Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
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Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
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1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
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Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
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This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Maximizing EA Impact: Using Business Architecture to Achieve Alignment
1. Maximizing EA Impact:
Using Business Architecture
to Achieve Alignment
David Baker
Chief Architect,
Diamond Management & Technology Consultants
david.baker@diamondconsultants.com
October 25, 2006
2. Business / IT Alignment occurs when IT delivers the right solution,
at the right time, for the right cost
IT
Business
Managers
wants to know
want to know
Enterprise
How can I innovate? Have we done this before?
Architecture
How quickly can I get it? How do we get it done?
How much does it cost / save? How do I make sure it’s done
What are the risks? correctly?
What’s possible? What’s possible?
Technical
Staff
wants to know
What do I build?
What do I build it with?
When do I build it?
3. Alignment has traditionally been hard to achieve, one cause being
the siloed approach to Business and IT Strategies
External Business
IT Strategy
Strategy
Organizational IT
Internal
infrastructure infrastructure
and processes and processes
Business Information Technology
Old Model
(Henderson and Venkatraman 1993)
4. Additional roadblocks often thwart alignment
IT does not engage the Business
Technology driven solutions “offered” to the Business
Solutions looking for problems to solve
Organizational anomalies
Business strategy is too vague
Mission, vision, goals exist
Then what?
Complexity of the business
Do we plan for the whole enterprise?
Enterprise Architecture considered “too complex”, “too
costly”
5. What you can do to achieve alignment
IT should engage the Business
Eat the elephant one bite at a time
Measure the result (Business metrics, not IT metrics)
Change the organization
6. Alignment can be achieved through collaboration on a business-
driven plan
Business owns
Business Architecture Leadership
(strategy & operations)
Business SMEs
IT Facilitates
Solution Architecture IT owns
(platform independent) Business approves
Technical Architecture
IT owns
(infrastructure & processes) Governed by Business and
Solution Architecture
Suggested Approach
7. The result is a business-capability driven blueprint that integrates
business strategy, business operations and IT solution support
Business Architecture
Business Business
Strategy Operations
Desired Business Capabilities
Blueprint &
Solution Architecture
Roadmap
Information Application Interface
Model Model Model
Infrastructure Model
Technology Architecture
Data App Development Execution Operations Network Security
Models Models Models Models Models Models Models
8. Business architecture and blueprinting must be integrated into the
IT operating model
As-Built Architecture
Approved Projects
Business Enterprise Release Project
Planning Business
Strategic Architecture Execution
(Portfolio
(SDLC) Operations
Planning Blueprinting Mgmt)
IT Governance (incl. EA)
Objectives & Measurement Indicators
Business
Architecture Benefit Results Metrics
Business Benefit Results
9. Engage the Business through development of Business Guiding
Principles
A collection of position statements used to assist decision
making
Positions unlikely to change over the next two to three
years
Filters for decision-making . . . guidelines, not hard and fast
rules
Eliminate blueprint solutions that are not consistent with the
organization’s goals and objectives
Defined jointly by Business and IT leadership
10. There are two ways to engage the Business in development of
Guiding Principles
To what extent should common1 business processes across business units
be standardized?
None All
Business Units are A sub-set of common Business processes are
free to use their own processes are standardized across all
standards for standardized across business units
common processes business units
Current Position
1Common
Desired Position
is defined as being shared by two or more business units
Workbook Method Workshop Method
Create workbooks Create workbooks
Distribute to business SMEs Hold consensus building workshop
Collect results document results
Hold feedback / consensus meeting
11. Engage the Business by documenting, and driving additional detail
into, the business strategy
Strategic Business Architecture A comprehensive statement covering
MISSION the major functions and operations
that the program addresses
KEY DRIVERS & GUIDING
An inspirational, forward-thinking
VISION view of what the program wants to
achieve
PRINCIPLES
The top priorities that would achieve
GOAL GOAL GOAL GOAL the vision
A set of realistic outcomes tracked by
PERFORMANCE performance indicators that
OBJECTIVE INDICATORS collectively support goal attainment
CAPABILITIES A description of how the business
plans to achieve the objectives
REQUIREMENTS A description of what should be
implemented
12. Strategic Business Architecture deliverables from a Federal
Agency EA
SBA Doc What it is What was done Working Documents
• Guiding principles provide • Used a Guiding Principles
Guiding filters and guidelines to ensure workbook to gather individual
Principles that solutions are consistent SME opinions, held feedback
with DOJ’s strategic goals and meetings to reconcile • Word doc & PowerPoint
objectives.
