EA Modelling GuidelinesEA Modelling Guidelines

From Capabilities to ServicesFrom Capabilities to Services

Version 2.5Version 2.5

Strategic Direction

• The HA’s strategy is to move away from purchasing “islands of technology” to the procurement of modular, loosely-coupled, managed services.

Technology model

TECHNOLOGY

Business model

BUSINESS

Historical system-based architecture

Business siloed by

ICT

Solutions impose

constraints

Inwardtechnology driven

view

Focus on docume

nt exchang

e

SNMPOracle

UNIXCORBA

Applications

NTCC

Projects

RCC

BUSINESS

TECHNOLOGY

Soft boundaries(process & services)

Processes

Services

Service Model

Business Model

Technology Model

Service-Oriented Architecture (SOA)

Outwardbusiness-

driven view

Focus on

service

Focus on

contract

The Service Model

Aligning the Business and Technology Perspectives

A Layered View (End Game)

Relationship to Enterprise Architecture

Relationship to MSPBlueprint and TOGAF Stages

MSP TOGAF Model

P Processes, business models of operations and functions, including changes to operational costs and performance levels. Business

Architecture

Business Model

O Organisational structure, staffing, roles, skills requirements and changes to organisational culture, style and personnel.

T Technology, ICT systems, standards and tools, equipment, buildings, machinery and accommodation requirements.

Technology Architecture

Technology Model

I Information and data requirements, including details of any new developments or re-developments.

Information Systems Architecture

Relationship to ITILService Management

Capability Mapping

Capability mapping is a modelling method for determining the strategic positioning of an organisation. Based on the theory of Porter, Capability Mapping is used to understand the implications of a strategy by viewing it in terms of capability systems. Capability Mapping uses activity-system maps for the visual representation of the model. Capabilities should be described by a name and quality characteristics like necessary people, technology, process, management and information.

How the Capability view differs from other Business Architecture views

• Roots of contemporary performance problems are due to organisationally based operating model

• Process models (though an improvement) are not the optimal view or management layer, and they expose “how” business is done

• Capabilities manage “what service at what service level” – which is the most stable and concise level for design and management

FromTraditional OrganisationalManagement

ToProcess Optimisation

ToCapability Management

Separation of Concerns

By separating “what” is done in an By separating “what” is done in an organisation, at both high and organisation, at both high and

detailed levels, from “how” it is detailed levels, from “how” it is done, in terms of people, done, in terms of people,

processes, ICT and other views, an processes, ICT and other views, an inherently more stable and inherently more stable and

objective view of the business and objective view of the business and the organisation is exposed.the organisation is exposed.

What is a Capability?What is a Capability?

Definition of a CapabilityDefinition of a Capability

The practical ability to realise The practical ability to realise business benefit by a business benefit by a

combination of Processes, combination of Processes, Organisation, Technology & Organisation, Technology &

Information. Information.

Capability Mapping can provide much more relevant information

Metrics – how is it measured?Metrics – how is it measured?Cost data?Cost data?Service level (like a service level agreement with Service level (like a service level agreement with outsourcing) – how it is and how it should perform?outsourcing) – how it is and how it should perform?Compliance and governance regulations?Compliance and governance regulations?Owner?Owner?Customer?Customer?Does it directly contribute to the performance of the Does it directly contribute to the performance of the parent capability or the overall organisation (core parent capability or the overall organisation (core capability)?capability)?Is this capability a key part of what external Is this capability a key part of what external organisations such as customers think of when organisations such as customers think of when they do business with the organisation they do business with the organisation (identity/brand) ?(identity/brand) ?

Capability MappingCapability Mapping

A High Level Capability Map linksInternal Capabilities with ExternalCapabilities

1. Develop the network

2. Plan and manage the network

3. Collect information

4. Disseminate information

5. Collaborate

A. Customers B. Customer Facing Channel Partners

F. Infrastructure & ComplianceGovernment: OGD’s, DfT, EU

E. Financial Providers(Treasury, PFI)

C. SuppliersD. Other Partners

Each level of the Capability Map can be decomposed down into more detail

Mapping against the EAReference Model

Example Capabilities-EARM Mapping

Capability Mapping as Capability Mapping as the Foundation for SOAthe Foundation for SOA

Capability Mapping: the idealfoundation for SOA

Services

Message ExchangePattern

describe

OperationalRequirements

enforce

State

manage

Applications

composed of

Messages

exchange

is a set ofContracts

bound by

contain Schemas define structure of

governed byPolicies

have

Business Model

Service Model

• Business Driven• Stable• Data Rich

•Business/IT Alignment•Technology Independent•Services by Design

Plan & Manage the Enterprise

TOGAFADM

Capability Mapping as the businessfoundation for SOA

BusinessProcesses

ICTApplications

BusinessCapabilities

Service-Oriented

ArchitectureUNDERPIN

SUPPORT

CREATEFORM

The Service Model

Aligning the Business and Technology Perspectives

Inputs to the Service Model

Service Service ModelModel

TOGAF TOGAF Technical Technical

ArchitectureArchitecture

TOGAF TOGAF Business Business

ArchitectureArchitecture

TOGAFIS

Architecture

10 steps to service definition10 steps to service definition

Business Model

Map As-is & To-be Business

State

Develop/Enhance Service Model

Existing InformationArchitecture

Existing Database Schema

Existing Service Model

ICT Operational

model & policies

1

Develop Use

Cases

2

Identify Require

dServices

3

DefineSolution

Architecture

6

IdentifyServices Interacti

on

4

DefineService

Contracts

7

IdentifyMessage Contract

s

5

Identify Existing Service Reuse

Opportunities

8

Evaluate impact

on Business

910

Service Model

How Capability Maps can helpService Design

Services

Message ExchangePattern

describe

OperationalRequirements

enforce

State

manage

Applications

composed of

Messages

exchange

is a set ofContracts

bound by

contain Schemas define structure of

governed byPolicies

have