What does “Business Architecture” mean? How do we create a Business Architecture? And critically how do we practically apply it to help inform strategic decisions and investments?
This talk will demonstrate the key points in creating a Business Architecture, the major artefacts and how to apply them.
Introduction : What is a Business architecture & why do we need one?
The Strategic Context: capturing and articulating business motivation
The value system and the business value chain
The Business Capability view
What is a Business Capability?: How do we describe a Capability?
Identifying strategically important Capabilities
Measuring Capability maturity and gaps
Views and viewpoints:
Business & Technology Pain points
Programme overlay: Are we investing in the right capabilities & applications to address them?
Architecture interconnects: Business Architecture, Enterprise Architecture and the Strategic Roadmap
Creating traceability from IT decisions to business goals
Throughout a Case Study from Financial Services will be used to illustrate the approach
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Architecture is a swear word in most Organisations.
Other names for a Business Architect:
Business designer.
Enterprise planner
Integrated business planner
Design thinking label works well.
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This often leads to misalignment across the enterprise and often results in incorrect apportionment of capex across the project portfolio...
Project Spend (Capex) occurs in the areas that are often not strategic in nature
It also creates a hindrance for enterprise wide planning decisions
Planning decisions are not informed by a coherent enterprise view of the problem space
This also impacts technology decisions
The application and technology portfolio is often tactically aligned to business or purely technology driven
Understand the value drivers and corresponding leverage points that drive the strategy
Focus on clearly linking the strategy to operations through business capabilities.
Establish target values that are tied to the project portfolio and ensure business architects provide project oversight.
Add project spend / capex
In order to move from the Current Environment to the Target Environment, a series of initiatives must be undertaken.
The transition plan identifies those initiatives and develops a Roadmap for implementing them
A portfolio perspective is required to minimize time to value, achieve synergies where possible, and minimize adverse impacts to the business environment
A Business Architecture approach to defining the Transition Roadmap will enable informed decision making, creating traceability from strategy to implementation