on kue business architecture101
DESCRIPTION
Business Architecture 101TRANSCRIPT
Connecting Strategy To Execution
Business By DesignBusiness Architecture in Practice - 101
6/10/2009 1Carolyn Evans, Business Architect
Agenda
Business Architecture Defined
How Do Organizations Approach Business Architecture?◦ Bottom Up/Grass Roots Approach◦ Top Down Approach
Getting Stuck in the Middle…◦ Why Do Organizations Get Stuck in the Middle? ◦ How Do They Avoid It?
What Does it Take to Do Business Architecture in an Organization?◦ Culture Change◦ Resource Skill Set
How Does an Organization Get Started With Business Architecture?
Q & A
6/10/2009 Carolyn Evans, Business Architect 2
List Diagram
•A disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for the planning and execution of strategy
Business Architecture is
•First and foremost, Business Architecture is developed by the business for the business
•Business Architecture provides a common, enterprise-level business language and framework for documenting how the business is structured
Owned by the Business and
•Plainly said, Business Architecture is the information about how the business is structured, what it does to deliver customer value (processes) and what it needs to do to meet its goals
Communicates Structure,
Process & Goals
Business Architecture Defined
6/10/2009 Carolyn Evans, Business Architect 3
Bottom Up Approach
Bottom Up (“Grass Roots”) Business Architecture Approach
An approach to executing Business Architecture which focuses on techniques and best practices among the “doers.” It is then “sold” to higher levels of management after successful results are achieved from pilot efforts
• Typically driven by tactical business objectives such as:– Improving the quality of IT solutions– Reducing project lifecycles– Building better RFPs/RFIs
• Results in a more tactical view of the business
6/10/2009 Carolyn Evans, Business Architect 4
Bottom Up Approach
BenefitsTactical issues are addressed quickly
A strong base of techniques, best practices and skills are developed
Techniques and content are executed/documented more consistently
Less global organization buy-in is required to start
ChallengesRequires a lot of “selling” to upper management to institutionalize
Entire value proposition is difficult to realize
Is not fully utilized by entire organization
Is extremely difficult to put governance in place for techniques and content
Fundamentally lacks a strong tie to strategy
6/10/2009 Carolyn Evans, Business Architect 5
Business Cases
Business Cases
Business Unit
Operations
Business Unit
Operations
• Workflow/Swimlanes• Business Requirements
• Business Rules• Business Data Elements
ProjectProjectProjectProject ProjectProjectProjectProject
Top Down Approach
Top Down Business Architecture Approach: What is it?
An approach to executing Business Architecture in which the highest levels of Business Architecture documentation is tied to vision, goals, strategy and roadmaps.
• Typically driven by strategic business objectives such as:– Creating an agile organization– Reducing costs– Gaining an understanding of who the organization is and
what they do• Results in a high level view of the business
6/10/2009 Carolyn Evans, Business Architect 6
Top Down Approach
BenefitsIs treated as a single enterprise focus; viewed as a priority
Value is perceived to be greater because it is addressing strategic issues
Change Management is easier
Governance is easier to put in place
ChallengesDoes not address tactical issues quickly
Takes time to develop techniques and best practices and grow skill base at the execution level
Lacks consistency across techniques to start
6/10/2009 Carolyn Evans, Business Architect 7
StrategyStrategy
Business Cases
Business Cases
Business Unit
Operations
Business Unit
Operations
• Enterprise Processes• Integrated Roadmaps (capabilities)
• Enterprise Business Activity Model• Enterprise Organizational Structure
Getting Stuck in the Middle
Why Does It Happen?
6/10/2009 Carolyn Evans, Business Architect
8
Strategy
Business Cases
Business Unit
Operations
• Enterprise Processes• Integrated Roadmaps (capabilities)
• Enterprise Business Activity Model• Enterprise Organizational Structure
• Workflow/Swimlanes• Business Requirements
• Business Rules• Business Data Elements
ProjectProject
Strategic Business Architecture
Tactical Business Architecture
ProjectProject
No matter which approach is taken, organizations tend to get “stuck in the middle”
Top Down Approaches usually do not produce common language/ content or utilize common techniques. If “apples-to-apples” comparisons cannot be made across content at the tactical level, it cannot be tied to or utilized at the strategic level.
Bottom Up Approaches do support “apples-to-apples” comparisons of content, but the typical mindset of Bottom Up thinkers, their lack of clout and the sheer numbers of people that need to be influenced at higher levels within the organization prohibit the tactical level from being tied to or utilized at the strategic level.
