Introduction To Business Architecture – Part 1

Introduction To Business Architecture – Part 1

Alan McSweeney

http://ie.linkedin.com/in/alanmcsweeney


Objectives

• First of a proposed four part introduction to Business Architecture

• Intended to focus on activities associated with Business Architecture work and engagements

January 19, 2016 2

Topics

• Introduction And Overview

• Business Architecture Change Dimensions

• Business Architecture Analysis

• Business Process Analysis And Design Summary

• Business Architecture Engagement

January 19, 2016 3

Introduction And Overview

January 19, 2016 4

Business Change And Business Architecture

• Business change without a target business architecture and a plan is likely to result in a lack of success and even failure

• Too much planning wastes resources and delays necessary change

• Objective is to create a change architecture that achieves a balance with sufficient detail to enable effective implementation without introducing constraints

January 19, 2016 5

Change Without An Architecture And A

Plan

Too Much Detailed Analysis and Planning

Business Change And Business Architecture

• An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change

• Business architecture connects business strategy to effective implementation and operation − Translates business strategic aims to implementations

−Defines the consequences and impacts of strategy

− Isolates focussed business outcomes

− Identifies the changes and deliverables that achieve business success

January 19, 2016 6

Business Architecture

• A structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology

• Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives

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• Defined process to address a specific area of business interest and produce an architecture to guide further development and implementation (of changes) in all of the core and extended domains of change: business process, organisation, location (facilities), application, data and technology

• A business area is a subset of the enterprise identified for the business architecture activity

• Business Architecture provides the means to integrate the components of the business within a business area

• Business architecture contributes significantly to the achievement of IT being aligned to the needs of the business

• Business Architecture also divides a large business area change program into a series of manageable releases designed to achieve business results through a series of small successes

January 19, 2016 8

Business IT Needs And IT Alignment

January 19, 2016 9

Business Needs

Market Changes

Regulatory Changes

Customer Requirements

Organisational Changes

IT Function Underlying Solution Delivery And Operation Enablement

Structure

Business Solution Design And Delivery

Alignment

New Products/ Services

Competitive Pressures

Business And Solution Architecture Are The Alignment Glue

January 19, 2016 10

Business Needs

Market Changes

Regulatory Changes

Customer Requirements

Organisational Changes

IT Function Underlying Solution Delivery And Operation Enablement

Structure

Business Solution Design And Delivery

Alignment

New Products/ Services

Competitive Pressures


Solution Architecture

What To Use Business Architecture For?

• Business architecture tends to be focussed on engagements within the organisation − Organisation and Business Function Transformation

• As part of implementation projects identified during transformation − Process Redesign

• Takes a cross-functional view of new and existing processes to be replaced • Uses process redesign and innovative thinking techniques to identify and overcome outmoded

approaches, views and assumptions • Deals with organisational change dimensions of process redesign

− Process Improvement • Performs detailed analysis of process activities, value and performance to identify options for

process improvement − Customised Solution Implementation

• Provides the solution architecture, requirements analysis, modelling, and release phasing and planning required to define, integrate, prioritise, and coordinate solution development and implementation tasks within a business area or function

− Product-Based Solution Implementation • Provides the solution architecture, requirements analysis, and modelling needed to identify

functional and technical requirements specification for product selection and implementation and to integrate product-based solution with customised integration and implementation

− Technical Infrastructure Architecture • Provides an approach to define architecture to direct infrastructure implementation including

hardware, software and communications infrastructure

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Technology Is Both A Cause Of Change And An Enabler of Change

January 19, 2016 12

Customers Demand Products and Services Are Delivered Using New Technology

Competitors Avail of New Technologies to Improve Efficiencies, Reduce Cost or Offer New Products and Services

New Technologies Offer Opportunities to Improve Efficiencies, Reduce Cost or Offer New Products and Services

January 19, 2016 13

Business Architecture In Context

Enterprise Architecture

Information and Data Architecture


Solutions and

Application Architecture

Information Systems

Architecture

Technology Architecture

Business Architecture In Context

• Business Architecture sits within the overall enterprise architecture framework

• Enterprise Architecture defines the overall IT operating boundaries

• Solution Architecture defines the solution boundaries − There is a substantial overlap between Business Architecture and Solution

Architecture

• Business Architecture is not solely concerned with IT − Where there is an IT dimension, it will be governed by Enterprise Architecture and

work with Solution Architecture to design the overall solution and its components

• There is a significant overlap between Business Architecture and Solution Architecture − Similar skills are required − The roles may be performed by the same person or team

• Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential − Business Architecture is an essential part of the continuum from theory to practice

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The Long And Winding Journey From Idea To Operation And Use

January 19, 2016 15

Compromise

Options

Strategy

Exploration

Workaround Concession

Operation And Use Idea

Implementation

Business Analysis


Solution Architecture

Solution Delivery

Solution Operations

Business Architecture And Business Change

• Business changes assists the organisation to achieve greater efficiency and/or competitive advantage

• Business architecture analysis needs to focus on both business structures and processes as well as technologies

• Business architecture enables successful business change

• The greatest returns are achieved when technology is used to improve/restructure business processes rather than just automate existing processes

• Change is constant in technology

• Business architecture needs to be both independent of and aware of technologies and their possibilities and potential

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Scope of Business Architecture

• Scope can be a business function or entire business

January 19, 2016 17

Organisation

Business Function/ Business

Area


Area


Area


Area


January 19, 2016 18

Organisation


Area


Area


Area


Area

Cross Functional Business Process Area

Cross Functional Technology Initiative(s)

• Scope can also be a cross-functional business process area


• This can be a vertical business function or a cross-functional business area concerned with the delivery of a core business process or cross-functional technology initiative

• Business architecture exercises are aimed at organisation or business function/process area within the organisation that is implementing significant change

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Application Of Business Architecture

• Business architecture engagements are focussed on: − Redesigning/redefining business processes

−Developing architectures for systems/applications, information or technology infrastructure/communications

− Planning development of systems/applications

−Developing major integrated systems/applications

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Typical Business Architecture Desired Outcomes

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… Reduce Process Cycle Times

… Reduce Operational Costs

… Improve Service Quality

… Reduce Time To Introduce New Products/Services

… Improve Customer Satisfaction

Architecture

• Unites constituent components and their relationships into an whole

• Architecture ensures components and relationships are clearly identified

• Defines the process and flow context for the interoperation of components

• Architecture defines vision, principles, standards and limits

• Taking an architectural approach ensures all the elements are integrated appropriately

January 19, 2016 22

Business Architecture And Business Changes

• Business architecture is implicitly concerned with changes across the core and extended organisation domains to increase efficiency, reduce cost, increase return and improve competitive advantage

