What is Business Architecture?

Overview Agility matters today more than yesterday Previous methods for managing change were designed for the needs of yesterday Establishing trusted communications SOA is a key success factor for agility, but not where everyone is looking Business architecture is key for the business and for SOA adoption & agility

Overview Business architecture and business model are separable Process maps are valuable but business architecture exposes different information, and offers a schema for capturing the information We have industry-specific heat mapping tools that inform prioritization and validate focus Motion is the code name for tools and services offered based on a patent-pending model of business architecture

For the past several years, a gap between Business Business has had difficulty expressing strategy and requirements in terms that application developers and infrastructure implementers can easily exploit. Application developers and infrastructure implementers have had difficulty expressing opportunities for technology in terms that business can exploit. Business CI / IT Gap Some of the issues: Competitive business pressures Increased budget pressure Compliances Maintenance pressures Proliferation of technology And IT has been slowly widening

The Layers People / Resourcing IT Architecture Procedural Steps Business Architecture Capabilities and Connections Providing measurable visibility into your organization Real not perceived capability Honest Candid communications based on facts

6 Steps to Successful SOA Governance 1. Define Goals and Strategies 3. Define Metrics 5. Analyze and Improve Existing Processes 4. Put Governance Mechanisms in Place 2. Define Standards, Policies, Procedures Around Financial, Portfolio, Project, Service, etc These 6 steps allow a company to incrementally develop and mature their overall SOA and thus business goals 6. Refine and Go to the Next Level of SOA Maturity

What is a Capability? Communicate Status is the capability Rigorous schema Beyond how it is implemented, there is a great deal of other important information Metrics – how is it measured? Cost data Service level (like a service level agreement with outsourcing) – how it is and how it should perform Compliance and governance regulations Owner Customer Does it directly contribute to the performance of the parent capability, or the department or the overall organization (core capability) Is this capability a key part of what external organizations such as customers think of when they do business with the organization (identity/brand) Etc.

Framework for communication Plan 1. Determine goal(s) 2. Identify target audiences 3. Finalise key messages 4. Determine strategies 5. Determine activities 6. Determine evaluation mechanisms.

Principles of Effective Communication Credibility – approach/communicators To involve, not just inform Trusted and respected communicators Visible management support Face to face communication Avoid information overload Consistent messages To repeat messages and vary mechanisms To create demand; encourage team to pull for info, rather than management push Tailor communication to audience needs, and wants, not what you want to tell Central co-ordination Manage expectation Listen and act on feedback.

Progress in Motion?

Point to profits Increasing alignment

Motion Phase 1 Establish Project Context Task A: Generate Level 1 Capability Map Task B: Generate Level 2+ Capability Map Task C: Develop Project Objectives Statement Task D: Create Project Context Document Task E: Perform Capability Performance Assessment Task F: Evaluate Resources and Commitment Task G: Complete Phase Checklist and Create Deliverables Status Grid Workshop: Gate 1 – Decide Whether to Proceed with Project Phase 2 Capture Business Architecture Task A: Kick-off Project with Entire Team Task B: Gather Documentation on Existing Business Views Task C: Assess Financial Information Task D: Reconcile Business Views to Project Objectives Task E: Go In – Map Capabilities Below Level 2 Relevant to Project Context Task F: Go Up – Connect Operations Capability Levels 1 and 2 to Project Context Task G: Go Out – Connect Environmental Constituent Capabilities to Project Context Task H: Go Down – