go about answering these
questions?
11. Business Motivation Model
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Source: Applying Business Architecture to the Cloud Slide Deck by Mike Rosen (June 2013)
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The Business Motivation Model answers key business
questions:
o Why are we doing this cloud initiative?
o How will we know if it’s working?
What is the impact on our decisions with the cloud?
Which tactics can best be implemented where?
How will they need to integrate together?
Will the cloud make it more or less difficult to measure
success?
13. • 66% of HR and IT organizations
develop strategic plans that are not
linked to the enterprise strategy.
Sources: the first 2 bullets are derived from The Strategy-to-Execution Process: A
Critical Component of Transient Competitive Advantage in the European Business
Review on November 7, 2013 and the last bullet is derived from various additional
studies made by Towers Watson, Harvard Business Review, and McKinsey & Co.
Today’s Business Disconnects
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• 95% of employees in most
organizations do not understand
their organisation’s strategy
• Only 25% to 30% of business
transformation initiatives are
successful over the long term
14. Business architecture is defined as
“A blueprint of the enterprise that
provides a common understanding
of the organization and is used to
align strategic objectives and
tactical demands."
- BIZBOK® Guide, page 1
The Business Architecture
Definition
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15. Business Overview According to
Business Architecture
Figure 1.1 of the BIZBOK® Guide on page 2Benchmark Consulting Canada
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Business Architecture Stops Business Silos
Source: figure in the article entitled “Beware the Business Silos! Fun
Cartoons, Plus Helpful Solutions” in Tibbr on March 9, 2012
18. Benchmark Consulting Canada
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Stopping IT Silo Effect with Business Architecture
Enterprise
Architects
Business
Analysts
Process
Experts
Software/Appli-
cation/IT/Network
Architects
Business Architecture
20. Business Motivation Model
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Source: From the BMM and TOGAF 9.1 toward SOA - capitalizing on the
Business Capabilities - http://goobiz.com/From_BMM_to_SOA.htm
21. Business Motivation Model Subset
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22. Other Strategy Map Methods: SWOT
Analysis & Balance Scorecard
Source: http://picgalaxy.net/swot-analysis/
Source: http://blog.bizzdesign.com/business-performance-management-
balanced-scorecards-and-the-decision-model/
Balance Score
Card
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23. Other Strategy Map Methods: Business Model Canvas
Source: http://bmimatters.com/tag/business-model-canvas-examples/
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25. Detailed Capability Diagram (Level 1 & 2)
Source: Business Architecture in a Merger & Acquisition Context – Part 1
26. Capabilities and the Cloud
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Strategic or Direction Setting (Top)
o Provide differentiation or set direction
o Reflect executive priorities
o Could you run these in the cloud?
o Would you if you could?
– What are the decision criteria?
Supporting (Bottom)
o Abilities that an organization must have to function as a
business
o Traditional targets for outsourcing
o Cloud is a good alternative
o Why would you not move these to the cloud?
– What are the decision criteria?
27. Core Capabilities
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Value Add, Core (Middle)
o The heart of what an enterprise does to ensure viability and
thrive in the market
o Can be thought of as a customer facing view of the business
Which ones are critical to success?
How comfortable are we with them in the cloud? Could we
do them better ourselves?
How do they have to work together?
o End-to-end value streams
o Information integration
What are the implications?
How do we make a decision?
31. Organization/Stakeholder Analysis
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The interaction with each stakeholder can be expressed in a value stream.
There will usually be several value streams for each stakeholder.
Analysis of the stages of a value stream provide insight into the
opportunities for new interactions via the cloud (e.g. mobile devices,
social networks) and to evaluate the potential value (internal & external).
Having identified beneficial areas for new interaction, we then identify
the new capabilities that we need to support them.
Each affected stage of the value stream may require one or more new
capabilities.
Of course, many of these capabilities would be common for multiple
value streams and multiple stakeholders.
For each new capability, we could identify different sourcing options.
Some capabilities may be available from the cloud, some as commercial
off-the-shelf (COTS) products, and others as new or enhanced
implementations of existing capabilities.
32. Organization Maps
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How will the cloud affect organization structure?
What might a new organization structure look like?
What will the political implications be?
Do the organizations have the skills to source via the
cloud and manage those apps?
How do you avoid silos and redundancies?
35. Value Stages to Capabilities
Source: Business Architecture in a Merger & Acquisition Context – Part 1
36. About Value Streams & Value Stages
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Value Streams tell us:
o ‘How’ things are done for a specific stakeholder and scenario
o How different processes fit together to support a stakeholder
o What information must be shared between processes
‘Stages’ of a value stream require specific capabilities
Stages of a value stream may be implemented by processes
Value Streams identify capabilities that are critical to the
delivery of value (satisfaction) to our most important
stakeholders.