• Business changes both require and cause: − Process changes

− Technology changes

− Organisation changes

• Changes in customer expectations and demands, competitive pressure and underlying available technology require greater responsiveness and flexibility

• This requires changes in process, organisation and technology

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Drivers Of Business Change

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• Merger/ Acquisition/ Divestment

• Customer Requirements / Expectations

• Regulatory Changes

• Market Changes

• New Products / Services

• Competitive Pressure

• Organisational Changes

• Business Needs

• Technology Changes

Business Architecture Change Dimensions

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Core Areas Of Business Architecture Changes

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Core Areas Of Business Architecture Changes

• Location and Offices – existing and new locations and facilities of the organisation, their types and functions and the principles that govern the selection of new locations

• Business Processes – current and future business process definitions, requirements, characteristics, performance

• Technology, Infrastructure and Communications – current and future technical infrastructure including security, constraints, standards, technology trends, characteristics, performance requirements

• Applications and Systems – current and future applications and systems, characteristics, constraints, assumptions, requirements, design principles, interface standards, connectivity to business processes

• Information and Data – data and information architecture, data integration, master and reference data, data access and management

• Organisation and Structure – organisation resources and arrangement, business unit, function and team structures and composition, relationships, reporting and management, roles and skills

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Business Architecture – Core Internal Organisation Areas

• Business architecture is concerned with changes in one or more of these areas and co-ordinating changes across these areas to deliver the greatest benefit

January 19, 2016 28


Location and Offices

Business Processes

Technology, Infrastructure

and Communications

Applications and Systems

Information and Data

Organisation and Structure

Business Architecture – Extended Areas

January 19, 2016 29


Location and Offices

Business Processes

Technology, Infrastructure

and Communications

Applications and Systems


Organisation and Structure

Overall Organisation

Strategy

Organisation Operating

Environment and

Landscape

Organisation Extended Business Landscape

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Organisation

Business Customer

Contractor

Outsourcer

Regulator Partner

Dealer

Agent

Franchisee Representative Sub-Contractor

Intermediary

Client

Distributor

Researcher

Shareholder

Collaborator

Counterparty

Retail Customer

Service Provider Competitor

Supplier

Public


• Organisations typically operate in a complex environment with multiple interactions with different communication with many parties of many different type over different channels

• As part of the extended view, business architecture should examine current and new ways of interacting with some or all of these external parties

• Business architecture is not always about customer interactions, though this may be its main focus

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Business Customer

Retail Customer

Shareholder

Shareholder

Partner Dealer

Outsourcer

Competitor

Supplier

Regulator

Contractor

Service Provider

Distributor

Intermediary Collaborator

Sub-Contractor

Franchisee

Counterparty

Intermediary Representative Agent Researcher

Client

Public

January 19, 2016 32

Organisation Business Landscape

• Not third-parties the organisation interacts with have equal importance or of equal value

• Each third-party and communications channel has different characteristics: − “Distance” from the core of the organisation – composite

measure of value and importance to the organisation −Volume of interactions − Complexity of interactions − Type of interaction – informational or transactional

• Every organisation will have a different third-party and distance profile

• Follow the value in any business architecture engagement

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Business-Related Areas Of Business Architecture Changes

• Areas of change relating to business and organisation

January 19, 2016 34

Technology-Related Areas Of Business Architecture Changes

• Areas of change relating to business and organisation

January 19, 2016 35

Process-Related Areas Of Business Architecture Changes

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Importance Of Areas Of Business Architecture Changes May Vary Depending On The Organisation

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Business Architecture Analysis

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Business Architecture Analysis Design Fundamentals

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Analysis

Define Vision and Principles

Create Energy for Change and

Alignment

Redesign New or Replacement and Improve

Existing Business Processes

Develop Architecture to Integrate and

Join-Up

Phase Implementation Using Series of

Releases

Enhance Business

Operation and Performance

Define Vision and Principles

• Establish a convincing and pervasive vision and case for action to motivate change in the business function or overall organisation

• Describe what the business will be like in the future after change has been accomplished

• Describe structure and detail expected benefits and measures to achieve success

• Define principles for six areas of business change that will direct subsequent development and implementation

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Overarching Business Architecture Vision and Principles

Simplification Standardisation

Integration Segmentation

January 19, 2016 41

Overarching Business Architecture Vision and Principles

• Simplification − Eliminate unnecessary complexity across the six business

architecture domains

• Standardisation −Define and adhere to standards

− Research and adopt proven practices that work for others

• Integration − Ensure components and operations integrate and interoperate

• Segmentation − Create standard, reusable components

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Create Energy for Change And Alignment

• Essential to build and continuously verify and validate stakeholder support for the programme of business change that will be defined as part of the business architecture exercise

• Without such support, any change programme is likely to fail

• All stakeholders need to clearly understand the basis for the proposed change

• Define a business case that details the need for action and the likely consequences of not taking action in a way that is convincing and directly relevant to all stakeholders − Business case is the basis for developing and obtaining support

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Redesign New or Replacement and Improve Existing Business Processes

• Analyse, document, redesign and improve the business processes of the organisation/business function/cross-functional area

• Focus on improving performance through process optimisation

• Scope of process improvement should encompass entire organisation/business function/cross-functional area

• Process improvement implementation can therefore direct activities in all other areas: organisation, location, application, data and technology

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Develop Architecture to Integrate and Join-Up

• Integrate systems, processes, business functions, information

• Create an inventory of the applications, data and technology capabilities required to support the business processes

• Develop an architecture to achieve the integration of the applications, data and technology

• Architecture defines the components and their relationships between the components that allow them to be implemented separately and then connected to form an integrated totality

• Integration requires identifying the organisation, location and distribution of the applications, data and technology

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Phase Implementation Using Series Of Releases

• Divide the changes planned for the organisation/business function/cross-functional area into a sequence of releases that can be more easily implemented

• Each release needs to include a value to the business

• Each release can contain changes in all the business charge areas

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Enhance Business Operation and Performance

• Core objective of business architecture is to improve overall business performance

• Business performance improvement can involves changes to integration, coordination, communication, flexibility and responsiveness

• Maintain focus on business architecture objectives: − Reduction of process cycle times

− Reduction of operational costs

− Improvement of service quality

− Reduction time to market/introduction of new products/services

− Improvement in customer satisfaction

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Elements Of Approach To Business Architecture

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Core Elements Of Approach To


Understand the Real Business Needs

Focus on Business Processes

Improve Business Process Performance

Business Process Redesign For New or Replacement Processes

Business Process Improvement Of Existing Processes Address Required Changes In Their