• Identifies forces for change • Research and document
Key Drivers that affect how DOJ conducts legislation, directives, and
its business and approaches department level strategic
the UFMS program. documents • Excel spreadsheet
Mission, • The mission, vision, goals, and • Utilized existing mission,
Vision, objectives articulate the vision and goals. Leveraged
Goals, program’s strategy in a SMEs to verify and drive out
Objectives structured manner. objectives (per goal) • PowerPoint
• Identifies metrics to measure IT • Utilized existing performance
Performance performance. Establishes a indicators, linked indicators to
Indicators clear line of sight from the their appropriate objectives
strategy to the measures. • Excel spreadsheet
• These statements describe, in • Worked with SMEs to develop
Business business terms, how the goals detailed enterprise-level
Capabilities and objectives are realized and capabilities, linked those
prioritize their individual capabilities to appropriate
importance to the business. objectives • Excel spreadsheet
13. Excerpted capabilities (4 of 55 total)
Capability Linked Goal
Maintain common processes centrally Improve financial performance
across the Department to support
centralized administration and
standardization
Support ad hoc data access across all Improve operating efficiency of financial
LOBs. This will provide a simplified, management and procurement functions
single source for report information in a
timely fashion
Generate performance and Consistently comply with federal,
accountability reports, within OMB accounting, and system standards
specified timeline
Capability for drill-down to transaction Improve financial performance
level information
14. Engage the Business by documenting, and avoiding excessive
detail in, the business operations
Operational Business Architecture
BUSINESS CONTEXT
Business Architecture
Functional Diagrams
Domain Level
LEVEL 0 FUNCTION ORGANIZATION
Business
LEVEL 1 FUNCTION STAKEHOLDER LOCATION
Process Diagrams
Process design usually
Process Design
PROCESS / SUB-PROCESS
Project Level
done AFTER a blueprint
Business
exists, as part of a funded
project.
TASK
15. Operational Business Architecture deliverables from a Federal
Agency EA
Deliverables & Working
What it is How to do it Documents
• Describes the functional • Work with LOB to define high-
Operational concept for the LOB, level organization and
Business comprising process, responsibilities, create
Architecture organization, and data classes business context diagram,
document that are foundational to identify business locations • Visio diagrams & Word
business operations document
• Top-down description of level• Defined best-in-class, end-to-
High-Level 0 and level 1 LOB func. Each end IDEF-0 maps and
Functional level has 5-10 steps. Used to definitions for relevant
Descriptions assess any gap with detailed financial management and
processes. procurement functions • Visio diagrams
Capabilities • Detailed mapping of SBA • Examined the level 1
Mapped to business capabilities to their processes and identify the
Level 1 supporting level 1 functions characteristics that enable
Functions the business capabilities
(from the SBA) • Excel spreadsheet
• Observations, risks, • Compare the high-level
implications and planned processes with the current
resolutions for observed state detailed processes
Gap Analysis
gaps between high-level • Identify new capabilities and
processes and current state the process required to
(detailed processes) support them • PowerPoint presentation, Word
document, & Visio diagrams
16. Use the Business and Solution Architectures to derive a roadmap
of business capabilities
Operational Business Architecture Strategic Business Architecture Solution Architecture
Presentation Services
Internet Services Platform Third-Party
Applications
WAP Web S / MMS Proxy and Traffic
Server Server Centre Server W-LAN Streaming
Service Services
Personliza Rules Community Location
Personal Information
Management
Email
Attachment Self Care Q-Space Services Based App. RIM
-tion Engine Unified
Corporate
Messaging
Content Search
Messaging
M Commerce Engine
Management
Customer Facing Applications Consumer Remote
Messaging Monitoring
Operations Support Systems Business Application Systems