Getting Stuck In The Middle6/10/2009 Carolyn Evans, Business Architect 9
How Can It Be Avoided?
Employ both Top Down and Bottom Up Business Architecture approaches
EBA - What Does It take?
What Does It Take to Do Enterprise Business Architecture?
Culture/Organization:Must have an organizational driverNeed to understand “end-game” of Business Architecture Strong senior leadership buy-in and supportOrganization’s capability to accept change in approach to analysis
People:Senior level experience and capabilitiesExperience with Business Architecture modeling techniquesCapability to tie business strategy with a Business ArchitectureAbility to think outside of typical Business Analyst or process roleMust exhibit strong “soft skills”
6/10/2009 Carolyn Evans, Business Architect 10
Getting Started
• Understand the initial organizational driver:
• Determines Top-Down vs. Bottom-Up approach
• Start small, but plan for the future• Centralize the initial capabilities• Focus on the positive• Communicate, communicate,
communicate
6/10/2009 Carolyn Evans, Business Architect 11
How Does An Organization Start in Developing Their Business Architecture?
Key Success Factors:
Business ArchitectureConnecting Strategy To Execution
6/10/2009 Carolyn Evans, Business Architect 12
Q & A
ExperienceBusiness Architecture
6/10/2009 Carolyn Evans, Business Architect 13
• Six Sigma Black Belt and Lean Certified – Masters Certification• Process Manager–Practitioner Certificate (CPM-P)• Certified Process Professional (CPP)• Enterprise Content Management Certified (AIIM)• 30+ Years IT and Business Experience• Completed Dozens of Projects in a Variety of Industries:
o Insurance
o Utility Construction
o Professional Services
o Fleet Management
o Financial Services
• Utilize Extensive Set of Frameworks, Methodologies and Tools
6/10/2009 Carolyn Evans, Business Architect 14
Connecting Strategy To Execution
>> ByDesign Disciplines >> Methodologies >> Professional Certifications
• Enterprise Business Architecture• Business Process Management• Business Rules Management• Business Requirements Management• Functional Software Design• Business Technology Analysis
• Six Sigma, Lean• Waterfall SDLC• Agile & Lean SDLC, SCRUM• Rational Unified Process - RUP• Structured & Object-Oriented Analysis & Design
• Six Sigma Green/Black/Lean - Masters Certificate• Process Manager-Practitioner - (CPM-P)• Certified Process Professional - (CPP)• AIIM® - Fundamentals of Enterprise Content
Management System Architecture
>> Frameworks >> Commercial Tools • Zachman Enterprise FrameworkTM
• The Open Group Architecture Framework - TOGAFTM
• Federal Enterprise Architecture Framework - FEAF• Enhanced Telecom Operations Map - eTOM• Process and Enterprise Maturity Assessments - PEMMTM
• Unified Modeling Language - UML• Business Process Modeling Notation - BPMN• Information Technology Infrastructure Library - ITIL
• Microsoft® Office Visio• Process Modeler for Visio• Enterprise Architect (Sparx)• TIBCO Business Studio®
• Metastorm ProVision®
• Ultimus BPM Modeler®
• ILOG JViews BPMN Modeler®
• Embarcadero® EA/StudioTM
• Corticon® Business Rules Studio• Casewise® Corporate Modeler• MindMap, Axure, iRise®
• DB Visualizer
>> Functional Areas >> Vertical Industries >> Commercial Business Software• Enterprise Content Management - ECM• Imaging & Document Management• Collaboration, Portals, Intranets• Knowledge & Records Management• Customer Relationship Management - CRM• Enterprise Resource Planning - ERP• Marketing & Sales Force Automation• Inventory & Warehouse Management• IT Operations Management/Service Desk• Insurance Claims, Policy Administration• Accounting & Finance
• Aerospace• Utilities Construction• Manufacturing• Online Auctions• Insurance: GL - P & C• Wholesale Distribution• Call/Contact Center• Professional Services• Value-Added Reseller• Marketing Services & Media: Online & Print
• Microsoft® SharePoint• Microsoft® Dynamics CRM, SL, AX, GP• Salesforce.com®, Siebel, Vantive• IBM® Content Manager• Vignette® Collaboration• Kofax® Ascent Capture• Stellent/Acorde Imaging and BPM• EMC® Documentum, eRoom, Captiva InputAccel• TIBCO® BPM+• Ultimus® BPMS
6/10/2009 Carolyn Evans, Business Architect 15
Carolyn EvansBusiness Architect
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