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Business Architecture. Paul Turner. Kiev November 2012. The breadth of Business Analysis . Strategic analysis. Business analysis. Business case. Requirements engineering. Solution development. The breadth of Business Analysis . Business Architecture. Strategic analysis.

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business architecture

Business Architecture

Paul Turner

Kiev November 2012

slide2

The breadth of Business Analysis

Strategic analysis

Business analysis

Business case

Requirements engineering

Solution development

slide3

The breadth of Business Analysis

Business Architecture

Strategic analysis

Systems Thinking

Business analysis

Business case

Systems Modelling

Requirements engineering

Solution development

Agile development

slide4

The breadth of Business Analysis

Business Architecture

Strategic analysis

Systems Thinking

Business analysis

Business case

Systems Modelling

Requirements engineering

Solution development

Agile development

slide6

What is Business Architecture?

“The structure and behaviour of a business system . Covering business functions or capabilities, business processes and the roles of the actors involved in these.

Business functions and business processes are mapped to the business goals and business services they support, and the applications and data they need”

"A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands."

Business Architecture Guild

or simply:

“The business strategy, governance, organization, and key business processes.” TOGAF

uses of a business architecture
Uses of a Business Architecture
  • Develop a perspective on an organisation’s strategic/competitive differentiators, and fully understand what it is and what it is doing
  • Understand the key value streams used to deliver its value proposition
  • Provide a way to quickly and effectively implement strategy through defined approaches, processes and organisation wide frameworks
  • Make better-informed and more comprehensive business decisions
  • Solve complex enterprise business problems
  • Define detailed business needs, to be used as input for business and IT solutions
  • Ensure the success of an overall Architecture by serving as the driving force for the IT Architecture
slide9

The impact of Business Architecture

  • Consider the relationship with:
  • Strategy
  • Governance
  • Business Capabilities
  • Business Change

F

Focuses on WHAT the

business needs to do

rather than HOW it

does it

business architecture fit within an organisation
Business Architecture fit within an organisation

Creates a direct, clear linkage between executive intent and organisational action

Strategy drives changes to

Architecture

Architecture translates

Strategy for Execution

Execution

Strategy

Architecture

Architecture informs and

refines Strategy

Execution enables and

generates improvements to

Architecture

Provides a structured approach to making strategic and operational investment decisions

slide11

Systemic change

Systemic change is one where

the impact of any change is considered

in respect of the whole ,and the

relationships between the individual

parts to one another

i.e. see the bigger picture

slide12

Cause and effect

The solution to one

problem may cause

another bigger

Problem

We may act to produce

short term benefits

leading to long term costs

the role of the business architect
The role of the Business Architect

The Business Architect converts high-level

business strategy and business needs …….

……. into an integrated vision of the future

……. and then redesigns the business capabilities

necessary to deliver the goals of the vision.

This provides a holistic, complete and co-ordinated

set of business models the best of which become

roadmaps for future profit and growth.

These roadmapscan then broken down into initiatives

for implementation

slide14

Aspects of a Business

Capabilities

Organisation

Information

Value

Streams

Source: Business Architects Guild

slide15

Aspects of a Business

Customers,

Partners &

Competitors

Policies, Rules,

Regulations

Vision,

Strategies &

Tactics

Capabilities

Organisation

Information

Products &

Services

Value

Streams

Initiatives

& Projects

Metrics &

Measures

Decisions

& Events

Business Architecture

Source: Business Architects Guild

slide16

POPIT™ – taking a holistic approach

Business

Motivations

Organisation

Information

&

Technology

Processes

People

Business Architecture Blueprints

slide17

POPIT™ – taking a holistic approach

Business Models

External Business Environment

Organisational Capabilities

Organisational Memory

Organisation

Information

&

Technology

Processes

People

Business Architecture Blueprints

slide18

POPIT™ – taking a holistic approach

Business Models

External Business Environment

Organisational Capabilities

Organisational Memory

Organisation

Value Propositions

Value Chains

Core Business Processes

Business Services

Information

&

Technology

Processes

People

Business Architecture Blueprints

slide19

POPIT™ – taking a holistic approach

Business Models

External Business Environment

Organisational Capabilities

Organisational Memory

Organisation

Value Propositions

Value Chains

Core Business Processes

Business Services

Roles and Job Descriptions

Skills and Competencies

Management Activities

Culture

Communication

Information

&

Technology

Processes

People

Business Architecture Blueprints

slide20

POPIT™ – taking a holistic approach

Business Models

External Business Environment

Organisational Capabilities

Organisational Memory

Business Information Models

Information Standards

Technical Architecture

Application Architecture

Organisation

Roles and Job Descriptions

Skills and Competencies

Management Activities

Culture

Communication

Value Propositions

Value Chains

Core Business Processes

Business Services

Information

&

Technology

Processes

People

Business Architecture Blueprints

slide21

Business Architecture scenarios

  • Example business scenarios might include:
  • Mergers and acquisitions
  • Business unit consolidation
  • New product deployment
  • New line of business
  • Outsourcing of a business capability
  • Regulatory compliance
  • Divesting a line of business
  • Implementing a new way of working
slide22

Business Architecture Framework

Business

Motivations

Business

Architecture

Scenarios

Business Architecture views

(Blueprints)

examples of business architecture documentation
Examples of Business Architecture documentation
  • Business Context
  • Business glossary of terminology and concepts
  • Business capabilities (represented in a Business Capability Model)
  • Detailed Business Capabilities (Business Requirements)
  • High level business processes (often represented in a value stream model)
  • More detailed business processes and workflows
  • Organisational units and roles
  • Business rules
  • Business data elements and metrics
slide24

So how does this effect Requirements Engineers?

  • To contribute to the bottom-up construction of the
  • Business Architecture
  • Help evaluate business ideas and initiatives
  • Assess impact of suggested changes
  • Encourage re-use
  • Model using architecture artefacts
  • Understand knock-on effects of change
  • Ensure changes are reflected back into the architecture
business architecture1

Business Architecture

Paul Turner

paul.turner@assistkd.com