Value Streams tell us the integration requirements of
capabilities, processes and information. How does this relate to
our decisions about sourcing on the cloud?
38. Process Model – Internal Activities
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39. Process Model – Internal Activities
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40. Business Processes in the Cloud
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Move entire process to the cloud
Source some of the tasks from the cloud
What does that mean?
o Loss of control
– Collaboration versus Coordination
o Data integration and transformation
o Visibility
o Activity Monitoring (BAM)
o Auditing and Reporting
43. Information to Capabilities Linkage
Figure 2.5.2 of the BIZBOK® Guide on page 162Benchmark Consulting Canada
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44. Enterprise Information Concerns
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What is the critical enterprise information?
How is that information characterized and classified?
What information is critical to efficient end-to-end
integration?
What information are you comfortable keeping on the
cloud?
What information are you comfortable having under the
control of another business?
How much integration / transformation will be required for
consistent and efficient end-to-end interactions?
What information semantics do you need to own?
45. Section 9
Initiative Map & Asset
Map
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46. Initiatives Diagram
Source: Business Architecture in a Merger &
Acquisition Context – Part 1
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47. Initiative Roadmap Example
Source: Business Architecture in a Merger &
Acquisition Context – Part 1
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48. Assets Map & Linkage to Other Maps
List of Assets
complying to
TOGAF
List of Business Architecture
Map Compliant to BIZBOK
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49. Section 10
Other Issues with the
Cloud
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50. Issues with the Cloud
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Source: Applying Business Architecture to the Cloud Slide Deck by Mike Rosen (June 2013)
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Availability / Reliability
Security
Incident Management
Accountability
Semantics
Integration
Regulatory Compliance
Visibility
51. Lock-In & Interoperability
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What happens if you want to move to a different Cloud provider?
o Mergers and Acquisitions
o Out of business
o Poor performance (cost, SLA, technical)
Can you move to a new platform?
o What level of features / functions have you used?
o Is everything assessable through an API?
o Are industry standards followed? Do they exist?
What about your data?
o Can I get my data out at all?
o How much is it going to cost to get my data out?
o How much of my time is it going to take to get my data out?
Cloud relationships will come to an end. Have an exit strategy!
52. Business Decision Matrix
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53. Section 11
Example 3:
Leveraging Business Architecture for
Major Portfolio Initiatives and
Business Requirements Management
US Patent & Trademark Office
Source: 1- http://www.omg.org/cgi-bin/doc?basig/2015-03-06 and 2-
http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/31E
9670C-D71F-44C0-BF8F-964DF37090E2/basig-14-03-18.pdf
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64. The Intellectual Property Office (UK)
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• Recent
Customer
• Business Case
to be
published
soon
Let’s move on. This is the presentation overview. After an introduction to Business Architecture and the Business Architecture Guild, I will answer questions like Why and When Business Architecture is used. I will glance through various maps that can be built to populate Business Architecture meta models and then will focus a little more on Requirement maps and the impact of Business Architecture on Business Analysts. Finally, I will show you examples, like Ford, Principal Financials and the US Patent and Trademark Office. The USPTO in particular has a public slide deck about ”Leveraging Business Architecture for Business Requirements Management”. This should be of particular interest for Business Analysts, like you.
The most knowledgeable organization about Business Architecture is by far the Business Architecture Guild.
There are 2 major disconnects today in most corporations according to the Harvard Business Review. First of all, 66% of HR and IT organizations develop strategic plans that are not linked to the enterprise strategy. Second, 95% of employees in most organizations do not understand their organization’s strategy. Business Architecture is there and foremost to communicate the business strategies of a corporation and show how it relates to management decision makers and IT professionals to insure that execution is done in synchronization with headquarters’ business strategies. If your company does not have and share their business architecture model to key stakeholders and in particular IT folks, like business analysts, odds are very high that projects will fail to meet business objectives on time and within budgets. This is even more so today as business strategies are more dynamic then ever and change very rapidly because of competitors’ and clients’ behavior that keep on changing more rapidly then ever.
The Business Architecture Guild in this BIZBOK Guide defines Business Architecture in these fancier words: Business architecture is defined as “A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands."