Entirety

Be Aware of and Use Best Practices Appropriately

Exploit New Information Technology Capabilities

Exploit New Organisational Methods and Styles

Drive Change with Vision

Support Vision with Case for Action

Establish Overall Guiding Principles

Architect for Performance

Locate Applications, Infrastructure and Information Effectively

Split Applications and Data as Needed

Plan Releases as a Series of Appropriately Sized Achievements

Understand The Real Business Needs

• Maintains a business orientation and focus at all times

• Seek to understand and support the business strategy

• Seek to understand and satisfy customer expectations

• Sees to align the processes, systems and organisation to serve the dominant value discipline

• Balances multiple perspectives and dimensions when measuring performance and establishing performance goals

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Focus on Business Processes

• Recognise process change as the source of business value

• Uses information technology and organisational change as the primary enablers of process change

• Plan business change around business processes − Business processes can cross across multiple functions,

organisations and applications

− Existing business processes are often inefficient and must be redesigned to remove fragmentation, simplify coordination and eliminate wasted time and effort

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Business Process Performance

• Seek to improve business process performance

• Performance can be measured along a number of dimensions −At a minimum these performance dimensions include time, cost,

and quality

−May also include other measurements such as capital requirements, staff requirements, variety, flexibility, innovation, and learning

• Process performance goals are driven by the expectations of external and internal customers, by best practice and by competitor performance

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Business Process Redesign

• Replacement of an existing business process with a completely new or substantially redesigned one

• Redesign is generally accompanied and enabled by changes in the use of information technology and people

• Business process redesign derives the essential process from the required outputs

• Actively challenges and rejects old paradigms by escaping from the normal patterns of perception and developing new ideas

• Business process redesign seeks to achieve order-of-magnitude improvements in performance, either out of competitive necessity or to leap ahead of the competition

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Business Process Improvement

• Incremental improvement of a business process or portions of a business process

• Business process improvement strives to achieve a set of improvements that together amount to significant improvement

• Begin with an analysis of the current process to identify improvement leverage points

• Devise process, technology, or organisational changes to improve performance

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Address Required Changes In Their Entirety

• Business change needs to be addressed as a whole to be successful

• Not sufficient to simply modify a process or create a new computerised system

• Must address all the changes required in all six core domains of change

• First determine the change required in the business process

• Then determine the change required in the other domains, making the change in all domains aligned and mutually supportive

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Be Aware of and Use Best Practices Appropriately

• Use best practice information as a yardstick for comparison and a source of new ideas

• Two leading enablers of business change in general and process redesign in particular are − Information technology

−Organisational change

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Exploit New Information Technology Capabilities

• Information technology is often used to redesign business processes by enabling changes in the basic operating principles of the business −Data integration

− Business intelligence and analytics

− CRM

− Communications

−Hardware

−Automation

−Workflow and business process management

− Enterprise content management

−Mobile technologies

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Exploit New Organisational Methods and Styles

• Organisational changes based on new concepts and supported by technologies can also facilitate radical redesign of business processes

• Geographically separate teams

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Drive Change with Vision

• Begins with a vision of the future and works backwards toward the present

• Seek to escape from the trap of incremental thinking and planning and can lead to discontinuous and often dramatic change

• Vision serves to align and stimulate the development of change

• Focus on developing the future rather than correcting the present

• Correct vision will make powerful business sense at every level, but the results envisaged will not always be justifiable by short-term financial return

• Establish performance measures and challenging performance goals as part of defining the future state − Use these goals to stimulate creative thinking and new approaches − Uses the measures to demonstrate achievement

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Support Vision with Case for Action

• Develop a business area Case for Action

• Justify the business area Business Vision

• Clearly communicates the need for change

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Establish Overall Guiding Principles

• Establish a set of principles in all the domains of change

• Serve to implement the vision and guide all subsequent design decisions in those domains

• Newly established principles represent a shift from ingrained behaviours

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Architect For Performance

• Develop application, data, and technology architectures that meet the performance requirements of the business processes

• Select the most suitable technologies for each business requirement

• Partition, distribute, and integrate applications, data, and technology platforms as necessary to support the business requirements

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Locate Applications, Infrastructure and Information Effectively

• Locate the applications and data based on business process performance requirements, such as availability, responsiveness, flexibility, security, maintainability, and volatility

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Split Applications And Data As Needed

• Maintain a balance between integration and flexibility through N-tier architectures

• N-tier processing is a driving concern of technical infrastructure design since it introduces system management problems not present in more centralised approaches

• Data location may be transparent to users

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Plan Releases As A Series Of Appropriately Sized Achievements

• Discard the idea of big-bang projects that almost always cost more than anticipated, arrive later than expected, and deliver less than needed

• Plan development as a series of releases that fit together based on a common architecture developed for the business area

• A release is a subset of business area components that will be developed, integrated, and deployed at the same time − Implements the principle of a series of small achievements −Has an ideal duration of three to six months −Has a maximum duration of much less than a year −Must achieve real business benefits

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Factors For Business Architecture Success

January 19, 2016 65

Unwavering Business Focus

Vision and Dedication

A Suitable Level of Detail

Focus on the Management of Organisational Change

Creation of Delivery Projects

Success Factor - Unwavering Business Focus

• Success depends on constantly being aware of the business reason for each technical decision

• Every decision should be made to support improved business performance and to realise the business vision, objectives and targets

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Success Factor - Vision and Dedication

• Moving an organisation in a new direction requires the executives to establish and communicate a vision of the future

• A compelling vision drives and draws the organisation toward the target future

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Success Factor – A Suitable Level of Detail

• Business architecture is intended to plan and coordinate development

• You may be convinced to analyse requirements in more detail than is really necessary

• Details that can be postponed to the subsequent development phase should be deferred

January 19, 2016 68

Success Factor - Focus on the Management of Organisational Change

• Business change defined in business architecture will ultimately put pressure and strain on the organisation as it undergoes changes in culture, work force structure, and skills and competencies needed to perform newly defined or changed processes

• Individuals in the organisation may be afraid of change and actively or passively oppose these changes

• Specific organisational interventions may be required to move the organisation from the current state to the target future state

• These interventions occur in business architecture and throughout the development, integration and deployment phases

January 19, 2016 69

Success Factor – Creation of Delivery Projects

• By focussing on certain activities while shifting focus from others, you can modify business architecture to serve the needs of several different types of projects

• Some business architecture project issues considerations include:

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Business Process Analysis And Design Summary

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Business Process Analysis And Design

• Analysis of existing business processes and their improvement or redesign or design of new processes is a core business architecture activity

• Business process analysis includes roles, organisation structures, technologies and locations where processes are performed

• This section is not intended to be a complete description of business process analysis and design

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Common Core High Level Business Process Structure

