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Capability-based planning with TOGAF® and ArchiMate®Papazoglou Anastasios
EXAMINATION COMMITTEEDr. Maria-Eugenia IacobDr. Maya DanevaDr. Dick Quartel
04/07/20141Capability-based planning with
TOGAF® and ArchiMate®
Agenda
Basic concepts & standards Research Questions Research methodology Literature review & online survey A method for capability-based planning Modeling capability-based planning Application on the ArchiSurance case Validation Conclusions Implications Recommendations for BiZZdesign Discussion
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BASIC CONCEPTS & STANDARDS• Enterprise Architecture• TOGAF• ArchiMate• Capability• Capability-based Planning
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Enterprise ArchitectureThe process of translating business
vision and strategy into effective enterprise change (Gartner 2008)
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information
technology
processes people
TOGAF®
The Open Group Architecture Framework→Architecture Development Method
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ArchiMate®
EA modeling language open and independentOpen Group StandardEnables the description, analysis, and
visualization of the relationships among business domains
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Simplified ArchiMate metamodel
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(Iacob, Quartel, et al. 2012)
Architecture viewpoints
Viewpoints define abstractions on the set of models representing the enterprise architecture.Example: Organization Viewpoint
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Capability
A capability is an ability, capacity or potential that an organization, person or system possesses. Expressed in general and high-level terms Requires a combination different assets (e.g.
people, processes, and technology)Help in initiating discussion on business
outcomes Processes are too detailed, applications are
too technical and projects focus on short term results Capabilities encapsulate and abstract
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Capability-based Planning
Capability-based planning focuses on the planning, engineering, and delivery of strategic business capabilities to the enterprise. (The Open Group, 2011)
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RESEARCH QUESTIONS
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Research Questions
How can ArchiMate support organizations that have adopted TOGAF to perform capability-based planning? RQ1:What are the definitions found in scientific
literature and in the practice regarding capability-based planning and other related concepts? RQ2: What would constitute a good method for
capability-based planning in TOGAF? RQ3: How do the new, capability-based
planning concepts fit within the existing ArchiMate metamodel?
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RESEARCH METHODOLOGY
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Research methodology
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(Peffers et al. 2007)
LITERATURE REVIEW & ONLINE SURVEY
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Literature review
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Adapted from (Kitchenham 2004)
Concepts in literature
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8 specializations and variations of capabilityRelationship of capability with 5 other
concepts
Online surveyPlatforms: LinkedIn groups (e.g. TOGAF, ArchiMate,
The Enterprise Architecture Network) E-mails and mailing listsAbout: Difference between fundamental concepts Capabilities and capability-based planning
within organizations Measuring of capability performance
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Capability ontology domain
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A METHOD FOR CAPABILITY-BASED PLANNING
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Method overview
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MODELING CAPABILITY-BASED PLANNINGIn ArchiMate
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Abstract syntax (metamodel fragment)
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Proposed concepts: Capability Capability increment Metric Resource Criteria: Alignment Parsimony Ease of use
Proposed Architecture viewpoints (1/4)
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Capability Map Viewpoint
Proposed Architecture viewpoints (2/4)
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Capability Motivation Viewpoint
Proposed Architecture viewpoints (3/4)
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Capability Realization Viewpoint
Proposed Architecture viewpoints (4/4)
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Capability Increment Assessment Viewpoint
Proposed notation
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APPLICATION ON THE ARCHISURANCE CASE
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Current situation in ArchiSurance
Three independent insurance companies mergedChallenges: Where to focus new investments How to homogenize business vocabularies
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Phase I: Strategy Validation
Step A: Start with the Business Strategy New mission statement New vision statement New core values
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Phase I: Strategy Validation
Step B: Perform scenario planning Identification of major forces on key issues Selection of the two less predictable forces Selection of scenario based on risk and
criticality
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Phase II: Capability Analysis
Step C: Define high-level target capabilities
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Ref. number Name Description
1.0 Vision and Strategy DevelopmentInvolves the definition of the business concept and long-term vision, as well as the development of the business strategy and the management of strategic initiatives.
2.0 Products and Services Development and Management
Includes the study, design, planning, promotion, and overall management of product and service portfolio and the determination of product prices and reserve levels.