Business Architecture involves at minimum the 4 maps mentioned in the grey circle of this diagram in the BIZBOK Guide published by the Business Architecture Guild. They are Capabilities, Organization, Information and Value Mappings. There are also other Business Architecture maps that I find very useful. The Strategy or Motivation map is one of them. Here its call «Vision, Strategies and Tactics». Strategy mapping is necessary to link requirements to business strategies. To build a business architecture with success, having Initiative mapping is also imperative. Here it’s called «Initiatives and Projects». Stakeholder Mapping is also another one. Here it’s called Customers, Partners & Competitors. It should also include at minimum Management and other key employees that makes decisions. Product Mapping linked to other maps can also be very useful. In this diagram, its called Products & Services. 3 maps are not there and should be. Asset mapping, Requirements mapping and Process mappings.
This is why I prefer this diagram to represent the 11 maps of Business Architecture. This diagram takes into account Requirement mapping and Process mapping and allows it to be linked to other maps. To enable business architecture in the business strategy execution, you need to include requirements and business processes. If the meta model of a corporation’s business architecture is well defined and that you have a good business architecture software applications, you can even easily link a requirement among thousands to one or a few processes among again thousands of processes, like in the telco world, for example.
In brief, a good Business Architecture Meta Model will enable the Functions, the Country Divisions and the Product Groups in large corporations to stop working in silos and start working together!!!
The same is true of IT professionals. A good Business Architecture Meta Model will enable the Enterprise Architects, Business Analysts, Process Experts and Software/Applications/IT/Network Architects to stop working in silos and start working together!!!
Let me now introduce you to Business Architecture.
I often here folks with Enterprise Architecture, Requirements Management Software Application talk about evaluating the importance of projects, initiatives and programs. Usually this evaluation is made by the IT department and often enough does not involve very much the input from the headquarter, the business units, and divisions. Methods of evaluation are also very vague. There are ways to rectify this and make sure that you rank and prioritize initiatives and projects appropriately using old fashion SWOT Analyses, Balance Scorecards or more recent Business Model Canvas.
With Balance scorecards, you can list Objectives related to customers, internal business processes and financial objectives. Make sure to have appropriate measures and targets for each objective. Make sure to weight each objective. Some objectives are far more important then others. Link initiatives to each objective. Initiatives that hits the most important objectives should be prioritized over others.
The same can be done with Business Model Canvas, which is now the hot way to do business strategies among the McKinsey & Co and the Accenture of this world. You can list key partners, key activities, key resources, value propositions, relationships, channels in order of priority and associate initiatives, capabilities, value streams to each item and then compare initiatives, capabilities and value streams among them and prioritize. I have extracted from the Web an example made for Facebook. As you can see, it’s not rocket science and requires mostly common sense.
Let’s now take a look at the Capability Map, which is one of the pillar of Business Architecture.
Here is a detailed Capability Diagram with 2 levels of capabilities of Apple Republic split in 3 tiers, Strategic Direction Setting, Customer Facing and Supporting. BIZBOK talks about 3 tiers. Sometimes corporations use more than 3 tiers. As for capabilities, they can go down very deep up to 7 levels. Measuring a capability can be done in several ways. In this example, measures are simple generic heat maps. Green means that things are just fine. Blue means that some research/investigation is required. Red means that urgent care is required. More precise measures can be used as Benchmark for any of these capabilities.
Let’s now focus on the main mappings of business architecture. Let’s start with the organization map.
Organization maps seems obvious. Here’s one about a fictitious company, called Apple Republic, a multinational retail chain. I use this company to write articles about business architecture. In this case, Apple Republic has business units and departments. It wants to purchase Amplitude in red/pink. This Org Chart shows level 1 and 2. It can get a lot more messier if we include 7 levels.
When building a Org Chart of a large company, you would be surprise to see in what type of documents they are made with and how obsolete these documents are. Yet, there are fairly simple ways to build Org charts and maintain the information using Business Architecture.
You can link Org Chart Business Units and Departments to Capabilities, as shown here in this Diagram. The black links show how it is suppose to be after an integration. Amplitude in pink/red has yet to be integrated. The red links need to be eliminated as these capabilities fall under the responsibility of Departments at Apple Republic. The pink links needs to be solidified once the M&A transaction is completed.
Let’s now take a brief look at Value Streams, another important Business Architecture Map.
Here is a Value Streams Diagram. Each line is a Value Stream, which are made of Value Stages. Each boxes on this diagram are Value Stages. In todays world, these value streams have been created again for my fictitious Apple Republic retail chain. You can purchase items in their stores several ways as shown here. In this Example, Apple Republic needs to pay special attention to the value stages in orange, as they require special attention while integrating the newly purchased store, Amplitude .
With Business Architecture, it is common to associate one or several capabilities to each value stage of a value stream, like in this diagram. You have here the Hybrid Clothing Purchase Online Value Stream with the following 9 Value Stages. Items in orange will require special attention since the acquired company, Amplitude cannot execute these value stages and will need to have the proper capabilities to execute the problematic value stages. The same is true of the orange capabilities below.