Vision, Strategy, Business

Management

Operational Processes With Cross Functional Linkages

Management and Support Processes

Develop and Manage

Products and Services

Market and Sell Products and Services

Deliver Products and

Services

Manage Customer

Service

Human Resource

Management

Information Technology

Management

Financial Management

Facilities Management

Legal, Regulatory,

Environment, Health and

Safety Management

External Relationship Management

Knowledge, Improvement and Change

Management

Vision and Strategy

Business Planning, Merger,

Acquisition

Governance and

Compliance

Common High Level Business Process Structure

• Every organisation will have at its high-level organisation business process structure three process groups 1. Vision, Strategy, Leadership, Business Management 2. Operational Processes With Cross Functional Linkages 3. Management and Support Processes

• Processes are what organisation must do to operate successfully − Processes are not the same as business units or business functions

• Operational processes deliver value

• Management and support processes assist operational processes

• Business architecture business process analysis is mainly concerned with operational and management and support processes

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Common Extended High Level Business Process Structure

Business Controlling

Process

Processes That Direct and Tune Other Processes

Core Processes Processes That Create Value for the Customer

Customer Acquisition

Product Delivery

Order Fulfilment

Customer Support

Enabling Processes Processes That Supply Resources to Other Processes

Channel Management

Supply Management

Human Resources

Information Technology

Business Acquisition

Business Measurement

Process

Processes That Monitor and Report the

Results of Other Processes

Customer’s Process Needs

Supplier’s Processes

Business Environment Competitors, Governments Regulations and Requirements, Standards, Economics

Approaches To Business Process Analysis

• Business Process Improvement (BPI) – identification of problems and options and opportunities for improvement of existing business processes

• Business Process Redesign (BPR) – develop new processes to replace existing processes

• Process analysis is about dividing the process into its constituent parts

• Business architecture should focus on taking a process-oriented approach separate from business functions

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Getting Business Process Analysis Right

• Create an overall vision for process change

• Design the unconstrained process first and then add constraints

• The process and design changes to it deliver value while organisation and technology changes are secondary enablers

• Process value is maximised when the totality of changes are achieved across all business architecture domains

• Put customer focus at the core of process design

• Do not restrict the process design to just internal processes – look at processes that are external to the organisation

• Question all existing assumptions and principles related to any existing processes

• Concentrate on the why and the what of the process and leave the how to later

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Business Process Design Standards And Approaches

• Set of principles to apply when designing processes and the associated organisation structure and technologies

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Process Simplification

Ensure Work Is Process Focussed

Reduce Or Eliminate Handoffs

Reduce Work Fragmentation

Reduce Complexity Where Possible

Reduce The Requirement For Reconciliation

Reduce The Need For Controls

Reduce The Requirement For Co-ordination

Process Efficiency And Effectiveness

Reduce Or Eliminate Non-Value Adding

Activity

Reduce Movement of Work

Reduce Searching For Information

Match Process Costs With Value Generated

Process Quality

Reduce Or Eliminate Variability

Focus On Getting The Right Result

Reduce Or Eliminate Rework

Reduce Or Eliminate The Requirement For Review

Process People And Organisation

Devolve Decision Making Authority

Structure Teams By Process and Required

Skills


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Process Workflow

Introduce Parallel Processing Where

Possible

Reduce Or Eliminate Breaks In Workflow

Have A Workflow Status Dashboard

Separate Simple Cases From Complex Cases

Reduce The Requirement For Reconciliation

Allow Multiple Workflow Versions In Parallel

Process Improvement

Enable Process Improvement

Provide Analysis Of Process Performance

Encourage Process Feedback From Users

Process Technology

Link Systems To Organisation And Work

Structures

Collect Process Information And Build Knowledge Database

Reduce Or Eliminate Manual Data Entry

Reduce Or Eliminate Variation

Automate Work As Much As Possible

Automate Controls As Much As Possible

Process Location

Locate Work Appropriately

Centralise Or Decentralise As

Appropriate

Cross Functional Business Processes

• Any business architecture-related business process analysis and design should focus on cross-functional business processes

• Cross-functional processes are those that really affect customers – from start to end − Internal processes focus on operational functions − Cross-functional view links internal processes to get end-to-end

customer view of organisation

• Business architecture change domains should seek to optimise cross-functional operation to generate value

• Structure process analysis and design to take a cross-functional view

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Cross Functional Processes – Crossing “Vertical” Operational Organisational Units

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Core Cross Functional Processes

• Three cross-functional processes that are common to all organisations − Product/service delivery

• From order/specification/design/selection to delivery/installation/implementation/provision and billing

− Customer management • From customer acquisition to management to repeat business to up-sell/cross-sell

− New product/service provision • From research to product/service design to implementation and commercialisation

• These processes cross multiple internal organisation boundaries and have multiple handoffs but they are what concern customers

• Cross-functional processes deliver value − Value to the customer − Value to the company

• Integrated cross-functional processes means better customer service and more satisfied and more customers

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Cross Functional Processes Link Operational Processes

• Need a clear understanding of the organisation’s operational processes

• Need to ensure that the operational processes are optimised

• Cross-functional processes involve collaboration between operational processes

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Cross Functional Processes and Strategy

• Effective cross-functional processes deliver on the organisation’s strategy

• Cannot divorce the organisation’s strategy from operational processes and their execution

• Collecting information on the performance of cross-functional processes will allow the execution of strategy to be effectively measured

• Linkage between strategy, cross-functional processes and operational processes means individual process measurements can be linked to overall performance

• Allows goals to be connected to operational processes

Strategy

Cross-Functional Processes

Operational Processes

Delivered By

Consisting Of

Set Goals

Measure Achievement

of Goals

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Barriers to Taking an Effective Cross-Functional View

• No Focus on Cross-Functional Processes −No overall cross-functional business model

− Too many point solutions without an overarching context

• No Accountability for Cross-Functional Processes −No one is accountable for start-to-end activities

− End-to-end processes not defined or even understood

• No Measurement of Cross-Functional Process Metrics −No measurement of activities comprising cross-functional

processes from start-to-end

− Traditional rather than start-to-end metrics are pervasive

−Designed to provide an inside-out view of organisation

Organisation And Processes

• An organisation can be viewed as an assembly of processes that co-ordinate activities to design, develop, produce, market, sell and deliver products and services to customers and provide subsequent support

• These are the core value-adding activities

• There are many supporting processes and activities

• Core value-adding processes and their activities are grouped into primary process groups

• Each primary process group contains one or more value-adding process activity sets as well as management and supporting processes

• Process activity set is the set of activities performed to respond to a business event − These can be sub-divided until the Fundamental Business Process Activity Set

level is reached

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Fundamental Business Process Activity Set

