| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 31
Driving your BA Career From Business Analyst to Business Architect
29 September 2014
Craig MartinChief Architect of Enterprise Architects
| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 32
About e
zero
HOURS A DAYBACK OFFICE
VENDOR ALIGNMENT
MORE THAN 1600 PEOPLE TRAINED IN ARCHITECTURE PRACTICES (AND RISING)
12YEARS IN BUSINESS 8
GLOBAL OFFICES1600
MORE THAN 10,000 DAYS OF ARCHITECTURE SERVICES DELIVERED LAST YEAR
10,000
one COMMON METHOD
20four
sixOPERATING IN6 CONTINENTS
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Our Services
Servicing the Strategy and Architecture needs ofGlobal Organisations
STRATEGY CONSULTING
• Business Architecture
• Strategic Services & Operating Model Design:
» Business Services & Capabilities
» IT Services & Capabilities
• Segment Strategies and Roadmaps:
» Customer Experience & Digital
» Enterprise Information Management
» Big Data Analytics
» Applications
» Cloud & Infrastructure
» Security, Risk & Resilience
» Innovation Management
PRACTICE DEVELOPMENT
• Architecture Service Model Design
• Architecture Operating Model Design
• Service and Capability Readiness Assessment
• Professional Training and Certification (Business Architecture, Information Management, TOGAF®, CDMP®, ArchiMate® and Design Thinking)
• Project Architecture Resources
• Architecture Talent Strategy and Professional Development
• Architecture Back Office Services
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our clients
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Upcoming events that should be on your radar
› As part of the official IIBA endorsement, EA is now happy to offer all IIBA members a permanent discount of 20% off the Applied Business Architecture Course. Link
15 Oct2014
IIBA Professional Development Day, Melbourne
Open Date
s
IIBA Endorsement of EA Business Architecture Course
› “The only conference that combines insights into Business Analysis, Business Architecture and Business Process” Link
2-6 Nov 2014
BBC 2014Fort Lauderdale, Florida
7 Oct 201
4
Webinar – Re-positioning the Value of the Architecture Practice
› “An exciting opportunity to learn important skills from some of the most respected experts in the world of Business Analysis” Link
› “This webinar helps you understand the current position of architecture in the market” Link
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WHY
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Utility(Foundation)
Innovate
Build Advantages
Assemble
Prolong Advantages
Mix
Reduce Disadvantag
es
What's Business About?
The Building Block Analogy
Differentiation
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Finding the Right Business Mixes
The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable formulas space
Unresolved Business
Challenges
Rules of thumb
Robust, repeatable
and replicable formulas & processes
Ultimately all innovative algorithms will become utility.
* From Roger Martin (2009) The Design of Business
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The Right Business Mix Results in Cohesion Which Increases PerformanceCompanies with a High Level of Cohesion affect EBIT Directly
0 20 40 60 80 100 1204%
8%
12%
16%
20%
24%
28%
32%
EBIT
mar
gin,
200
3-20
07
Capabilities coherence score
Coca-Cola
Wrigley
PepsiCoKimberly-Clark
Sara Lee
ConAgra Merck
UnileverH.J. Heinz
Kraft
General Mills
Clorox
Campbell Soup Company
P&G
*Adapted from “The Coherence Premium” – Harvard Business Review, June 2010
A coherent organization is one that is thought of and executed as a whole
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The Goal of A Good Business Model is to Create Coherence
• A Coherent Business Model is one that is synchronised around:
» its market position,
» its product and service portfolio; and
» its most distinctive strategic capabilities
• All of the above working together as a system
• To bring coherence to these components requires a variety of business skills and disciplines
Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating
VALU
E
THE ENVIRONMENT
BUSINESS MODEL
Markets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering: Services/Products
Processes/ Value Chains
Capabilities
Business Service
Functions
Data
Applications
Technology
MARKET MODEL
OPERATING MODEL
SERVICE MODEL
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* From Roger Martin (2009) The Design of Business
GOAL: Exploitation; Reliability
Produce consistent, predictable outcomes
GOAL: Exploration; Validity
Produce outcomes that meet an objective
Coherency requires a balance of goals and thinking typesThe Challenge is identifying the right skills in the organization that are able to traverse the domains of
innovative intuitive thinking, and reliable analytical thinking .
Unresolved Business
Challenges
HeuristicsRules of thumb
Robust, repeatable and replicable
processes
A reliable system will produce the same test
results every time
A valid system will produce a result that is shown, through the passage of time, to be
correct
Who is best qualified to operate here?
