business strategy basics

Business Architecture Getting Started at Programme-Level

2012 Realising The Vision Limited. All Rights Reserved. 1

Graham Meaden Realising the Vision

Topics


Plan

Do

Check

Act

Levels of Architecture Lessons from a Business Transformation Programme

Understand the level to start


Graham Meaden and Jonathan Whelan 2012 (Gower Publishing Limited)

Macro

Strategic

Programme /

Segment

Project

Macro-Level Captures the purpose of the business and the business model The Business Model Canvas (A. Osterwalder) represents a clear means to capture the macro picture: Value Proposition Customer Segments Customer Relationships Channels Key Resources Key Activities Key Partners Cost Structures Revenue Streams


Vision

Strategy Goals

Mission

Key Influences

Object Management Groups Business Motivation Model

Both of these are essential readings.

Strategic-Level Describes what is needed to execute the business model?


Principles Policies Capabilities Value Streams

Current State

Future State Transition

Standardization, Rationalization, Integration requires absolute point of reference to converge. Governance also requires a reference point to govern from.

SWOT

PEST

STEER

Five Forces

Reference Architectures

Programme/Segment Level Scoped to address a subset of the business Informs:

Milestones Transitions Projects & Inter-dependencies Business Case & Benefits Planning

Maintains focus, creates cohesion Formalisation of the transition and transformation


Transition Current

State Target State

M

M

M M

Project Level Standalone or part of programme Current + Transitions + Future State Focuses on solutions


Analysis Analysis Analysis Analysis

Business Analysis

Business Architecture

More detail

More depth

Solutions

creates a framework and structure for

Baseline Architecture

Interim 1 Architecture

Interim n Architecture

Target Architecture

Exceptions


1. International 2. Conglomerates

3. Multi-business businesses

4. Portfolio managed change

These are not mutually exclusive. The complexity of the business will be mirror in your architecture!

#1. International


Macro

Strategic

Programme

Project

Global

Macro

Strategic

Programme

Project

NA AP

Scenario: International Businesses Original 4-level model

Despite the intent to achieve standardisation globally, variations will occur by geography: The same building blocks may be used but in different numbers. Some building blocks may serve a large country, some a small country, some multiple countries

#2. Conglomerates


Macro

Strategic

Programme

Project

Global

Macro

Strategic

Programme

Project

LOB 1 LOB n

Scenario: Conglomerates Original 4-level model

Regions and LOBs always seem to question the value of capabilities implemented at group-level but the logic is sound. To create a Target Operating Model (TOM) for a particular LOB, architecture building blocks from both levels are required.

#3. Multi-business businesses


Macro

Strategic

Programme

Project

Macro

Strategic

Programme

Project

Scenario: Multi-business businesses Original 4-level model

Cost-side

Revenue-side

Global

Different parts of the business are driven by different factors. It is important to recognise these.

Operational efficiency

Customer Intimacy | Product Innovation

#4. Portfolio managed change


Macro

Strategic

Programme

Project

Portfolio

Macro

Strategic

Programme

Project

Online Business

Offline Business

Scenario: Portfolio Managed Change Original 4-level model

Each portfolio architecture will support a distinct aspect of the business. e.g. A large bank may run a portfolio for its compliance initiatives and another for its online activities.

Lessons from a Business Transformation Programme Our goals:

Enable the programme design authority to direct and govern Sustain a 6 year programme of change Enable integration with other business transformation programmes Enable transparency to the regulator Configure and deploy ascalable architecture modelling platform


Stakeholders


Stakeholders Concerns Deliverables & Insight Views Models

Regulator Programme Board

Business Change

Management

Contracts & Procurement Professional

Services Firms

Systems Integrators

Concerns



The right change at the right time

Benefits-led change: line-of-sight

Inter-dependencies

Scope Management

Cost control Business

Readiness

Deliverables & Insight



Meta Model and Models


Stakeholders Concerns Deliverables & Insight

Used to configure OpenText ProVision Captured in the OpenText ProVision repository

Meta Model

Template

Model

Architecture Description

Viewpoint View

Relationship Type

Element Type

Relationship

Element

defines

defines

defines

Views Models

Programme /Segment

Lessons from enabling integration


We modelled recognising there is always a larger organisation. Because our segment was serving other segments and therefore we needed to model their world too.

We developed business process and information modelling standards. Because our impact was pan-organisational.

We modelled and formalised higher-level reference architecture building blocks. Because we could achieve ROI on our programme alone.

Programme /Segment

Programme /Segment

Lessons from developing the meta model


BPMN

EPC

IDEF

Value Stream

BMM TOGAF

FEAF

Systems Architecture SPEM

UML

Technology Architecture

Kaizen

Six Sigma

Before we started we needed to

synthesize different standards into a single meta model.

Because we needed to understand

how things fitted together and we could capture and

manage the complexity

LEAN

Industry Processes Industry

Capabilities

Information Architecture

Archimate

Lessons from Data Governance of Architecture


Capability

Process

Service

Stakeholder owner ?

owner ?

owner ?

owner ?

L1 Capability Area L2 Capability Group L3 Capability L4 Sub-Capability

L1 Value Chain L2 Process Area L3 Process Group L4 Value Stream L5 Process L6 Sub-Process L7 Activity L8 Task

L1 Service Area L2 Service Line L3 Service L4 Service Product

2. Building taxonomical structures is essential to model effectively and to enable that governance.

1. Estabishing data governance of the things (e.g. Capability, Process, Service) is difficult but governance of the relationships is even more difficult.

owner ?

owner ?

owner ?

owner ?

Lessons from what views proved popular?


Line-of-Sight

Project Project Output Outcome

Service

Benefit Beneficiary

Capability Process

Inter-dependency Maps

Programme Programme

Project Project Output Project Project Output

Lessons from tooling There are tools out there but you MUST invest in developing your modelling language and meta model to be successful. You must also consider the big picture and the levels you wish to support.


Questions ?

For more information & and training: e: [email protected]


Business ArchitectureTopicsUnderstand the level to startMacro-LevelStrategic-LevelProgramme/Segment LevelProject LevelExceptions#1. International#2. Conglomerates#3. Multi-business businesses#4. Portfolio managed changeLessons from a Business Transformation ProgrammeStakeholdersConcernsDeliverables & InsightMeta Model and ModelsLessons from enabling integrationLessons from developing the meta modelLessons from Data Governance of ArchitectureLessons from what views proved popular?Lessons from toolingQuestions ?

business strategy basics

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vision topics

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multibusiness businesses

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