• This is the lowest level of business activity that: − Is performed by a single person within the organisation either entirely

manually or with system support − Is performed by that person within a single session

• Fundamental Business Process Activity Set are at the core of business analysis and design in the context of business architecture

• We need to identify the minimum set of Fundamental Business Process Activity Sets that comprise the business process − These will be the subject of further analysis

• This set of Fundamental Business Process Activity Sets should assume that there are no constraints across the business architecture domains − Constraints and limitations can be added later

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Organisation Business Process Partial Hierarchy

Organisation

Primary Process Groups

Process Activity Sets

Sub-Process Activity Sets … Sub-Process

Activity Sets

Fundamental Business

Process Activity Set

… Fundamental

Business Process Activity

Set

Management and Supporting

Processes

Sub-Management

and Supporting Processes

…

…

Organisation Level

Management and Supporting Process Groups

… …

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Organisation Business Process Partial Hierarchy

• This is not a full decomposition of processes down to individual tasks and steps

• Fundamental Business Process Activity Set are the sets of tasks and steps that business architecture needs to concentrate on

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Business Process Complete Hierarchy

• Cross-functional processes need to be aligned with actions

• Performance of actions rolls-up to performance of process

Business Process

Hierarchy

Cross Functional Process

Process

Sub-Process

Activity

Task

Step Step

Task

Step Step

Activity

Sub-Process

Process

Cross Functional Process

Process Process

Consists of one or more of …





Sample High-Level Business Process Decomposition

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Customer Product/ Service Inquiry/ Order

Handle Customer Call and Generate Order

Provide Customer With Product/ Service Details and Negotiate

Price and Delivery

Customer Confirms Product/ Service

Order

Product/Service Order Fulfilment

Product/ Service Provided To Customer

Triggering Action

Triggering Action

Output or Result

Output or Result

= Fundamental Business Process Activity Sets

Sample High-Level Business Process Decomposition

• Fundamental Business Process Activity Sets: − Handle Customer Call and Generate Order − Product/Service Order Fulfilment

• Each of these process activity sets will consist of multiple tasks and steps such as: − Handle Customer Call and Generate Order

• Respond to Customer • Identify Product/Service Bundle • Check Availability • Take and Validate Customer Details • Agree Price • Process Payment/Agree Credit • Handle Exceptions • Agree Delivery/Provision Schedule

− This decomposition and level of detail is not required at this stage − We just need to know that its has to be and can be done later

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Business Architecture Engagement

January 19, 2016 94

Business Architecture Engagement High Level Actions

January 19, 2016 95

1. Survey Current Business 2. Survey Current

Systems 3. Survey Best Practices and Technology Trends

4. Survey Customer Perspectives

5. Define Business Vision and Case for

Action

6. Design Future Business Processes

7. Develop Conceptual Entity Model

8. Decide On Production Selection Direction

9. Define Technical Infrastructure Requirements

10 Define Application Architecture

11. Define Information and Applications

Locations

12. Design Conceptual Infrastructure and


13. Define Organisational Changes

14. Analyse Costs and Benefits

15. Plan Change Releases

Business Architecture Engagement High Level Actions

• Describes a formal and structured approach to a business architecture engagement

• Full set of possible activities and their sequence that comprise the architecture definition process for a business area or function

• High-level set of actions

• Use this as a framework to define analysis and design actions and plan work

• Understand the steps to be performed, the effort involved, the resources required and the likely timescale

• Develop a engagement-specific tailored set of activities

• Objective is to gather sufficient information to allow informed decisions to be made

• Do it properly to get it right

January 19, 2016 96

Business Architecture Engagement Actions

Activity Description

1. Survey Current Business

Create an inventory of existing business processes and describe the detail of these processes for the area being analysed including the roles involved and where in the organisation process tasks are performed

2. Survey Current Systems Create an inventory of applications, information and infrastructure for the area being analysed

3. Survey Best Practices and Technology Trends

Research examples of similar organisations or similar business functions in dissimilar organisations that have similar issues being experienced or that have solved similar problems or delivery better performance

4. Survey Customer Perspectives

Identify and research the customers of the business function that is the subject of the engagement and identify any pressures for changes

5. Define Business Vision and Case for Action

Create, describe and document a vision for the future state of the business function that is the subject of the engagement, listing the benefits of the achieving the vision and the affects of any failure to take action

6. Design Future Business Processes

Identify the Primary Process Groups to realise the business vision developed above. Define the Process Activity Sets within the Primary Process Groups. Define their expected performance. Design the Process Activity Sets and identify their Fundamental Business Process Activity Sets.

7. Develop Conceptual Entity Model

The Conceptual Entity Model is a high-level view of the business function showing its major entities and their relationships based on the business architecture change domains. This model should be defined to support the operation of the business function

8. Decide On Production Selection Direction

Decide on the need to conduct a product selection process. If one is deemed necessary or beneficial establish the application architecture to be detailed in advance of the selection

January 19, 2016 97

Business Architecture Engagement Actions

Activity Description

9. Define Infrastructure Requirements

Create a set of major infrastructure requirements based on the future business processes and the Conceptual Entity Model across the business architecture domains

10. Define Application Architecture

Create a set of major application components based on the future business processes and the Conceptual Entity Model across the business architecture domains. List the functionality of these major application components

11. Define Information and Applications Locations

Create a structure for the location of sets of information and major applications

12. Design Conceptual Infrastructure and Application Architecture

Design a high-level architecture for applications and infrastructure and for overall processing. Define the business functions where process will take place. Describe how the processes will operate in the context of the conceptual architecture

13. Define Organisational Changes

Define the new future state organisation structures, working arrangements, work processing, management and reporting. Identify the organisation changes required to move the organisation from its current state to the desired future state

14. Analyse Costs and Benefits

Analyse the realistic costs and achievable benefits from the business changes planned as part of the business architecture engagement

15. Plan Change Releases Create a high-level plan for the phased delivery of the planned changes in order to achieve results incrementally

January 19, 2016 98

Business Architecture Goals And Objectives

• The objective of the engagement is to define the optimum set of changes across the business architecture domains and to understand the effort and impact of their implementation

• The business architecture engagement has been completed when: − Business vision has been developed and communicated − Business processes have been designed, including relationships to

organisations, technology and facilities − Applications and data entities have been defined, allocated and

integrated across platforms and locations − Architecture has been designed at the conceptual level for technical

infrastructure − Releases within the business change program have been defined,

interrelated and scheduled

January 19, 2016 99

Business Architecture Engagement – Possible Deliverables

• Lists a full set of possible deliverables from business architecture engagement grouped in a hierarchy