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THE KNOWLEDGE FUNNEL
Non-core but complex - Outsource
Innovation, chaos & unresolved mysteries
HIGH
HIG
H
LOW
LOW
Must be done but adds little value to product or services
Very important to success, high value added to products and services
STRATEGIC IMPORTANCE & VALUE
CO
MP
LEX
ITY
AN
D D
YN
AM
ICS
Complex negotiation, design, or decision
process
Many business rules; expertise involved
Some business rules
Procedure or simple algorithm
Non -Core Competencies
Core Differentiating Competencies
Everyday, highly repeatable and
automated
Make repeatable and reliable to gain
efficiency
Core Competitive
Competencies
Certain Business Disciplines Are Required to Reduce the time to codifyKey disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable processes
Source: Adapted from “Business Process Change” by Paul Harmon
GOAL: Reliably produce consistent,
predictable outcomes
GOAL: Validity- Produce outcomes that meet desired
objectives
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The Results of Disruptionthe commodity space is growing, making the differentiation space more competitive
Non-core but complex - Outsource
Innovation, chaos & unresolved mysteries
HIGH
HIG
H
LOW
LOW
Must be done but adds little value to product or services
Very important to success, high value added to products and services
STRATEGIC IMPORTANCE & VALUE
CO
MP
LEX
ITY
AN
D D
YN
AM
ICS
Complex negotiation, design, or decision
process
Many business rules; expertise involved
Some business rules
Procedure or simple algorithm
Non -Core Competencies
Core Differentiating Competencies
Everyday, highly repeatable and
automated
Make repeatable and reliable to gain
efficiency
Core Competitive
Competencies
Non-core but complex - Outsource
Innovation, chaos &
unresolved mysteries
HIGH
HIG
H
LOW
LOW
Must be done but adds little value to product or services
Very important to success, high value added to products and services
STRATEGIC IMPORTANCE & VALUE
CO
MP
LEX
ITY
AN
D D
YN
AM
ICS
Complex negotiation, design, or decision
process
Many business rules; expertise involved
Some business rules
Procedure or simple algorithm
Non -Core Competencies
Core Differentiating Competencies
Everyday, highly repeatable and automated
Make repeatable and reliable to gain
efficiency
Core Competitive
Competencies
Opportunity or Threat?
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WHO?
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What we have found in large accounts
Cohesion MandateUndefined - Enterprise Planning Ownership
An ownership gap for business architecture exists - Lines of responsibility around coherency and business architecture, are often unclear
Ente
rpri
se P
erf
orm
ance
C
ap
abili
ties
X-F
unct
ion
al
Cap
abili
ties
Fun
ctio
nal
Cap
abili
ties
CONTEXTMarkets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering:Services/Products
Processes/ Value Chains
Capabilities
Business Service
Functions
Data
Applications
Technology
MARKET MODEL
OPERATING MODEL
SERVICE MODEL
Strategic Architecture
Mandate – Business
Ownership
IT Architecture
Mandate – IT
Ownership
Business Architecture
MandateUndefined
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Getting Closer to BusinessBusiness Stakeholders are seeking more value, but are often receiving more complexity
TOGAFBusiness Stakeholder Relationship Management
Who is best qualified to own
this space?
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Discipline ConfusionConfusion reigns around which disciplines are used for what situations
STRATEGIC PLAN
MARKETING PLAN
OPERATIONAL PLAN
DELIVERY & EXECUTION OPERATIONS
PlanningDeliverin
gOperatin
g
PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT
BUSINESS ARCHITECTURE
ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN
BUSINESS PLANNING SOLUTIONS ARCHITECTURE
SOLUTIONS DEVELOPMENT
ENTERPRISE DESIGN
BUSINESS ANALYSIS
Environment analysis / SWOT, competitor / Business motivation / Product and portfolio analysis / Strategic Options
Market analysis and forecasting Model the business / Evaluate and select strategy / Risk and funding analysis
Project, portfolio and program management, solutions delivery
Daily operations, run the business
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Discipline Confusion
The confusion and lack of results is often a caused by the breakdown of inter-discipline relationships, and not necessarily internal discipline operating models
BUSINESS PLANNING
OPERATIONS MANAGEMENT
ENTERPRISE ARCHITECTURE
PORTFOLIO / PROJECT
MANAGEMENT
SOLUTIONARCHITECTURE
SOLUTION DEVELOPMENT
Business Direction
Runs the Enterprise
Delivers
Structured Direction
Resources
Archite
ctural
Directi
on
EN
TE
RP
RIS
E
PL
AN
NIN
G
Project Management Governance
Delivers
*Adapted from TOGAF 9.1
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Business Architecture and Business AnalysisWhich of these disciplines are the most qualified to handle the relationship with the stakeholder?
