Twin Cities Business Architecture Forum Community Meeting July 15, 2014
Agenda
4:00 Networking/Refreshments
4:30 Board Business Update Board Chair Update Announcements
4:45 Trissential hosts Mary Lloyd and Linda Finley presenting:
Maturity Models and Competencies Frameworks for Business Architects
5:45 Questions and Answers
Board Members
Name Representing Position Sponsor
Representative
Pam Hullander Cargill Appointed Trip Brubacher
Tony Woods Express Scripts Appointed Kirk Oliver
Steve Creason Metro State University Appointed Bruce Lindberg
Jeff Dreher Target Appointed Webb Friedly
Jake Laabs Thrivent Appointed Bill Murphy
Bill McGarry Trissential Appointed Jim Mohs
Folkert Breitsma Community Elected Elected N/A
Pat Salaski Community Elected Elected N/A
Sharon Shakya Community Elected Elected N/A
Linda Finley (Chair) Sponsor Appointment Appointed All
Calendar and Community
Community meetings -- 3rd Tuesday every other month
Board Meetings -- 1st Wednesday every month 4:30-6pm
Sponsor Meetings -- 1st Wednesday each quarter 4:30-6pm
Join the TCBAF LinkedIn Group!
Watch for the launch of tcbaf.org!
Plan to attend ….
September 16 -- Meeting hosted by Target
November 13 -- Midwest Architecture Collaboration Community conference (MACC)
Introductions
Mary Lloyd is the Business Architect Practice Lead and Program Manager for the Enterprise Architecture Center of Excellence at MoneyGram International. She has over 18 years of experience supporting the business in various internal consulting roles.
She has been heavily involved in the Business Architecture Guild for the last three years as a primary author and contributor of content and is currently the Collaboration Lead for the Business Architecture Maturity Model team.
Linda Finley, TCBAF founder and Board Chair, will also share some thoughts relative to her work with the Business Architecture Guild’s Competencies Framework.
MATURITY MODELSM a r y L l o y d a n d L i n d a F i n l e y
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July 15, 2014 Interactive Discussion
Topic Overview
What are Maturity Models, What Value do they
Provide
Introduction to Software Engineering Institute’s
Capability Maturity Model Integration (CMMI)®
Practical Experience Discussion
Creating the Business Architecture Maturity Model
(BAMM)
9
© Business Architecture Guild 2014
A mechanism that allows an organization to have its methods and
processes assessed according to a defined management best practice,
against a clear set of external benchmarks.
Maturity is defined by the award of a particular "Maturity Level“ based on
comparison of the organizations current state against criteria outlined
in the maturity model itself.
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WHAT IS A MATURITY MODEL
Conducting a maturity level assessment allows an organization to
understand exactly where they are in terms of maturity in a particular
discipline and based on their unique goals and objectives for that
discipline, they can shape a roadmap to continuously improve.
A big improvement on self-assessments
A consistent set of questionnaires and scoring
The most well known maturity models can be independently verified and
certified
An independently held set of "benchmarks".
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WHAT VALUE DO MATURITY MODELS PROVIDE
Lockheed Martin Management and Data Systems increased award fees by
55%.
TATA Consultancy Services saved $4.6 million across all development
centers.
Accenture Experienced 5:1 ROI for quality activities.
What examples can you share?
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REAL BENEFITS ORGANIZATIONS HAVE
ACHIEVED THROUGH USE OF CMMI®
http://whatis.cmmiinstitute.com/improve-performance
Capability Maturity Model Integration (CMMI)®
• Process improvement framework
• Result of more than 20 years of ongoing work at Carnegie Mellon University by members of industry, government, and the Software Engineering Institute (SEI), a federally funded research and development center
• A model, not a process - enables comparison of an organization’s current state to proven best practices
• 3 focus areas to drive improvements
• CMMI for Acquisitions
• CMMI for Development
• CMMI for Services
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INTRODUCTION TO CMMI®
http://whatis.cmmiinstitute.com/about-cmmi-institute
Slide 14
CMMI® TERMINOLOGY- MATURITY LEVELS
Maturity Levels — There are five levels representing the maturity of an organization’s processes:
Optimizing — continuous process improvement is structured and supported by quantitative feedback
Quantitatively Managed — measurements of the organization's processes are captured and analyzed for tuning and predicting
Defined — the organization builds, and its projects use, processes for specific functions
Managed — projects build and use processes, but no organizational consistency or direction
Initial — processes are built only after the need is recognized; often chaotic, fire-fighting
Disciplined
Process
Standard,
Consistent
Process
Predictable
Process
Continually
Improving
Process
Maturity Level 1
Maturity Level 3
Maturity Level 2
Maturity Level 4
Maturity Level 5
Slide 15
Process Area — A cluster of goals and practices related to a specific topic and
associated with a single maturity level.