• Use this list as a menu to agree what is required and thus what work is needed

• Generates a work breakdown for the business architecture engagement

Level 1 – Groups Of Deliverables

Level 2 – Group-Specific Sets of Deliverables

Level 3 – Specific Deliverables

Level 4 (Optional) – Specific Deliverables

January 19, 2016 100

Business Architecture Engagement – Possible Deliverables

• Detailed set of logical deliverables that can be combined to create a smaller set of physical deliverables

• Designed to create a comprehensive view of the results of the business architecture engagement and proposed changes

January 19, 2016 101

Business Architecture Engagement – Key Level 1 Groups Of Sets Of Possible Deliverables

• Analyses – a series of across the core areas of business architecture as well as overall organisation

• Plans – plans for achievement of business architecture changes

• Reports – summaries of results of architecture engagement

• Products/Solutions – analysis of possible commercial products and solutions to deliver the out

• Prototypes – possible prototypes to validate elements of solution

January 19, 2016 102

Business Architecture Engagement – Possible Key Level 1 And Level 2 Groups Of Deliverables

Analyses

Business Organisation Analysis

Business Process Analysis

Organisation Analysis

Location Analysis

Application Analysis

Information and Data Analysis

Technology and Infrastructure Analysis

Plans Transformation and Change Plans

Overall Master Achievement Project Plan

Reports Business Architecture Engagement Summary Report

Technical Architecture Options

Products/Solutions Options

Product Options and Comparisons

Prototypes Application Viability and Validity Prototypes

Proof-of-Technical-Concept Prototype

January 19, 2016 103

Business Architecture Possible Key Deliverables

• Comprehensive set of possible deliverables generated by business architecture engagement exercise

• Only a subset of these deliverables may be required −Decide what is appropriate or needed at the start of the

engagement and keep under review during the engagement

• These key deliverables will enable effective decisions to be made on the way to progress the implementation of the business architecture

January 19, 2016 104

Full Set Of Possible Business Architecture Deliverables

Business Architecture Engagement

Analyses

Business Organisation Analysis

Business Objectives Specific Strategies

Critical Success Factors Critical Business Issues Performance Measures

Case for Action Business Vision

Key Business Policies Business Rules Assessment

Business Process Analysis

Business Process Standards Business Process Principles

Business Process Constraints Business Process Assumptions

Business Processes

Business Process Hierarchy Business Process Definitions Business Event Definitions Business Result Definitions Conceptual Flow Diagrams

Process Flow Diagrams


Customer Needs Summary Best Practice Summary

Competitor Performance Summary Process Activity Sets Performance Model

Business Process Value and Performance Model Business Process Performance Measurement Model

Organisation Analysis

Organisation Standards Organisation Principles

Organisation Constraints Organisation Assumptions

Organisation Status Organisation Profile Organisation Key Stakeholders

Organisation Composition Organisation Structure

Organisation Competencies Organisation Work Functions

Future Organisation Organisation Structure

Organisation Competencies Organisation Work Functions

Organisation Transition Organisation Changes

Location Analysis

Location Standards Location Principles

Location Constraints Location Assumptions

Locations Current Location Inventory Locations and Processes

Future Locations Future Location Inventory Locations and Processes

Application Analysis

Application Standards

Application Principles Application Standards and Conventions

Application Constraints Application Assumptions

Applications Application Inventory Application Relationships


Application Architecture Standards Application Internal and External Interfaces

Applications and Processes Future Applications

Information and Data Analysis

Information And Data Standards Information And Data Principles and Standards

Information And Data Constraints Information And Data Assumptions

Information And Data Status Information And Data Inventory

Information And Data Model Information And Data Processing and Use

Information And Data Future Model Information and Data Architecture

Future Information And Data Entitles and Relationships Information And Data Business Rules

Technology and Infrastructure Analysis

Technology and Infrastructure Standards

Technology and Infrastructure Principles Technology and Infrastructure Constraints

Technology and Infrastructure Assumptions Technology and Infrastructure Trends Technology and Infrastructure Risks

Technology and Infrastructure Status Technology and Infrastructure Inventory Technology and Infrastructure Architecture

Future Technology and Infrastructure

Technology and Infrastructure Components and Capabilities Technology and Infrastructure Architecture Technology and Infrastructure Relationships Technology and Infrastructure Performance

Plans Transformation and Change Plans Overall Master Achievement Project Plan

Reports Business Architecture Engagement Summary Report Technical Architecture Options

Products/ Solutions Options Product Options and Comparisons

Prototypes Application Viability and Validity Prototypes Performance, Capacity and Throughput Prototypes January 19, 2016 105

Full Set Of Possible Business Architecture Deliverables

• These are logical deliverables that can be combined into a small set of physical deliverables

• The scope may seem unreasonable but bear in mind that you are architecting businesses and business functions −Analysis and design is needed to get it right

−Need to have a good idea of what is required before implementation starts to reduce risk of problems

−Any problems will affect business operations and ultimately profitability and service

January 19, 2016 106

Business Organisation Analysis – Level 3 Deliverables

• If the scope of the business architecture engagement is a business function or areas then you will need to reconcile and align the business function-level analysis with the direction of the overall organisation

• Describes the lower-level collection of deliverables within the Business Organisation Analysis set

January 19, 2016 107

Business Organisation Analysis – Level 3 Deliverables

January 19, 2016 108

•Define what the organisation wishes to achieve

•Reconcile business objectives for the business function with the objectives for the organisation

Business Objectives

•Describe how the organisation intends to achieve the business objectives

•Reconcile the specific strategies for the business function with those for the organisation

Specific Strategies

•Detail the core areas that require specific attention for the organisation to achieve its objectives and fulfil its vision

•Reconcile Critical Success Factors for the business function with those of the overall organisation

Critical Success Factors

•Identify opportunities, problems, trends, threats weaknesses, problems, issues or situations requiring specific work or resolution Critical

Business Issues

•Create or update a balanced set of performance measures and goals for measuring the performance of the organisation based on the Business Objectives and Critical Success Factors

Performance Measures

•Create a clear and precise summary of the primary business issues giving rise to the business architecture engagement to generate the reason for necessity for change

•Identify the justification for why action is required and justify the future business vision

•Indicate the motivation for change. Reconcile the Case for Action for the business function with the one for the organisation

Case for Action

•Develop a short and convincing description of the future when the changes within this business function have been completed

•Reconcile the Business Vision for the business area with the one for the organisation

Business Vision

•When key decisions are made and when key issues are resolved , document the results Key Business

Policies

•As deep-seated and ingrained opinions and assumptions are identified, challenged, and changed, list them as current-state and future-state business rules