Context of Work
Und
erly
ing
Com
pete
ncy
Detail Focus Big Picture
Foun
datio
nal
Adva
nced
Entry level BA
JuniorBA
Inter- mediate BA
Senior BA
Advanced
Generalist BA
Analyst
BizArch
Senior BizArch
Principal BizArch
Master BizArch
Distinguished BizArch
Business Analysis
Business Architectur
e
Strategic Business Architect
Principal Business Architect
Business
Architect
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Overlap in BA and BA type roles
Adding Additional Business Domains provides a greater Insight into the different role types
Environ. Models,
Competitor Analysis, Strategic Diagnosis
Segmentation
Positioning, Strategy
Map, Decision
Trees
Perceptual mapping,
distribution channels and
models
Customer Experience,
Journey Maps,
Learning Maps
Campaign Models,
Advertising Messages,
Key Messages
Competitor Strategy, Expansion Strategy,
Innovation Strategy
Marketing Mix, Product
Lifecycle Model,
Pricing and Cash Flow analysis
Regression Analysis and forecasting, Platform and Expansion
Plans
Design models,
Value Maps, Product and
Offering Maps, Design
Models
Product Line plans
Motivation Model, Driver
Trees, Systems Theory
Org. Model and
Structures, Org. Culture, Partner and
supplier models
Change Models,
Organization Unit model,
Org. learning models
Resource Management
and Scheduling procedures
Contracts, Time and Expense
Procedures
Performance, Business
Structures, Value Maps
Risk Models, Growth Models, Capital
Structure Models
Performance Alignment
model, Root Cause Model
Balanced Scorecard, Financial reporting
Financial Reporting
Procedures, EPM
Value Chain, Value
Streams, Decisions &
Events
Capability Models
Process MapsFunction Models
Use CasesProcess Models
Workflows & Activities
Operating procedures
Info Mgt PrinciplesInfo Use Policies
Meta-Data DefinitionSubject
ClassificationInformation
Classification
Enterprise Info Model,
Info Lifecycle Model, Human
Interface Model
Custodian Model,
Integration View,
Presentation Models
Security Rules, BI
Reports, User Interface,
Warehouse and
datamarts
Health AssessmentApplication Principles
Application Framework
Current StateTarget State
Services Definitions
Function ModelsWiring
DiagramsActivity Views
Patterns
Deployment Model
Application StandardsResource
Estimates?
Class/Module View
Configuration Models
Data Principles
Reference Data Stds
Data Dictionary,
Data quality processes
Data Directory
Field Level Views
Technology WatchHealth
AssessmentAsset
LifecycleTechnology Principles
Tech Reference
ModelCurrent StateTarget State
Service Catalogue
Service Definition
Mud Maps (N/W, etc.)Technology Standards
CMDB Management
Contextual
Conceptual
Logical
Physical
Implementation
Market Application Data Technology
Enterprise Architect
Solution Architect
Products & Services Organizational Performance
Process & Function Info
Business Architect
Strategic Business Architect
PrincipalBusiness Architect
Senior Business Analyst / Senior Business ArchitectAnalyst Business Architect
Business Analyst
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Overlap in BA and BA type roles
This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space
Environ. Models,
Competitor Analysis, Strategic Diagnosis
Segmentation
Positioning, Strategy
Map, Decision
Trees
Perceptual mapping,
distribution channels and
models
Customer Experience,
Journey Maps,
Learning Maps
Campaign Models,
Advertising Messages,
Key Messages
Competitor Strategy, Expansion Strategy,
Innovation Strategy
Marketing Mix, Product
Lifecycle Model,
Pricing and Cash Flow analysis
Regression Analysis and forecasting, Platform and Expansion
Plans
Design models,
Value Maps, Product and
Offering Maps, Design
Models
Product Line plans
Motivation Model, Driver
Trees, Systems Theory
Org. Model and
Structures, Org. Culture, Partner and
supplier models
Change Models,
Organization Unit model,
Org. learning models
Resource Management
and Scheduling procedures
Contracts, Time and Expense
Procedures
Performance, Business
Structures, Value Maps
Risk Models, Growth Models, Capital
Structure Models
Performance Alignment
model, Root Cause Model
Balanced Scorecard, Financial reporting
Financial Reporting
Procedures, EPM
Value Chain, Value
Streams, Decisions &
Events
Capability Models
Process MapsFunction Models
Use CasesProcess Models
Workflows & Activities
Operating procedures
Info Mgt PrinciplesInfo Use Policies
Meta-Data DefinitionSubject
ClassificationInformation
Classification
Enterprise Info Model,
Info Lifecycle Model, Human
Interface Model
Custodian Model,
Integration View,
Presentation Models
Security Rules, BI
Reports, User Interface,
Warehouse and
datamarts
Health AssessmentApplication Principles
Application Framework
Current StateTarget State
Services Definitions
Function ModelsWiring
DiagramsActivity Views
Patterns
Deployment Model
Application StandardsResource
Estimates?
