The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
5. 5
Pieces of the Puzzle
• Define views of architecture that allow you to share information across teams. Provide
multiple perspectives at multiple levels.
• Structure your resources to support specific business customers. Align multiple roles in
that team.
• Create repeatable processes for defining solutions.
• Define a mechanism to communicate how solutions:
– Impact the technology footprint (cost, redundant software)
– Create risk (security concerns, data loss, audit)
– Affect overall costs (delivery, remediation, long term adds)
– Additional data points important to your business
• Communicate!
6. 6
Communicating - Shoshin (Beginner's Mind)
• It all starts with solid communication
• Be open to feedback
• Have open conversations about
– Why do we need the solution?
– What does architecture do?
– What does the business do?
– How effective is architecture / IT in helping the business?
– What does the business need and want from IT?
Architecture is a set of services we provide. Always asking "how can we help you?"
8. 8
People – Who From the Business?
• Critical to identify stake holders.
– Identify the biggest change agents.
– Identify the biggest road blocks.
– Don’t go after titles – Avoid the HiPPO
• (Highest Paid Person in the Office)
• Candidate Score Cards?
– Stakeholder Power maps.
10. 10
Architecture Principles
• It is often not efficient, effective, or practical to have every detail of a strategy in
place before implementation can start. (80/20)
• As a foundation, and as starting guidelines we can define a set of Architecture
Principles.
• These should be defined at a level that is resistant to change and current
enough to be relevant to the state of our business and IT trends.
• Subject to governance by a cross representative team from IT and different
business units.
11. 11
Architecture Principles - An Example
• Template
– Statement – high level idea that should be consistent over time.
– Rationale – What factors have impacted us to suggest this is important.
– Implications – Obvious impacts on our strategies, required skills, and technical and business
models.
• Data First
– Data is our most critical asset, it takes priority over application and technology considerations.
– Rationale: To grow as a company, understand & service our customers as well as make good
decisions, trustable data is key. Data Integrity must not be sacrificed to meet application or
technology constraints.
– Implications: Applications and technologies will be selected and implemented based on an
approach that first considers data needs. All other design decisions are secondary to those needs.
13. 13
Visualizations– Starting Point for Discussion
• Leverage a high level Framework (build, beg, borrow, steal)
• Enterprise Frameworks can provide a place to start building a common
language for conversations, designs, and metrics.
• Make sure it’s at a high enough level to be shared in a short period of time (5
minutes).
• Make sure it’s decomposable to lower levels of detail.
• Use, test, and refine it mercilessly.
14. 14
An Example – Our EA Framework
Business Architecture
Enterprise Strategy Value Streams
Business
Capabilities
Core Business
Processes
Technology Architecture
Data Technology Collaboration
Systems
Management
Integration
Technology
Platforms
Application
Technology
Network
Information
Architecture
Data
Integration
Application
Security
15. 15
Definitions
Business Architecture
Enterprise Strategy Value Streams
Business
Capabilities
Value Streams
Business
Capabilities
how value is delivered what is done how work is done
Core Business
Processes
Enterprise Strategy
Assessment of market drivers, where to take the business in the future
Value Streams
Activities that directly impact the experience of and provide benefit to targeted stakeholders
Business Capabilities
High level groupings of skills that describe how we perform our work
Core Business Processes
Well defined tasks that serve singular functions to enable our work
16. 16
Value Streams – further defined
16
Why are Value
Streams important?
A
subjec)ve
view
from
the
business
of
high
priority
ac)vi)es
where
value
is
delivered
to
stakeholders
to
support
decision
making
Value
Streams
are:
How
value
is
delivered
—
not
specifically
how
or
what
is
done
Value
Streams
are
not:
Exactly
the
same
as
a
Process
(value
stream
reads
more
like
a
story)
Directly
addressing
ALL
business
processes
Always
in
exact
sequen)al
order
Hierarchical
with
subsequent
levels
of
detail
ie.