Business Rules Assessment

Business Process Analysis – Breakdown Of Work And – Levels 3 And 4 Deliverables

Business Process Standards

Business Process Principles

Business Process Constraints

Business Process Assumptions

Business Processes

Business Process Hierarchy

Business Process Definitions

Business Event Definitions

Business Result Definitions

Conceptual Flow Diagrams

Process Flow Diagrams


Customer Needs Summary

Best Practice Summary

Competitor Performance Summary

Process Activity Sets Performance Model

Business Process Value and Performance Model

Business Process Performance Measurement

Model

January 19, 2016 109

Business Process Standards – Level 4 Deliverables

January 19, 2016 110

• Define and document the key principles that underpin process design

Business Process

Principles

• Describe how the organisation intends to achieve the business objectives

• Reconcile the specific strategies for the business function with those for the organisation

Specific Strategies

• Detail the core areas that require specific attention for the organisation to achieve its objectives and fulfil its vision

• Reconcile Critical Success Factors for the business function with those of the overall organisation

Critical Success Factors

Business Processes – Level 4 Deliverables

January 19, 2016 111

• List the business processes in the hierarchy Primary Process Groups, Process Activity Sets and Fundamental Business Process Activity Sets for both the current situation, if applicable, and desired future situation

Business Process

Hierarchy

• Create summary descriptions of the steps of the processes

Business Process

Definitions

• List the events and circumstances that trigger the processes

Business Event

Definitions

• List the outputs from and the results of the processes

Business Result

Definitions

• Create process flow diagrams for the Fundamental Business Process Activity Sets that relate to the desired future situation

Process Activity Maps

Business Process Performance – Level 4 Deliverables

January 19, 2016 112

• Define what the organisation wishes to achieve

• Reconcile business objectives for the business function with the objectives for the organisation Customer

Requirements

• Research and describe the proven best practices adopted by others to achieve outstanding performance Business

Process Best Practices

• Research and describe the performance of competitors and the means by which they achieve it Competitor

Performance

• Document the actual and planned cost, time and quality at the Process Activity Sets summary level for existing and planned processes

Process Performance

• Define the measures to be used to assess process cost, time and quality performance Process

Performance Measurement

Organisation Analysis – Breakdown Of Work – Levels 3 And 4 Deliverables

January 19, 2016 113

Organisation Standards

Organisation Principles

Organisation Constraints

Organisation Assumptions

Organisation Status

Organisation Profile

Organisation Key Stakeholders

Organisation Composition

Organisation Structure

Organisation Competencies

Organisation Work Functions

Future Organisation



Organisation Work Functions

Organisation Transition

Organisation Changes

Organisation Standards – Level 4 Deliverables

January 19, 2016 114

• Define and document the key principles that underpin organisation design and change Organisation

Principles

• Define the features and attributes that act as constraints to organisation design and change Organisation Constraints

• Define the features and attributes that contains assumptions on organisation design and change

Organisation Assumptions

Organisation Status – Level 4 Deliverables

January 19, 2016 115

• Document the organisation and the business function(s) that are the subject of the business architecture engagement including the composition of the personnel, the organisation capabilities and culture

Organisation Profile

• Identify and documents the significant groups or individuals who can influence or will be influenced by the proposed organisation change

• Identify the stakeholders who will be affected by each set of proposed changes

Organisation Key

Stakeholders

Organisation Composition – Level 4 Deliverables

January 19, 2016 116

• Describe the decision-making capabilities that are needed to achieve the defined organisation change


• Describe the skills, experience and knowledge required to perform the organisation processes


• Document the working structures, their roles, their required competencies

• Cross-reference business work functions and their roles with Fundamental Business Process Activity Sets

Organisation Work

Functions

Future Organisation – Level 4 Deliverables

January 19, 2016 117

• Document the organisation structure and identify the locations of stakeholders

• Describe the administrative and management operation of the organisation Organisation

Structure

• Describe the changes to administrative and management operation needed to enable the operation of the future business model


• Describe the work functions required to enable the operation of the future business model

• Cross-reference these new and changed business work functions and their roles with proposed new and changed Fundamental Business Process Activity Sets

Organisation Work

Functions

Location Analysis – Breakdown Of Work – Levels 3 And 4 Deliverables

January 19, 2016 118

Location Standards

Location Principles

Location Constraints

Location Assumptions

Locations

Current Location Inventory

Locations and Processes

Future Locations

Future Location Inventory

Locations and Processes

Location Standards – Level 4 Deliverables

January 19, 2016 119

• Define and document the key principles that underpin location selection and the allocation of processes and work to locations

Location Principles

• Define the features and attributes that act as constraints to location selection and the allocation of processes and work to locations

Location Constraints

• Define the features and attributes that contains assumptions on location selection and the allocation of processes and work to locations

Location Assumptions

Locations – Level 4 Deliverables

January 19, 2016 120

• Create an inventory of the locations and their types where the organisation and its business functions operate

Current Location

Inventory

• Identify the locations where Fundamental Business Process Activity Sets are performed

Locations and

Processes

Future Locations – Level 4 Deliverables

January 19, 2016 121

• Create an inventory of the planned or recommended future locations and their types where the organisation and its business functions operate

Current Location

Inventory

• Identify the planned or recommended future locations where planned future Fundamental Business Process Activity Sets are to be performed

Locations and

Processes

Application Analysis – Breakdown Of Work And – Levels 3 And 4 Deliverables

January 19, 2016 122


Application Principles

Application Standards and Conventions

Application Constraints

Application Assumptions

Applications

Application Inventory

Application Relationships


Application Architecture Standards

Application Internal and External Interfaces

Applications and Processes

Future Applications

Application Standards – Level 4 Deliverables

January 19, 2016 123

• Define and document the key principles that underpin application design including toolsets, deployment and management, integration and use interface

Application Principles

• Define standards and conventions for applications including naming, capacity , service continuity, availability, service level, release, configuration, problem, security, monitoring, alerting, backup, recovery management


and Conventions

• Define the features and attributes that act as constraints to application architecture and design Application Constraints

• Define the features and attributes that contains assumptions on application architecture and design Application

Assumptions

Applications – Level 4 Deliverables

January 19, 2016 124

• Create an inventory of current applications, their components, their functions, roles, security, their patterns of operation and use, their technical state and any known plans for the future

Application Inventory

• Define the relationships between applications Application

Relationships

Application Architecture – Level 4 Deliverables

January 19, 2016 125

• Describe the current and planned future application architecture standards and approaches, including the approach to addressing current application architecture problems


Standards

• Define the data exchanges and interfaces between applications and from external sources and systems

Application Internal and

External Interfaces

• Describe the use of applications by business processes

Applications and

Processes

• Define the planned applications and any gaps between current applications

• Define the role these future applications will play in future planned operations and processes