Class/Module View
Configuration Models
Data Principles
Reference Data Stds
Data Dictionary,
Data quality processes
Data Directory
Field Level Views
Technology WatchHealth
AssessmentAsset
LifecycleTechnology Principles
Tech Reference
ModelCurrent StateTarget State
Service Catalogue
Service Definition
Mud Maps (N/W, etc.)Technology Standards
CMDB Management
Contextual
Conceptual
Logical
Physical
Implementation
Market Application Data Technology
Enterprise Architect
Solution Architect
Products & Services Organizational Performance
Process & Function Info
Business Architect
Strategic Business Architect
PrincipalBusiness Architect
Senior Business Analyst / Senior Business ArchitectAnalyst Business Architect
Business Analyst
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Lack of Opportunity
The Current Business Analysis Career Path Dilutes the true ValueThe progression or the business analyst often moves from business understanding to management and delivery type functions
Time
Know
ledg
e O
f Bus
ines
s
Entry Level BA
Junior BA
Intermediate BA
Senior BA
BA Project Lead
BA Program Lead
BA Practice Leader
Business Relationship
Manager
Principal Business Architect
Strategic BusinessArchitect
Delivering PathThought leadership in terms of the utility layer, standards, replicating, reliability etc. Managing Path
Thought leadership in terms of management, delivery,
change and politics
Planning PathThought leadership in terms of innovation,
business models and mixes
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WHAT
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Why is there Lack of Opportunity?
• Risk driven» Activities that produce consistent, predicable outcomes are more likely to attract investment due to lack of risk
• Utility Driven» Business Analysis as well as business architecture are often seen as utility disciplines that provide the building blocks for the “actual” business
• Delivery Driven» The business is in a delivery phase and the focus is therefore on delivery of outcomes through projects and programs
• Organization Driven» Due to organization structures, there is less room at the top and hence less opportunity for those types of individuals.
• Performance Driven» It is easier to measure the reliability dimension
• Politically Driven» “In Corporate settings, high level heuristics are generally in the hands of highly paid executives who, out of sheer self interest, are reluctant to
share that space and skill”
» There is strong ownership of the business outcomes and hence business is reluctant to relinquish control to what it sees as “outside” the business
• Mandate Driven» Ultimately all of the above are driven by the mandate
» If the mandate from the business is for improved business performance or market share then the opportunity will exist
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Improve project performance
Improve enterprise wide investment performance
Improve Business Performance
Improve Market Performance
A
B
VA
LUE
MANDATE
C
E
Improve Product and & Service Performance D
Responsibility Depends Upon The Mandate from BusinessThe EA Mandate - Value Increases when Mandate Increases.
Business Architecture is seen
as a positive progression away
from IT
Maximize Product Profitability
Maximise Market ShareMaximise Customer Lifetime
Value
…but in fact business
architecture spans this entire
curve.
Therefore the higher the
mandate, the higher the value
*Adapted from Ruth Malan, Dana Bredemeyer
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How Does the Mandate Affect Business Roles?