the
ac9vi9es
that
comprise
a
Value
Stream
are
not
necessarily
the
“top
level”
business
processes
from
the
Business
Process
Models
18. 18
Business Capabilities Map
Products
Member
Mgmt
Customer
Service
Claims
Processing
Pricing &
Risk
Sales
Provider
Network Mgmt
Health
Care Mgmt
Finance
and
Regulatory
Information
TechMarketing
Benefit Management Broker
Programs
Customer
Communication
Group And Broker
Service
Network
Development
Care Management Claim Adjudication Member
Service
Accounting Administrative
Services
Alternate Funding Enterprise
Architecture
Contract
Development
Commercial Sales Lead Management Group Installation Network
Management
Community Health
Management
Claim Adjustment Provider
Service
Accounts Payable
And Receivable
Business Analytics Community Rating Application
Development
Filing And
Regulatory Approval
Customer
Communication
Prospect
Management
Member Enrollment
Management
Interplan
Network
Management
Disease
Management
Claim Receipt Broker
Service
Actuarial Contracts And
Procurement
Experience Rating Infrastructure
Support
Product And Pricing
Strategy
Government Sales Campaign
Management
Member
Management
Pharmacy Admin Healthcare Policy
Management
Claim Triage Group
Service
Budgeting And
Forecasting
Corporate Admin Medicare Risk
Adjustment
Portfolio and
Demand
Management
Product And Service
Development
Renewal
Management
Customer Data
Management
Provider Operations Medical Utilization
Management
Claim Workflow Claims Based Billing
And Invoicing
Corporate
Communication
Rating And
Underwriting
Project Management
Product Lifecycle
Management And
Implement
Sales
Operations
Loyalty
Management
Provider Pricing Quality Health
Informatics
OPL And COB
Processing
Collections Document Services Risk Management Information Security
Product
Management
Sales Performance
Management
Marketing
Analytics
Provider Quality
Management
Wellness Reimbursement And
Notification
Payments
Premium
Reconciliation
Human Resources Data Management
and Integration
Marketing
Resource
Management
Provider
Reimbursement
Support
Reserve
Management
Quality And Data
Governance
Provider Relations Taxation Telecom
Treasury
Support
Business
Functions
19. 19
Value Streams to Capabilities Relationship
and foundation for Heat Map
Prdct
&
Svcs
Mgmt
Pricing
&
Risk
Mktg
Sales
Mmbr
Mgmt
Prvd
&
Ntwk
Mgmt
Claim
Processing
Health
Care
Mgmt
Cust
Svc
Finance
&
Reg
Support
Bus
Func
1
Idea
to
Product
EHP
2
Lead
to
Prospect
EHP
3
TBD
Govt
4
Prospect
to
Contract
Group
5
Prospect
to
Member
Individual
6
Treatment
to
Receipt
Documenta)on
Member
7
Prospect
to
Contract
Provider
8
Care
to
Receipt
Documenta)on
Provider
9
State
of
Healthy
Iden)fied
to
Savings
AZained
Risk
Holders
10
Support
to
Resolu)on
Assistance
Seekers
Strong
Rela)onship
Suppor)ng
Rela)onship
20. 20
Products
Membership
Mgmt
Customer
Service
Claims
Processing
Pricing & Risk Sales
Provider
Network Mgmt
Health Care
Mgmt
Finance and
Regulatory
Support
Business
Functions
Marketing
Benefit Management Alternate Funding Broker
Programs
Customer
Communications
Group And Broker
Service
Network Development Claim Adjudication Care Management Member
Service
Accounting Administrative Services
Contract Development Community Rating Commercial Sales Lead Management Group Installation Network Management Claim Adjustment Community Health
Management
Provider
Service
Accounts Payable
And Receivable
Business Analytics
Filing And Regulatory
Approval
Experience Rating Customer
Communications
Prospect Management Member Enrollment
Management
Interplan
Network
Management
Claim Receipt Disease Management Broker
Service
Actuarial Contracts And
Procurement
Product And Pricing
Strategy
Medicare Risk
Adjustment
Government Sales Campaign
Management
Member Management Pharmacy Admin Claim Triage Healthcare Policy
Management
Group
Service
Budgeting And
Forecasting
Corporate Admin
Product And Service
Development
Rating And
Underwriting
Renewal Management Customer Data
Management
Provider Operations Claim Workflow Medical Utilization
Management
Claims Based Billing
And Invoicing
Corporate
Communications
Product Lifecycle
Management And
Implement
Risk Management Sales
Operations
Loyalty
Management
Provider Pricing OPL And COB
Processing
Quality Health Informatics Collections Document Services
Product Management Sales Performance
Management
Marketing
Analytics
Provider Quality
Management
Reimbursement And
Notification
Wellness Payments
Premium
Reconciliation
Human Resources
Marketing
Resource
Management
Provider
Reimbursement
Support
Reserve
Management
Information Technology
Provider Relations Taxation Legal
Provider Contracting Treasury Quality And Data
Governance
Telecom
Capability
Heatmap
7
3-‐5
>20
0-‐2
5-‐20
1
0
1
2
1
2
0
0
1
0
7
1
1
3
1
3
1
1
6
5
0
3
3
0
0
0
0
7
0
0
1
12
6
3
5
5
1
12
4
12
0
16
13
12
2
3
22
3
51
10
0
13
13
1
5
6
1
2
1
0
15
15
13
3
4
6
28
17
522
9
5
2
0
10
47
4
29
17
0
6
21. 21
Value Stream + Process + Capability + Applications
Capability
Supporting
Apps
Channel
Process
Direct
(i.e. Retail site)
Public Exchange ProducerPrivate Exchange
Value Stream
(Member)
Shop to Card
Determine Eligibility
Shop for
Plans
Receive
Quote
Enroll Confirm Membership Fulfill
Sales Call Center
Sales Enrollment Membership
Mgmt.