CMMI® TERMINOLOGY – PROCESS AREAS
Process Area components diagram
Maturity Level 1 has no Process Areas.
Maturity Level 2 Process Area Topics:
Requirements Management
Project Planning
Project Monitoring and Control etc…
Maturity Level 3 Process Area Topics:
Risk Management
Validation
Verification
Organizational Training etc…
Maturity Level 4 Process Area Topics:
Quantitative Project Management etc…
Maturity Level 5 Process Area Topics:
Causal Analysis & Resolution etc…
Carnegie Mellon SEI
CMMI-DEV, V1.2
Generic Goals
Process Area
Specific Goals
Specific Practices Generic Practices
Slide 16
Goal — A characteristic of a Process Area that must be present in order to say the
Process Area is accomplished.
CMMI® TERMINOLOGY - GOALS
Two types of goals:
Specific Goal — A goal applicable to
a particular Process Area
Generic Goal — A goal applicable to
all Process Areas
Example goal:
RskM SG 3 — Mitigate Risks Carnegie Mellon SEI
CMMI-DEV, V1.2
Generic Goals
Process Area
Specific Goals
Specific Practices Generic Practices
Slide 17
Practice — An activity that must occur if a goal is met.
CMMI® TERMINOLOGY - PRACTICES
Two types of practices:
Specific Practice — A practice
applicable to a specific goal
Generic Practice — A practice
applicable to a generic goal
Example practices:
RskM SP 3.1 — Develop Risk
Mitigation Plans
RskM SP 3.2 — Implement Risk
Mitigation Plans Carnegie Mellon SEI
CMMI-DEV, V1.2
Generic Goals
Process Area
Specific Goals
Specific Practices Generic Practices
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PROCESS AREAS BY MATURITY LEVEL FOR
CMMI DEVELOPMENT
http://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration
Prior experience and success with developing and deploying best practices
for project management and software development methodology in
organization comprised of 55k resources spanning 9 diverse lines of
business
The Quality Management System (QMS) that we developed leveraged
inputs from IEEE®, PMBOK®, and CMMI® to create a toolkit for the
organization to use
This toolkit was successfully leveraged for a SCAMPI® (Standard CMMI
Appraisal Method for Process Improvement) A appraisal and was able to
secure a CMMI® ML 3 rating
This allowed the company to compete for federal government contracts
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PRACTICAL EXPERIENCE DISCUSSION
In 2011, recruited to join MoneyGram International and initiate their business architecture practice
2011-2013 heavily involved in Business Architecture Guild, working with William Ulrich and Mike Rosen as mentors
2013, BIZBOK® was at version 3.1 and began to think we needed a maturity model to support the build out of the practice
Leveraged networks and LinkedIn Groups – little impact
Recommended idea at member meeting following 2011 Business Architecture Innovation Summit
Formed first Guild Collaboration Team
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THE JOURNEY TO CREATE THE BUSINESS
ARCHITECTURE MATURITY MODEL (BAMM)
THE ORIGINAL BAMM COLLABORATIVE TEAM
Sue Alemann*, Slalom Consulting
Eric Aranow, Context Consulting
Annie Ezell Cave, Slalom Consulting
Judith Oja-Gillam, IAG Consulting
Mary Lloyd, MoneyGram International
Tony Richards, Aviva
Cheryl Timko, Merck
Taurai Ushewokunze*, Vayase Consulting
Copyright 2014 @ Business Architecture Guild22
*team members will not be able to continue with the BAMM team as they have taken leadership roles in other areas of
the Guild
Business Architecture Maturity Section Breakout
The Business Ecosystem & Business Architecture
Business Architecture Maturity Model Overview
Why Measure Business Architecture Maturity?