There are three areas that we can align to general BABOK languageLets Call this space the Enterprise Planning and
Performance space
Lets Call this space the Business Improvement
space
Lets Call this space the Business Transition
space
Improve project performance
Improve enterprise wide investment performance
Improve Business Performance
Improve Market Performance
A
B
VA
LUE
MANDATE
C
E
Improve Product and & Service Performance
D
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What are the Dominant Skills Across the Mandate?The required Skills will therefore vary across the mandate
Improve project performance
Improve enterprise wide investment performance
Improve Business Performance
Improve Market Performance
A
B
VA
LUE
MANDATE
C
E
Improve Product and & Service Performance
D
ElicitationBusiness Analysis PerformanceRecommendation of Improvements
Enterprise analysisDetermine business processes
Business Improvement space
Requirements analysis mngmnt and comms
Addressed by SFIA
Addressed by SFIA
Lean thinkingSix SigmaTQMTOC
Planning and monitoring Solution assessment and validation
Program and Portfolio mngmnt and GovernanceRisk mngmntChange MngmntBenefit Realisation
Business Transition
space
Gap in SFIA
Shareholder Value AnalysisValue Maps and Driver treesStrategic PlanningOrganisation DesignEconomics and AccountingSystems Thinking Corporate Governance
Enterprise Planning and
Performance space
Quantitative AnalysisProduct StrategyDesign ThinkingEnterprise Planning
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What might the roles look like across the Mandate?The true value of each role is reached when they operate within their “sweet spot”
Improve project performance
Improve enterprise wide investment performance
Improve Business Performance
Improve Market Performance
A
B
VA
LUE
MANDATE
C
E
Improve Product and & Service Performance
D
Entry Level BA
Junior BA
Intermediate BA
Senior BA
Principal Business Architect
BA Project Lead
BA Program Lead
BA Practice Leader Business
Relationship Manager
Strategic BA
Distinguished BizArch
Master BizArch
Business Architect
Analyst BizArch
BABOK does not recognise a hybrid overlap between the Business Analyst and
the Business architect
Senior BizArch
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Strategies for Moving up the Curve to Open the OpportunitiesOrganizational Rhythms: Closer alignment to the planning cycle
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‘Enterprise Lifecycle's2014 © Enterprise Architects PTY LTD
PER
OR
MA
NC
E
TIME
ENTERPRISE
BRAND PLATFORM
BUSINESS MODEL
BUSINESS CAPABILITIES
PRODUCT
Constant change is moving upwards fasterorganizations…and architects need to be able to provide the means to enable this change
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Strategies for Moving up the Curve to Open the OpportunitiesProvide Structural insight into strategic scenarios
• Strategic option analysis - for a more informed understanding of the potential impact of each scenario on the business.
• This helps the business to compare investment choices and effort before executing
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Strategies for Moving up the Curve to Open the OpportunitiesCreation of a Unified Team of cross enterprise disciplines
Change Manager
Finance
PMO
Business Improvement
Strategy
Technology
• Combination of People, Process & technology to drive out an outcome through projects
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Strategies for Moving up the Curve to Open the OpportunitiesScenario 1: Business improvement - spawning initiatives from the strategy map
STRATEGIC THEMES
Initiative 5
Initiative 6
STRATEGIC THEMES
Initiative 1
Initiative 2
STRATEGIC THEMES
Initiative 3
Initiative 4
Mandate: Improve enterprise wide program and portfolio performance
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Initiatives straight from strategy often results in loss of cohesion
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Strategies for Moving up the Curve to Open the Opportunities
Strategic Planning
Business Planning
Portfolio and Project Manageme
nt
Business Architecture
Solution Architecture
Solution Developme
nt
Scenario 1: Business improvement - spawning initiatives from the strategy map.
PMO drives the architecture
efforts
Business Analysis
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Strategies for Moving up the Curve to Open the OpportunitiesScenario 2: Business Transition - developing the unified business model
STRATEGIC THEMES
Capability 5
Capability 6
STRATEGIC THEMES
Capability 1
Capability 2
STRATEGIC THEMES
Capability 3
Capability 4
Mandate: Improve Business Performance
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Creating a single unified business model helps build cohesion across the enterprise
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Strategies for Moving up the Curve to Open the Opportunities
Strategic Planning
Business Planning
Business Architecture
Portfolio and Project Manageme
nt
Solution Architecture
Solution Developme
nt
As business architecture provides more value, its is being positioned above the delivery and execution space
Business Analysis
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Strategies for Moving up the Curve to Open the Opportunities
Injecting Business Architecture into the strategic scenarios will Improve the Strategic Decisions as well as the execution of that strategy
Mandate: Improvemarket
performance
Scenario 3: Planning and Performance - defining the business model for candidate strategic scenarios
Mission Vision VISIONARY
Str
ate
gie
sG
oals
STR
ATEG
IC
Tactics Objectives TACTICAL
Semi Integrated Universal
Bank
Product Specialist
Customer Owner
Infrastructure
Provider
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Strategies for Moving up the Curve to Open the Opportunities
Strategic Planning
Business Architecture
Business Planning
Portfolio and Project Manageme
nt
Solution Architecture
Solution Developme
nt
Facilitating Business Architecture as a strategic tool in the planning process is where the greatest value lies
Business Analysis
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Enterprise Design
Strategies for Moving up the Curve to Open the Opportunities
Strategic Planning
Service Design
Business Architecture
Business Planning
Portfolio and Project Managemen
t
Solution Architecture
Solution Developme
nt
Combining business architecture with design thinking provides a much broader value proposition where customer experience and value is linked directly to the architected components of the business. In other words the entire enterprise is architected to improve the experience the end customer has with the organization. Outside in as opposed inside out.