There are 8 other maps handled by Business Architecture. We will review very briefly 4 of them before taking a look at the requirement map.
There are 8 other maps handled by Business Architecture. We will review very briefly 4 of them before taking a look at the requirement map.
Here another way to map an initiative linked to a strategy. 2 outcomes are to be delivered once the initiative is completed. The initiative is linked to Project 1 that is one of several projects linked to Program 1 of a Particular Portfolio. Capabilities and Value Streams could have been linked to this diagram.
Another common map used with Business Architecture is Information Mapping, which is not to be confused with Data Mapping and relates to databases and is part of the Information map at lower levels. Here is a simple example of common Information concepts. They are linked to capabilities. They could be linked to other elements of a Business Architecture Model, like requirements or processes among others. Information concepts can be owned, modified, viewed or used by capabilities through relationships.
There are 8 other maps handled by Business Architecture. We will review very briefly 4 of them before taking a look at the requirement map.
Initiative Mapping is a very important feature particularly for IT folks. In this diagram, this is an Apple Republic initiative involving the Due Diligence of the Amplitude Acquisition. It involves the finance department, Stakeholders, like the CFO, the CEO, Michael Jordan, Joe Montana and Walter Payton here. It involves other sub-initiatives like Interviews, Financial Audit, Legal Audit, Due Diligence Report and Legal Closing. It also involves various level one capabilities.
Business Architecture does not use enough the Asset map. They should since it relates a lot to what IT does. In a similar way to initiatives, assets can be linked to objectives, risk factors that are listed in a strategic map using balance scorecards or business model canvas. Again, Assets that are related to significant objectives should get the major portion of budgets. In this diagram, you can see a list of Business Architecture Map complying to the BIZBOK Guide and a list of Assets complying to TOGAF. Your Assets should ideally be classified according to a list like this at different levels corresponding to sub-levels of an asset.
There are 8 other maps handled by Business Architecture. We will review very briefly 4 of them before taking a look at the requirement map.
Here’s a last example on the use of business architecture in an organization. In this case it is a federal agency, called the US Patent and Trademark Office, which is the only federal agency that is cash flow positive and does not require any capital infusion from the government.
This example will show you how Business Architecture can leverage business requirements management.
The USPTO leads the World in Intellectual Protection and Policy both for patents and trademarks. Here are their vision and their mission.
In this example, we will take a look at the trademark division of the USPTO. As you can see in the right diagram, it is growing steadily worldwide …. Essentially because of Asia (graphic on the left).
The Trademark division of the USPTO has been operating using a business architecture model since 2010.
Their business architecture meta model includes capability maps, value streams, value stream to capability cross mappings and routing/process maps for selected value stream stages.
Business Architecture is used for:
Business impact analysis, bsness planning and priorization
Support of a major business and IT initiative called Trademak Next Generation
IT Asset Management
In this example, we will take a look at the trademark division of the USPTO. As you can see in the right diagram, it is growing steadily worldwide …. Essentially because of Asia (graphic on the left).
In this example, we will take a look at the trademark division of the USPTO. As you can see in the right diagram, it is growing steadily worldwide …. Essentially because of Asia (graphic on the left).
Here are samples of Trademark Value Streams, like Register Trademark, Maintain Trademark, Apply Trademark Change Request, Process Trademark Dispute, etc.
Usually these value stages are colored according to a heat map. The Value Stages with execution problems are marked in red, the ones that have satisfactory executions would normally be in blue. For confidentiality purposes, they were not shown here.
Here are level-one and level-2 capabilities of the Trademark division of the USPTO. Split in 3 tiers: Strategic Direction Setting, Customer Facing and Supporting.
Again these capabilities would normally be colored according to a heat map. The Capabilities with problems are marked in red, the ones that are satisfactory would normally be in blue.
Cross Mapping Capabilities to Value Stages of each Value Stream makes it possible:
For Capabilities that appear across multiple stages and value streams to provide the framework for creating and reusing the same software solutions, and
For Cross-Mapping framework to a framework for business requirements.
Here is a requirement with the following user story: «As an Examining Attorney, I want to abandon a case». This requirement involves the Value Stage « Examine Application » within the Register Trademark Value Stream and the Trademark Abandonment Capability; and relates to this particular Routing/Process map on the right of this slide.
On the left of this slide , each value stage within a value stream decomposes into a state-based, dynamic rules based process/routing map.
Process/routing maps show all possible events involving work transfers, stage change or other action/decision to be taken.
The process/routing map worksheet at the right side of the slide, details the events associated with each number of the process/routing map. Worksheet line items closely align to agile user stories and are surfaced during user working sessions as needed.