Common Application Services
EAI ORB/ Common System Single Location Data
Media Services Profiling GIS Information (ETL)
Services SRB API Services Sign-On Services
Services
Persistence Framework
Data Services
For Launch
Application Enterprise File Mgt User Profile Location/
Geographic Data
Future Offerings
Data Stores Data Stores Services Data
1H06 2H06 1H07 2H07
Capability 01
Theme 1
Capability 12
Capability 04
Roadmap of
Capability 07
Theme 2 Theme 3
when each
Capability 09 capability is
Capability 02 delivered
Capability 03
Capability 05
Capability 08
Business Capabilities
Requiring IT Support
17. Tackle the enterprise, one Line of Business (LOB) at a time
Enterprise Business Domains / LOBs Project / Release
Domain 1 models Project / Release Architecture
Project / Release Architecture
Project / Release Architecture
Domain 2 models Project / Release Architecture
Enterprise level models
Project / Release Architecture
... Project / Release Architecture
Domain n models Project / Release Architecture
Project / Release Architecture
Project / Release Architecture
EA Repository
18. The Business Architecture generates metrics by which IT progress
can be measured and governed
Performance Indicators
Business specific metrics linked to objectives and goals
Alignment Metrics
Number of projects involved with each goal
Exception and deferral impact on goals
IT spend per goal
IT spend per objective
Quantitative view of blueprint delivery progress
Blueprint value management
19. Example: Value Creation Report
Purpose: To provide visibility into the alignment of the actual release state with original target
release goals
Description: The Value Creation Report illustrates the current status of each function in
accordance with its alignment with functional and technical business capabilities. This report
takes into account the impact of exceptions and deferrals on the intended release state of each
domain and exposes any gaps that have formed between target and actual end-states
Empty circle - Not addressed in release
Half circle - Core functionality met, high exception score
3/2 circle - Core functionality met, low exception score
Full Circle - On target with goal
20. Consider organizational changes that increase the likelihood of
achieving Business/IT alignment
Consider dedicated Enterprise Architects
Assigned to specific Business domains
Oversee Business and Solution Architecture
Consider combining Business and IT strategy functions
Single “Strategy” organization
Consider a dedicated EA Governance organization
Lightweight, few resources
Tiered governance, focusing on high dollar, high risk projects
21. Avoid some common pitfalls when building a Blueprint
Do not start with requirements, start with capabilities
Requirements are good for implementation but bog down the
planning process
Capabilities provide a manageable level of detail for
prioritization and release planning
Do not start with processes, start with functions
Process engineering requires a tremendous amount of detail
Functions allow coarse-grained prioritization and justification for
follow-on detailed process work
Hold off on reference architectures until a couple blueprints exist
Ensure you are working on the highest priority common
services
22. You do NOT need an EA tool to get started
All work was accomplished with MS Office
Excel (linking), and PowerPoint (models), and Word (reports)
Major drawbacks are that the work is static and difficult to update
EA tools are necessary to scale beyond one or two domains
The experience gained hand-crafting the architecture is invaluable to
appropriately evaluate and select an EA tool
Assess standard meta-model
Assess ability to link from Strategic to Operational to Solution
models
Assess ability to track and report progress
Visualization is different from modeling
23. Key Takeaways
IT must engage the Business
Develop Guiding Principles
Document the Strategic Business Architecture
Document the Operational Business Architecture
Eat the elephant one bite at a time
Divide the enterprise into manageable domains
Blueprint each one in succession
Measure the result
Use Business Architecture metrics to manage and govern
Change the organization if needed
Create “renaissance” roles for Enterprise Architects, Business
Architecture, and Governance