Future Applications

Information And Data Analysis – Breakdown Of Work – Levels 3 And 4 Deliverables

January 19, 2016 126

Information And Data Standards

Information And Data Principles and Standards

Information And Data Constraints

Information And Data Assumptions

Information And Data Status

Information And Data Inventory

Information And Data Model

Information And Data Processing and Use

Information And Data Future Model

Information and Data Architecture

Future Information And Data Entitles and Relationships

Information And Data Business Rules

Information And Data Standards – Level 4 Deliverables

January 19, 2016 127

• Define and document the key principles that underpin information and data design including toolsets, deployment and management, integration and use interface

Information And Data Principles

and Standards

• Define the features and attributes that act as constraints to information and data architecture and design

Information And Data

Constraints

• Define the features and attributes that contains assumptions on information and data architecture and design


Assumptions

Information And Data Status – Level 4 Deliverables

January 19, 2016 128

• Create an inventory of existing data types, data storage, their use, the associated applications and their technical state

Information And Data Inventory

• Create a logical entity relationship model for information and data for the organisation and the business function that is the subject of the business architecture engagement


Model

• Describe the use of the information and data by processes and business functions and any issues that exist

• Identify the business importance of the information and data


Processing and Use

Information And Data Future Model – Level 4 Deliverables

January 19, 2016 129

• Create an information and data architecture for the future information and data for the organisation and the business function that is the subject of the business architecture engagement


Architecture

• Create a logical entity relationship model for the future information and data for the organisation and the business function that is the subject of the business architecture engagement

• Describe how information and data is organised and distributed

Future Information

And Data Entitles and

Relationships

• Define the business rules that apply to the future information and data for the organisation and the business function that is the subject of the business architecture engagement

Information And Data Business

Rules

Technology and Infrastructure Analysis – Breakdown Of Work – Levels 3 And 4 Deliverables

January 19, 2016 130

Technology and Infrastructure Standards

Technology and Infrastructure Principles

Technology and Infrastructure Constraints

Technology and Infrastructure Assumptions

Technology and Infrastructure Trends

Technology and Infrastructure Risks

Technology and Infrastructure Status

Technology and Infrastructure Inventory

Technology and Infrastructure Architecture

Future Technology and Infrastructure

Technology and Infrastructure Components

and Capabilities


Technology and Infrastructure Relationships

Technology and Infrastructure Performance

Technology and Infrastructure Standards – Level 4 Deliverables

January 19, 2016 131

• Define and document the key principles that underpin technology and infrastructure architecture design and change including processing, storage, communications, distribution and security

Technology and Infrastructure

Principles

• Define the features and attributes that act as constraints to technology and infrastructure architecture design


Constraints

• Define the features and attributes that contains assumptions on technology and infrastructure architecture design

Technology and Infrastructure Assumptions

• Research key trends in technology and infrastructure, functionality and capability and cost that may impact technology and infrastructure architecture design


Trends

• Describe the major technology and infrastructure risks, difficulties and challenges Technology and Infrastructure

Risks

Technology and Infrastructure Status – Level 4 Deliverables

January 19, 2016 132

• Create an inventory of current technology and infrastructure , their components, their functions, roles, security, their patterns of operation and use, vale to the business, their technical state and any known plans for the future

Technology and

Infrastructure Inventory

• Define the current technology and infrastructure architecture

Technology and

Infrastructure Architecture

Future Technology and Infrastructure – Level 4 Deliverables

January 19, 2016 133

• Define the technology and infrastructure requirements including hardware, system software and communications for the organisation and the business function that is the subject of the business architecture engagement

• Describe all the viable technology capabilities included

Technology and Infrastructure Components

and Capabilities

• Describe the future planned technology and infrastructure architecture

• Describe the standards being applied

• Describe the major technology components

• Define and operations model

• Describe the proposed physical components and likely technologies and vendors


• Describe the technology and infrastructure locations and relationships

• Describe the associated applications and business processes

• Describe the associated business roles

Technology and Infrastructure Relationships

• Define the expected business volumes for information and data entities and business processes for the organisation and the business function that is the subject of the business architecture engagement

• Define the performance requirements

• Define the likely pattern of growth and change in technology and infrastructure performance-related volumetrics

Technology and Infrastructure Performance

Business Architecture Engagement Plans – Breakdown Of Work – Levels 3 And 4 Deliverables

January 19, 2016 134

Transformation and Change Plan

Proposed Transformation Change Releases

Proposed Transformation Overall and Release Schedules

Proposed Transformation Overall and Release Budgets

Overall Master Achievement Project Plan

Project Definition and Statement of Scope and Work

Overall Project Plan and Schedule

Product Structure and Resources

Transformation and Change Plan – Level 4 Deliverables

January 19, 2016 135

• Define the content and scope of each planned release within the overall delivery

• Describe the new and changes processes enabled by each release

• Describe the dependencies between planned releases

• Define the locations associated with each release

Proposed Transformation

Change Releases

• Define the schedule including expected start and end dates of each planned release within the overall delivery


Overall and Release

Schedules

• Define the costs and benefits of the each planned release within the overall delivery


Overall and Release Budgets

Overall Master Achievement Project Plan – Level 4 Deliverables

January 19, 2016 136

• Create and distribute for review and approval and finalise a definition and a statement of work of the overall transformation project and its component releases including schedule, cost, objectives, scope, assumptions, dependencies, risks, constraints, resources responsibilities and project success factors

Project Definition

and Statement of Scope

and Work

• Create a project plan for each planned release within the overall delivery

Overall Project Plan

and Schedule

• Define the required project organisation structure including resources and staffing plan for each planned release within the overall delivery

Product Structure

and Resources

Business Architecture Engagement Reports

• Business Architecture Engagement Summary Report − Contains a summary of the results of the engagement including:

• Vision • Case for action • Description of future state • Requirements • Best practices • Budget and savings • Implementation approach and releases • Plan and schedule • Resources

• Technical Architecture Options Report − Contains details on possible technology and technical options including:

• Technology standards and principles • Options and alternatives including comparisons • Viability of options • Recommendations

January 19, 2016 137

Business Architecture Engagement Products/Solutions Options and Comparisons

• Product and solutions assessment and evaluation containing a summary of products/solutions/applications examined and investigated to support any buy vs. build recommendations

January 19, 2016 138

Business Architecture Engagement Prototypes

• If it is necessary and useful, simple prototypes may be constructed to establish the viability and or validity (including performance, capacity and throughput) of recommended options or to evaluate alternatives

January 19, 2016 139

January 19, 2016 140

More Information

Alan McSweeney