Premium
Billing
Payment &
Collections
Fulfillment
NYS Exchange
Siebel
Web
Enrollment
Benefit Focus
Billing Inquiry
Lawson
Trizetto EHP/UHC Benefit Focus
Key: 3rd Party
Facets
Facets
Benefit FocusFacets
Blue/Univera on
Demand Facets
Document
Services
Stepwise
Paper App
Enrollment
ACS
Benefit Focus
Benefit Focus
23. 23
Process – Solution Design
Solution Design Practices
• Must Be Representative of cross team goals
and ownership
• Shall Be Consistent
• Shall Be Measurable
• Shall Be Re-useable
• Shall Be Aligned to Target State Architecture
• Should Be Named consistently
• Should Improve Time To Market
• Should Provide Familiarity Across Teams
• Should Be Flexible
• Should Be Located in a standard repository
The solution design process
encompasses a set of predefined
processes, artifacts, and practices
that drive consistent measurable
outcomes.
The process helps promote strategic
thinking, architecture alignment, risk
awareness, and collaboration.
25. 25
Solution Design Framework
Business Data Application Technology
StrategicEnterpriseSolutionDevelopment
Business Capability
Heat Map Enterprise
Data Entity Heat Map Information Application Architecture Heat Map
BA101
DA100 AA100
Business Process
Decomposition Data Flow Diagram Conceptual Application Components DiagramBA200 DA200 AA200
Business Process Modeling
BA300
Logical Application Component
Diagram AA301 Application to Infrastructure
Component Diagram
TA300
Bus. Requirements
Document BA401
Physical
Infrastructure Diagram
TA400
Value Stream
Heat Map BA102
Req. Traceability
Matrix BA402
Low-Level Detailed Application
Solution Design
AA402
Source to Target
Mapping DA401
Data Dictionary DA402
Physical Data Model /
DDL DA403
Data Entity CRUD
Matrix DA301
Data Profiling Analysis DA302
Logical Data Model DA303
High-Level Detailed
Application Solution AA302
Conceptual Design Doc SDF201
Solution Design Doc SDF301
26. 26
BA101 - Business Capability
Heat Map
Actual example
Core Capabilities Total Proj 1 Proj 2 Proj 3 Proj 4 Proj 5 Proj 6 Proj 7
Product & Service Management 11
Benefit Management 3 X X X
Contract Development 5 X X X X X
Filing / Regulatory Approval 0 X X
Product & Pricing Strategy 3 X X X
Product & Service Development 0
Product Lifecycle Management & Implementation 0
Pricing & Risk Management 15
Alternate Funding 0
Community Rating 3 X X X
Experience Rating 3 X X X
Medicare Risk Adjustment 3 X X X
Rating & Underwriting 4 X X X X
Risk Management 2 X X
Sales 3
Broker Programs 0
Commercial Sales 3 X X X
Customer Communications 0
Government Sales 0
Renewal Management 0
27. 27
BA102 - Value Stream Heat Map
Actual example
Total Proj 1 Proj 2 Proj 3 Proj 4 Proj 5 Proj 6 Proj 7
VS1 – Idea to Product 8
Assess Environment & Analyze the Market 3 X X X
Develop Products & Services 2 X X
Rate & Price Products & Services 1 X
Regulatory Submission 1 X
Manage Product Lifecycle 1 X
VS2 – Lead to Prospect 6
Assess Environment & Analyze the Market 2 X X
Design Campaign 2 X X
Execute Campaign 2 X X
VS3– Prospect to Contract - Group 8
Initiate Sale & Renewal 1 X