3.0 Investment ManagementCovers the ability to manage, construct, or acquire fixed assets that represent economic value that is expected to provide long-term benefits.
... ... ...
10.0 Document Processing Management
Covers the supporting capability to create, input, edit, and produce documents.
Phase II: Capability Analysis
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Step D: Create target capability/heat map
Level 3 capabilitiesLevel 3 capabilities
Level 2 capabilitiesdecomposition
Level 1 capabilitydecomposition
Capability Map View
Phase II: Capability Analysis
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Step D: Create target capability/heat map
Phase II: Capability Analysis
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Step E: Create present capability/heat map
Phase II: Capability Analysis
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Step F: Identify capability gapsCapability Present
MaturityTarget
MaturityMaturity
Delta
2.1.1 Evaluation of performance of existing products/services against market opportunities
0 1 -1
2.1.3 Discovery research 3 5 -2
2.1.4 Alignment of product/service concepts with business strategy
4 5 -1
2.2.1 Products and services designing, building, and evaluation
5 4 1
2.2.2 Market testing for new or revised products and services
3 2 1
2.2.3 Service delivery preparation 5 4 1
Phase III: Capability Development and Delivery
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Step G: Plan (evaluate, prioritize, and select)Selection of capabilities based on Strategic importance Collective Balance of InvestmentWinning combination
Phase III: Capability Development and Delivery
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Capability Present Maturity Target Maturity Maturity Delta
2.1.1 Evaluation of performance of existing products/services against market opportunities 0 1 -1
2.1.3 Discovery research 3 5 -2
2.1.4 Alignment of product/service concepts with business strategy 4 5 -1
2.2.1 Products and services designing, building, and evaluation 5 4 1
2.2.2 Market testing for new or revised products and services 3 2 1
2.2.3 Service delivery preparation 5 4 1
4.1.2 Market opportunities evaluation & prioritization 1 4 3
4.2.3 Channel strategy definition & management 3 2 1
4.4.6 Sales partners & alliances management 0 1 -1
5.1.1 Customer service segmentation/prioritization (e.g., tiers) development 5 4 1
5.1.2 Customer service policies & procedures definition 3 2 1
5.2.1 Customer service work force planning & management 0 1 -1
5.3.3 Account member setup & maintenance 4 3 1
5.4.2 Member inquiry intake management 4 2 2
Phase III: Capability Development and Delivery
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Capability Motivation View
0
1
2
3
4
5
InformationManagement
Infrastructure
Business Processes
Research andDevelopment
Expertise
Analyticalcompetency
Capability increment 1
Capability increment 2
Capability increment 3
Capability increment 4
Capability increment 5
Phase III: Capability Development and Delivery
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Step G: Engineer (define increments, dimensions, timeline)Dimensions of capability ‘4.1.2 Market
opportunities evaluation & prioritization’
Phase III: Capability Development and Delivery
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Capability Realization View
Phase III: Capability Development and Delivery
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Capability Increment Assessment View
Phase III: Capability Development and Delivery
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Step I: DeliverMonitoring Performance RisksEnsuring resource and skills availability
VALIDATION
The definitionsThe methodThe extensions to the abstract and the concrete syntaxes
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Validation
4 EA practitionersDefinitions: “clearly defined”Method: “complete and appropriate”, but
structure could be improvedAbstract syntax: different perceptionsViewpoints: “appropriately defined”Concrete syntax: not favorable for
‘Resource’
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CONCLUSIONS
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Conclusions Many concepts, only few essential
regarding capabilities and capability-based planningA method constructed, inspired by the
business world and the national defense world, consisting of three phases and nine steps Four concepts and four viewpoints to be
added to the ArchiMate metamodel
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IMPLICATIONS
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Implications
For research: Offers consolidated vocabulary Justifies the need for research on qualitative
vs quantitative capability assessment Fuels validation researchFor practice: Common language and modeling
enablement A flexible method for capability-based
planning Business and IT alignment
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RECOMMENDATIONS FOR BiZZdesign
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Recommendations for BiZZdesign
A solution for capability-based planning Handbook with: Simplified method Best practices in defining and mapping capabilities Tool that supports: The language additions Simplified capability definition, measurement,
visualization Quantitative capability assessment Different views using lenses Training for customers
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DISCUSSION
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