7 qualities of top business architects

7 Qualities of Top Business Architects

Daniel Lambert, M ScVP – Benchmark Consulting

Email: [email protected] number:

+1-514-798-2042 x2010Benchmark Consulting Canada Copyright 2017 – All Rights Reserved

Toronto Business Architecture Guild Community

Oct. 19, 2017

mailto:[email protected]

1. Introduction slide 3

2. Customer Driven slide 5

3. Excel at Finding Value slide 10

4. Good Communicators slide 16

5. Not an Enterprise & Business Architecture Model Freak slide 19

6. Know Measurement Techniques Inside Out slide 24

7. Meeting the Organization’s Objectives slide 28

8. Involved in Delivery slide 31

Presentation Overview

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Section 1Introduction


Who Are Business Architects?

Note: IRIS Business Architect Users as of February 2017. Note that the title of 17.9% of users are unknown.


27.5

25.215.1

13.5

9.6

6.13

IRIS Business Architect Users (%)

Enterprise Architects Business Architects

Business Analysts Other Architects (IT Driven)

Business Transformation Experts Manager/Director/VP IT

Others

Section 2Customer Driven


Customer-Driven Business Architects

• Most digital transformation initiatives involve customers or channel partners

• Knowing about business model canvas, customer journey maps, customer value maps, CRMs, product management, digital marketing, customer experiences (CX), and design thinking are important knowledge domain expertise for business architects

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Business Model Canvas: a Banking Example


Customer Value Map: a Financial

Service Example


Customer Journey Map: a Financial Service Example


Section 3Excel at Finding Value


Various Value Finding Techniques

• Capability to Organization cross-mapping to eliminate inefficiencies

• Capability to Applications cross-mapping to eliminate duplications

• Information Concepts to Data models to eliminate redundant data

• Various Capability Measurement Techniques• Value Streams to Capabilities cross-mapping to

prioritize capabilities (among the most important)

• Etc.


Value Streams: Financial Services Example


Source: Article entitled “Enabling Innovations Using Business Architecture” to be published in May 2017 in Cutter Technology Business Journal

100% 47% 12%

Opportunities Churn Rate

2% 4%

Acquire Customer for a Product (Funnel) Value Stream





Acquire Customer for a Product (Funnel) Detailed Value Stream

Value Steam with Enabling Capabilities



Section 4Good Communicators


Today’s IT vs Business Disconnects

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Sources: http://image-store.slidesharecdn.com/3b0f9b75-76aa-4898-91e9-11fddf6c4911-large.jpeg.

How users see IT and developers

How IT and developers see users

http://image-store.slidesharecdn.com/3b0f9b75-76aa-4898-91e9-11fddf6c4911-large.jpeg

Versatile Communicators

Business Architects are:

• Very good listeners• Good presenters• Good communicators in technical terms to

the IT team• Good communicators in business terms to

business stakeholders• Excellent at selling themselves


Section 5Not a Business Architecture

Model Freak


Industry Specific Reference Model Committees:

• Financial Services• Insurance• Manufacturing• Healthcare• Transportation (soon to be published)


Primary Authors• Tammy Adams, Chaosity LLC • Sue Alemann, Slalom Consulting• Verna Allee, ValueNet Works• Eric Aranow, Context Consulting• Alec Blair, Alberta Health Services• Ivan Blinov, BMASTER• Robert Bratulic, IBM• Amy Crockett, VF Corporation• Carol Deutschlander• Lloyd Dugan, Business Process Management• Steve DuPont, The Boeing Company• Eric Shayne Elliot, Digital Recognition Network• Karen Erwin, NTT Data Americas• Linda Finley, Leadership Advantage LLC• Russ Jackson, Export Development USA LLC• Navid Kheradmand, BC Pension• Whynde Kuehn, S2E Consulting Inc.• J. Bryan Lail, Raytheon• Mary Lloyd, MoneyGram International• Stephen Marshall, IBM Global • Chalon Mullins, Kaiser Permanente• Neal McWhorter, Strategic Value Partners• Judith Oja-Gillam, IAG Consulting• Chris Payne, IAG• Alain Picard, Benchmark Consulting • Alex Randell, Principal Financial Group

• Jim Rhyne, Thematix• Michael Rosen, Wilton Consulting Group • Andrew Semple, CGI• Eric Spellman, Tata Consulting Services • Daniel St George, IBM • Cheryl Timko, Merck • William Ulrich, TSG, INC.• Taurai Ushewokunze, Vayase Consulting• Jeffrey Wallk, The Value Enablement Group

The BIZBOK® Guide Involves Many Authors

What Business Architects Need to Focus On?