Sample Maturity Measurement Criteria
Executive Takeaways & Next Steps
23
© Business Architecture Guild 2014
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Comprehensive, transparent view of the business ecosystem
Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Part 1
Business Architecture:
Representing the Business Ecosystem
© Business Architecture Guild 2014
Maturity is reflective of the ability of business architecture practices to influence
strategy and make strategy actionable
25*Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Section 3.9
Selected Principles of Practice* for Measuring
Business Architecture Maturity
The value provided to the enterprise increases as the business architecture practice
matures
Business architecture maturity must be demonstrable through evidence that would
satisfy an external assessor
The maturity model measures the maturity of the practice itself and not the maturity of
the business or organization
The maturity model is foundational to the development of an organization’s roadmap
for the progress of business architecture
© Business Architecture Guild 2014
BAMM: Formal model for assessing business architecture maturity
26*Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Section 3.9
**Source: Business Architecture Innovation Summit, Reston, VA, March 25-26, 2014
Overview:
Business Architecture Maturity Model (BAMM)
Established and continues to be refined by business architecture
practitioners
Reflects practice-based, consensus-driven disciplines from A Guide to the
Business Architecture Body of Knowledge™ (BIZBOK® Guide)
1st version of BAMM beta tested at
Pfizer Pharmaceuticals**
Applies a 1-5 rating scale as follows:Initial (1), Managed (2), Defined (3), Strategically
Executed (4) and Fully Integrated (5)
Incorporates 21 business architecture
discipline and practice categories*
© Business Architecture Guild 2014
27*Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Section 3.9
Business Architecture Maturity Model (BAMM):
Why?
BENEFITS of using a business architecture maturity model*
Helps organizations keep the big picture in mind while providing a roadmap for
improvement
Condenses years of experience to establish a standard on which to build
Offers a common framework and language to help communicate
Provides valuable concepts and resources to organizations just getting started
Provides a standard to help resolve disagreements
Input to your business architecture ACTION PLAN
Provides specific criteria to determine your level of business architecture maturity
Based on the results, you can use the information to define an action plan
Includes a surveying component to capture the voice of the business stakeholder
Business stakeholder input ensures that your organization “matures” business
architecture from an evidentiary perspective
© Business Architecture Guild 2014
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Category 4 1. Initial 2. Managed 3. Defined 4. Strategically Executed 5. Fully Integrated
Management
Involvement*
Business
management
actively engaged in
the sponsorship,
governance, and
direction of the
adoption and use
of the business
architecture.
Minimal or no
management
involvement exists.
Some management
may inhibit progress.
Management
dedication to
business architecture
and requirements is
poor / unacceptable
by industry standards.
Level of support from
the organization, as a
whole, is non-existent.
Some senior management
recognition of business
architecture value exists.
There is executive
sponsorship with limited
first line recognition or
participation.
Management dedication to
business architecture and
requirements is just
adequate by industry
standards.
There is limited
management team
awareness or involvement.
Level of support and
acceptance from the
organization is limited or
minimal.
Management awareness of
business architecture efforts
exists. There is some resistance
to implications and benefits of
having defined business
architecture.
Organizational use of business
architecture output is on a
reactive or prove-a-point basis.
There is misalignment between
executive and management -
some see benefit, others do not.
Management dedication to
business architecture and
requirements is good by industry
standards.
Senior management is aware
and actively supportive of
architectural standards, but this
has not rippled through the
management hierarchy.
Level of support the organization
provides is not entirely
consistent across management
levels and business units.
Senior management is directly
involved in business
architecture review processes
and governance.
Management dedication to
business architecture is
excellent by vertical industry
standards.
Level of support the
organization gives to business
architecture is strong,
consistent, and adequate.
Management status updates
are provided to ensure
communication of reviews and
governance results are
executed.
Management support is
clear and consistent.
Management reviews
business architecture
process, progress,
governance, cycle times and
variances.
Management is involved in
optimizing process
improvements in
architecture development
and governance.
Business architecture is
completely owned by the
business. IT is a key
stakeholder.
There is senior management
involvement and direction in
optimizing process
improvements in business
architecture evolution,
utilization, and governance.
*Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Appendix B3
Sample Evaluation Criteria:
Category 4, “Management Involvement”
© Business Architecture Guild 2014
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Category 9 1. Initial 2. Managed 3. Defined 4. Strategically Executed 5. Fully Integrated
Business
Architecture
Mapping –
Value*
No value mapping
concept is in
place.
Common understanding of
value stream integration is
emergent.
Value streams have been
completed for at least one
line of business.
Enterprise value streams are
being defined within the
enterprise, and cross mapping to
capabilities within that line of
business is complete.
Enterprise value streams have
been defined for the enterprise
and are published so the
business is able to see the things
of value to its customers.
Value stream cross-mapping to
capabilities is complete for key
customer-facing value streams.
Value maps reflect an outside-in
view, and are evaluated from the
perspective of the
customer/stakeholder.
Value has been defined for the
organization, and heat mapped
to the capabilities.