Business Analysis
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Strategies for Moving up the Curve to Open the Opportunities
• High maturity organizations have a clear linkage between Business architecture, strategic goals, and performance management
• These organizations also have a feedback loop which helps measure the progress towards objectives
• This feedback loop will also inform the next iteration of business strategy and architecture.
Piggy back off enterprise performance management as an onramp for business architecture
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Strategies for Moving up the Curve to Open the OpportunitiesAligning to value
What value is created?
How is value
created?
How is value
measured?
Senior managersmust have a solid analytical
understanding of whichperformance variables drive
the value of the company
An important part of VBM is a deep understanding of the performance variables that will actually create the value of the business – the key value drivers. Such an understanding is essential because an organization cannot act directly on value. It has to act on things it can influence – customer satisfaction, cost, capital expenditures, and so on.
The problem lies here
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Strategies for Moving up the Curve to Open the OpportunitiesCo-Design with your stakeholders
C U S T O M E R P E R S O N A S
S E RV I C E M O D E LE M PAT H Y M A P
V P C A N VA S
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Strategies for Moving up the Curve to Open the Opportunities
• Provide executives with a cohesive, non-project based view of the investment spend
• Address Capex and Opex conflicts
• Address duplication of effort across the portfolio landscape
• Maintain alignment of the ensuing programs
• Allows business stakeholders to have a consistent business focussed view of the project investment and its status
Support the investment planning cycle and cohesion of programs
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Strategies for Moving up the Curve to Open the OpportunitiesChoose your architecture sponsor carefully since it has a direct effect on the success of the architecture function.
= significant improvement
External consultants, or other individuals with recognized credibility, strengthen your business case.
Highly placed business executives provide access to funding and help assert governance over business architecture. Executives with cross-functional responsibility will make the best allies for your architecture efforts
Executive sponsors involved in change are more open to new initiatives and have access to discretionary funding.
(Source: Info-Tech Research Group; N=43)
External consultant respon-sible for business architec-
ture
Most highly-placed executive
Person responsible for change area
Business architect employed by the company
Person integrating multiple departments
0% 50% 100%
48%
50%
40%
60%
64%
94%
77%
76%
70%
69%
Involvement of business sponsors affects success of the Architecture
function
Involved in sponsorship Not involvedIf you have a choice of Architecture
sponsors, look for external consultants, high-placed executives, or those in charge of change areas.
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Strategies for Moving up the Curve to Open the Opportunities
• Find the heuristic super powers and use the business architecture techniques to develop the algorithms.
• Understanding the heuristics puts you in a position of strength, since rewards and status tends to go to those individuals with the best and most reliable heuristic.