• Build their business architecture model incrementally one or a few initiatives at a time

• Capabilities. Go 2 levels deep to start with. Go deeper for specific initiatives only

• Value streams. Focus initially on your categories of customers and/or your channel partners. Other stakeholders can wait

• Use what is already available• Vocabulary: take into account the history of your

organization and adapt your model to it• Move toward a model that will be accepted by all,

instead of a perfect theoretical modelBenchmark Consulting USA LLC Copyright 2017 – All Rights Reserved

Examples from the Business Architecture Guild

Source: http://www.businessarchitectureguild.org/?page=002Benchmark Consulting USA LLC Copyright 2017 – All Rights Reserved

http://www.businessarchitectureguild.org/?page=002

Section 6Know Measurement

Techniques Inside Out



Business Architecture & Measurements

Source: https://www.linkedin.com/pulse/art-measurement-business-architecture-daniel-lambert?trk=pulse_spock-articles

https://www.linkedin.com/pulse/art-measurement-business-architecture-daniel-lambert?trk=pulse_spock-articles

Tier-2 Customer Facing Capabilities (level 1 & 2)


Source: https://www.slideshare.net/DanielLambert4/from-business-strategies-to-it-execution-using-business-architecture-in-financial-institutions

https://www.slideshare.net/DanielLambert4/from-business-strategies-to-it-execution-using-business-architecture-in-financial-institutions

Measuring Capabilities Instead of Applications


Source: http://www.omg.org/cgi-bin/doc?basig/2017-03-12

• At United, IT success was predominantly measured by the availability of their applications

• Business feedback wasn’t trending with metrics• A level 2 capability can have up to 30 supporting applications• Each App availability can be at 99% uptime, and yet the availability of

the capability at less then 90%!• A “capability availability” metric was defined, which counted an

incident impacting any of the supporting applications.

http://www.omg.org/cgi-bin/doc?basig/2017-03-12

Section 7Meeting the

Organization’s Objectives


Step 1: Develop Goals & Strategy

Step 2:Business Architecture

Step 3:Develop Roadmap (part of Portfolio Management)

Step 4: Agile Delivery of Solutions (using

Requirements & Processes)

Step 5: Measure Success

Step 2.2: Provide Value

Step 2.4: Assess Capabilities

Step 2.1: Clarify Goals & Strategy

Step 2.5: Identify the Gaps

Step 2.6: Expected Outcomes

Business Architects Part of a Planning & Delivery Ecosystem

Step 2.2: Provide Value

Step 2.3: Prioritize Capabilities

Step 2.4: Assess Capabilities

Step 2.1: Clarify Goals & Strategy

Step 2.5: Identify the Gaps

Step 2.6: Expected Outcomes

Step 3.1: Scenarios

Step 3.2: GANTT charts

Step 3.4: Roadmap Selection

Step 3.1: Scenarios

Step 3.2: GANTT charts

Step 3.3: Financing (Revenue, Costs & Risks)

Step 3.4: Roadmap Selection


Meeting the Organization’s Objectives

Business Architects …

• … understand that they are part of a planning and delivery ecosystem within their organization

• ... always have the top-level organization’s strategies and objectives in mind

• … will disseminate the top-level organization’s strategies and objectives horizontally and vertically

• … will always prioritize the top-level organization’s strategies and objectives over those of any business units … even those of the CIO.


Section 8Involved in the Delivery


Sources: Statistics are derived from various additional studies made by Towers Watson, Harvard Business Review, and McKinsey & Co.

Increase the Success of Business Transformation Initiatives


Only 25% to 30% of business transformation initiatives are successful over the long term

http://www.forbes.com/sites/victorlipman/2013/09/04/new-study-explores-why-change-management-fails-and-how-to-perhaps-succeed/

http://hbswk.hbs.edu/item/5170.html

http://www.mckinsey.com/insights/organization/How_to_beat_the_transformation_odds

Business Architects Involved in DeliveryBusiness Architects should …

• … never keep to themselves their work and business architecture model

• ... always publish over the Web the details of a selected scenario to the relevant IT and Business stakeholders

• … make sure to adjust iteratively their model based on the feedback from business and IT stakeholders


Results

• Better collaboration from business stakeholders during delivery

• Important time savings in gathering information for business analysts, process experts, software architects, etc.

Benefits of the Business Architecture Practice Based on the Expected % of Savings


Source: https://biz-architect.com/whats-the-roi-on-your-business-architecture-practice/

• Based on benefits and time savings, ROI of the business architecture practice can be demonstrated

• Sensitivity analysis can also demonstrate the usefulness of Business Architecture

https://biz-architect.com/whats-the-roi-on-your-business-architecture-practice/

Questions?Remarks?Opinions?


Conclusion

Thanks!

Daniel LambertEmail: [email protected]

Phone number: (855) 798-2042 x2010


mailto:[email protected]