Value streams are the main link
from strategic planning to
capability perspectives as it
relates to stakeholder value
delivery.
Value streams are used to define
business priorities and roadmap
definition.
Value stream cross-mapping to
capabilities is complete for all
defined value streams.
Value mapping is used to
organize and synchronize
product planning, stakeholder
analysis, and business
initiatives.
Validation rules are used to
ensure value is appropriately
defined.
Value streams are used as
framework for developing
business design perspectives
and business / IT architecture
alignment.
Value mapping is used to
address competitive or strategic
issues, business planning, etc.
to understand complex business
challenges.
Value stages and streams are
leveraged broadly to inform and
deploy strategy.
Business roadmaps and funded
initiatives are fully articulated
using value streams.
Value streams are one focal
point for portfolio planning,
strategic business design, and
third party analysis.
*Source: A Guide to the Business Architecture Body of Knowledge™ (BIZBOK® Guide), Version 3.5, Appendix B3
Sample Evaluation Criteria:
Category 9, “Value Mapping”
© Business Architecture Guild 2014
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Takeaways
Why this is valuable to your executives:
What you can do to get starting now:
© MEGA International 2014
Secure peace of mind by following an established ideal that provides the best
way to derive value from business architecture
As a business architecture program matures, management can have more
involvement and direction in the evolution, utilization, and governance of business
transformation
Meet with management to discuss where you can improve your maturity ratings
based on applicable areas of focus and industry norms
Obtain a copy of the Business Architecture Maturity Model (BAMM)*
Perform a “snapshot” business architecture maturity assessment to see where
your practice rates against industry established norms
*BAMM is part of the BIZBOK® Guide, available from the Business Architecture Guild, www.businessarchitectureguild.org
© Business Architecture Guild 2014
Continue improving model by adding additional categories to fully align
with content in BIZBOK®
Incorporate a new section in BIZBOK® which provides instructions and
tools on how to properly perform a maturity assessment using the
BAMM
Partner with other Guild Collaboration teams to incorporate their ideas and
maturity criteria into the model for their respective areas of
responsibility
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NEXT STEPS FOR BAMM COLLABORATION TEAM
COMPETENCY MODELSM a r y L l o y d a n d L i n d a F i n l e y
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July 15, 2014 Interactive Discussion
THE COMPETENCY COLLABORATIVE TEAM
Taurai Ushewokunze, Vayase Consulting
Linda Finley, Leadership Advantage
Michael Clark, Merck
Bryan Oak, LIBA
Kristen Pavelka
Tony Richards
Copyright 2014 @ Business Architecture Guild33
Business Architecture Competencies Section
Breakout
Appendix B2: Business Architecture Roles and
Competencies
Business Architect Outcomes Mapping
Section 3.2 Business Architecture Governance
Applied Scenarios
Team Next Steps
34
© Business Architecture Guild 2014
Role Competency Type BIZBOK Application of Competence
Business Sponsor Decision Making Professional
Business Sponsor Promoting Behavioural Build support across the business
Business Sponsor Influencing Behavioural Help with holistic adoption of Business Architecture
Business Sponsor Regulating Professional Avoid lopsided sponsorship of Business
Architecture Views
Business Architecture Team Leader Institution Building Professional Establish Robust business architecture with
common vocabulary
Business Architecture Team Leader Using Power Professional Reporting responsibility in the business
Business Architecture Team Leader Over Seeing Professional Not dictate direction, content or approach
Business Architecture Team Leader Representation Professional Spokesperson, ability to become the "face" the
team
Business Architecture Team Leader Facilitation Behavioural Business architecture working session facilitator
Business Architecture Team Leader Leadership Professional External team collaboration and management
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SAMPLE COMPETENCIES COMPENDIUMAPPENDIX B.2: BUSINESS ARCHITECTURE ROLES AND COMPETENCIESThe following table lists the Competencies required for each role in a Business Architecture Practice as well as BizbokTM examples ofwhere those competencies can be applied.
Continue improving model by refining matrices and framework
through member review
Continue to align and complete references to role within BIZBOK®
Incorporate a new section in BIZBOK® which provides instructions
and tools on business architecture competency development
Continue to seek comparative models as they evolve worldwide
Continue to develop use cases/case studies by which to apply and
develop competencies
Partner with other Guild Collaboration teams to incorporate their
ideas and maturity criteria into the model for their respective
areas of responsibility
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NEXT STEPS FOR COMPETENCIES TEAM
Mary Lloyd
Linda Finley
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QUESTIONS?