• Motivation Models, cohesion planning, cross functional capabilities, journey maps, learning maps and value maps are all techniques to help understand the heuristic recipe
Improve the speed through the knowledge funnel using business architecture techniques
* From Roger Martin (2009) The Design of Business
Unresolved Business
Challenges
Rules of thumb
Robust, repeatable
and replicable formulas & processes
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Strategies for Moving up the Curve to Open the OpportunitiesMoving unresolved business problems into the utility space is a journey across the complexity space
that is supported by both the business architects and business analysts
Software Automation
Projects
Funds investment
Widget assembly
Credit card approval
Inventory Management
Outsourcing Projects
Major re-design
projects
Six-sigma based process
improvement analysts
New Product design
Deals with other companies
International Delivery
On-line purchasing
ERP based process
improvement
Complex Processes, not part of company’s core competency: Outsource
Complex, dynamic processes of high value:
undertake business process improvement efforts that focus on
people
Straightforward, static commodity processes:
use automated ERP-Type applications and / or
outsource
Straightforward, static, and valuable: automate
to gain efficiency
High
Hig
h
Low
Low
Must be done but adds little value to product or services
Very important to success, high value added to products
and services
Strategic Importance
Proc
ess
Com
plex
ity a
nd D
ynam
ics
Complex negotiation, design, or decision process
Many business rules; expertise involved
Some business rules
Procedure or simple algorithm
Organization Heuristics
Principal Business Architects
Business Analysts
Strategic Business Architect
Senior Business Analysts
*Adapted from “Business Process Change” by Paul Harmon
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Strategies for Moving up the Curve to Open the OpportunitiesAddress concerns based architecture through standardisation and simplicity
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Strategies for Moving up the Curve to Open the OpportunitiesMix up the architecture to show its true value
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Strategies for Moving up the Curve to Open the OpportunitiesLevelling, levelling, levelling
Level AValue Chain
Level BCapabilities
Level CCore Processes in cross functional capabilities
Level DBusiness Process Flows
Level EOperational Process Flows
Level FDetailed Process Flows
Value Chain Objectives Scorecard
Capability Groupings Ownership Services
Core Processes Delivery Units Products
Processes Delivery Teams Systems
Sub Processes Roles System Functions
Detailed Processes Detailed Roles Transactions
x
x
x
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Did not use Did use0%
50%
100%
33%
61%
Strategies for Moving up the Curve to Open the Opportunities
• Always tie models into existing strategic planning artifacts
• Mould architecture to current artifacts.
• Document to resonate, explain and communicate.
• Get to the bottom line. The absence of metrics outlining the efficiency, effectiveness, and agility gains of the business analysis and architecture discipline will drive the business away.
• Don’t think it’s your job to introduce business leaders to the practice of modeling - Business models may not look like EA models, but you have to find the link between the two paradigms to achieve business engagement in target state design
Tie target state models into existing strategic planning materials.
Usage of pre-existing business process diagrams drives business engagement
% b
usi
ness
eng
ag
ed
(Source: Info-Tech Research Group; N=44)
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Strategies for Moving up the Curve to Open the Opportunities
• Value and differentiation still require the use of the utility
• Its this utility that must be optimised through the creation of algorithms
• You need the utility and the algorithms to help build reliability and repeatability
• Capital investment is predominantly directed towards this reliability and utility area since it is predictable and manageable
Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives
Utility(Foundation)
Innovate
Build Advantages
Assemble
Prolong Advantages
Mix
Reduce Disadvantag
es
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TOGAF, BABOK and BIZBOK
The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them
Supporting Techniques for completing the outputs, workproducts and artefacts
Defined list of outputs, workproducts and artefacts (Business Domain)
Standardised technique for defining outputs
A method to execute for the Business Domain
A method to execute for the Enterprise
An classification scheme
Competency model for the Business Domain
Practice development for the Business Domain
0 1 2 3 4 5
BABOK v2BIZBOK 3.0TOGAF 9.1
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TOGAF and the Other ToolsTOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light
BIZBOK
Body of Knowledge Resources
Framework “Glue”
Complementary Methods and Frameworks
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Frameworks and standardsTOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise
A Method of
Execution
A Classification
System
Structure of Views and
Models
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HOW
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“Architecture Thinking”
MOTIVATION MODEL BUSINESS MODEL
SERVICE MODEL
CAPABIL ITY MODEL
Peop le
ROADMAP
GOVERNANCE
* Closed feedback loop to Motivation Model
Vision
Strategy
Blueprinting
Roadmapping
Governance
In format ion
Technology
Process
Design Thinking: Empathise, Define, Ideate, Prototype, Test
MARKET MODEL
MEANS ASSESSMENT
INFLUENCERS
ASSESSMENT
MEANS ENDS
MACRO ENVIRONMEN
T
INDUSTRY SCAN
SWOT PERFORMANCE• Financial• Customer• Internal (current)• Internal (long-
term)
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A Method of ExecutionTOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed content and methods for
the domains
Preliminary
A.Architecture
VisionB.
Business Architecture
C.Information
Systems Architectures
F.Migration Planning
D.TechnologyArchitecture
E.Opportunities & Solutions
G.Implementation
Governance
H.Architecture
Change Management
Requirements Management
• The business “hat” is worn in these phases since it involves the innovate, mix and assemble activities
• The strength of the business architect in this space is understanding the context and applying the right tools for that context
• At this point it is advantageous to introduce the motivation model, with specific reference focus as to how the customer experience drives out the outcomes in the motivation model.