Negotiate Proposal 2 X
Obtain Sale or Renew Commitment 2 X
Install New Case 2 X
Maintain Customer Affiliation 1 X
Value Stream & Activities Directly Impacting
Stakeholder Value
28. 28
DA100 – Enterprise Data
Entity Heat Map
Actual example
Data
Entity
Data Access Total Proj 1 Proj 2 Proj 3 Proj 4 Proj 5 Proj 6 Proj 7
Member Total 13
Create 3 X X X
Read 4 X X X X
Update 5 X X X X X
Delete 1 X
Product Total 10
Create 2 X X
Read 4 X X X X
Update 3 X X X
Delete 1 X
Group Total 7
Create 2 X X
Read 2 X X
Update 2 X X
Delete 1 X
Broker Total 5
Create 2 X X
Read 2 X X
Update 1 X
Delete 0
Provider Total 3
Create 0
Read 2 X X
Update 1 X
Delete 0
29. 29
AA100 – Information Application
Architecture Heat map
Actual example
Total Proj 1 Proj 2 Proj 3 Proj 4 Proj 5 Proj 6 Proj 7
Claim Processing
Benefit Accumulator System 6 X X X X X X
Claim Review System 3 X X X
Clinical Editing System 0
Dental Claim Processing System 2 X X
Federal Employee Claim Processing System 4 X X X X
Interplan Claim Processing System 2 X X
Medical Claim Processing System 1 X
Pharmacy Claim Processing System 1 X
Pharmacy EOB System 0
Provider Pricing System 0
Customer Service
Customer Service Inquiry System 0
Employer Inquiry System 3 X X X
ePrescribing System 1 X
Interplan Inquiry System 1 X
Member Inquiry System 0
Protected Health Authorization System 0
Provider Inquiry System 0
Business Applications
31. 31
Software Life Cycle – Architecture Artifacts
Portfolio Mgmt SDLC
Planning Business Case Analyze Design Build Test Deploy
BA101
DA100
AA100
BA200
DA302
AA200
DA200
AA301
AA302
TA300/TA400
BA300
DA402
DA403
BRMs
S
SA
App
Dev
RAs
BA102
DA301
SDR
DA401
BA101
DA100
AA100
BA102
SDR
DA303
BA401/BA402
AA402
EA
BA
Bus
Arch
D
DA
D
D
D
BP
BPE
BP
I
INF
I
D
D
SDR
SDR
S
S
S
A
A
B
B
B
B
B
BA
BA
BA
BA
BA
BA
BA
R
R
33. 33
Process – Solution Design Scorecards
• Build a set of metrics to evaluate solution options.
• Communicate aspects of solution options in a variety of ways to show risk, cost,
and alignment.
• Provide transparency around the trade offs of the various solution options.
• Document the evolution of the design through the phases of the project and
related score changes.
• Leverage in discussions around what design will progress to implementation.
40. 40
Software Life Cycle – Architecture Artifacts
Portfolio Mgmt SDLC
Planning Business Case Analyze Design Build Test Deploy
BA101
DA100
AA100
BA200
DA302
AA200
DA200
AA301
AA302
TA300/TA400
BA300
DA402
DA403
BRMs
S
SA
App
Dev
RAs
BA102
DA301
SDR
DA401
BA101
DA100
AA100
BA102
SDR
DA303
BA401/BA402
AA402
EA
BA
Bus
Arch
D
DA
D
D
D
BP
BPE
BP
I
INF
I
D
D
SDR
SDR
S
S
S
A
A
B
B
B
B
B
BA
BA
BA
BA
BA
BA
BA
R
R
41. 41
Summary
• Architecture processes are always a work in progress, revise mercilessly.
• Leverage existing models and artifacts, especially from your industry.
• Well defined artifacts like Solution Scorecards should be designed to remove
subjectivity when measuring delivery options.
• Identify the right stakeholders.
• It’s about supporting the business.
• Over-communicate.