• The capability model often does not resonate here - so the introduction of the underlying resource mix is more effective e.g.. People, Process and tools
• A First iteration of these phases drives out the key enterprise differentiation resources required to reach the outcomes
• A Second iteration drives out the products and services model (4P’s - Product, Place, Price & Promotion) and what cross functional resources we need to deliver these
• Journey management is a crucial aspect of the business architect during this phase
• Some limited BABOK and BIZBOK techniques support this area
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A Method of ExecutionThe Business Architect wears two hats when executing through this method
Preliminary
A.Architecture
VisionB.
Business Architecture
C.Information
Systems Architectures
F.Migration Planning
D.TechnologyArchitecture
E.Opportunities & Solutions
G.Implementation
Governance
H.Architecture
Change Management
Requirements Management
• The business architect wears the architecture “hat” in these phases since they involve the reliability and utility activities
• The business architect has to understand architecture in order to apply it and help the teams downstream
• This space requires more of the traditional architecture models - the people, process and tools resources can now be assembled and clustered into capabilities
• The architecture community is strong in this space but tends to be weak at requirements management across the whole process
• Techniques and resources within the BizBok will support the business architect efforts within these phases
• There are a number of techniques within the BABOK that the business analyst will use in supporting the business architect across these phases
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A Method of ExecutionThe Business Analyst already has a mature capability around requirements management
Preliminary
A.Architecture
VisionB.
Business Architecture
C.Information
Systems Architectures
F.Migration Planning
D.TechnologyArchitecture
E.Opportunities & Solutions
G.Implementation
Governance
H.Architecture
Change Management
Requirements Management
• The business analyst primary focus is to seek to understand the business
• The focus of this understanding is more often delivery and project based
• The business analyst skill supports requirements elicitation across the whole lifecycle
• This complements the weakness of the architecture community
• There are a number of mature methods and techniques within the BABOK that support these activities
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ComponentsTrain for Hard Skills, Coach for Soft SkillsBusiness Architecture Skills Maturity Curve Illustrative
Baseline Skills
• Modeling Business Context• Modeling Business Process• Modeling Business Requirements• Modeling Business Information• Using a Business Capability
Model• Use Case Modeling
“Success Differentiators”
• Application of Techniques• Soft Business Architecture Skills:
o Craft and Implement Strategyo Drive Collaborative behavioro Leadershipo Drive Innovation and Optimization
Coach for Soft Skills
Train for Hard Skills
Value to Business
Skills Maturity
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Team Structure
• Pragmatist and visionary » The pragmatist follows the money and works with what he sees
» The visionary follows the vision and works with what he visualizes
• The challenge for the business architect is to deal with both the analytical stakeholder as well as the intuitive stakeholder and try create synergy between these two
• Team works well when there is a common vision and a common purpose
• Mix the team on Myers Briggs scores
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Team ProfilesCreating the right mix is crucial for a successful business team
Role Type Temperament & Personality
Strengths
Business Architect ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better way, always eyeing new projects, new enterprises, new processes. Keenly pragmatic, and often become expert at devising the most effective means to accomplish their ends.
Journey Manager ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better way, always eyeing new projects, new enterprises, new processes. Keenly pragmatic, and often become expert at devising the most effective means to accomplish their ends.
Project Manager ENTJ Rational Field Marshall
Give structure and direction, visualize where the organization is going, communicate that vision to others. Organizational and coordinating skills
Business Analyst INFJ Idealist Counsellor Understand and use human systems creatively, and are good at consulting and cooperating with others. vivid imaginations and poetic imagery and storytelling
Customer Experience ESTP Artisan Promoter Men and women of action, excellent negotiators. Charming, confident, and popular, Promoters delight their friends and investors with their endless supply of stories and jokes
IT Architect ISTP Artisan Crafter Masterful operation of tools, equipment, machines, and instruments of all kinds. Action oriented
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Upcoming events that should be on your radar
› As part of the official IIBA endorsement, EA is now happy to offer all IIBA members a permanent discount of 20% off the Applied Business Architecture Course. Link
15 Oct2014
IIBA Professional Development Day, Melbourne
Open Date
s
IIBA Endorsement of EA Business Architecture Course
› “The only conference that combines insights into Business Analysis, Business Architecture and Business Process” Link
2-6 Nov 2014
BBC 2014Fort Lauderdale, Florida
7 Oct 201
4
Webinar – Re-positioning the Value of the Architecture Practice
› “An exciting opportunity to learn important skills from some of the most respected experts in the world of Business Analysis” Link
› “This webinar helps you understand the current position of architecture in the market” Link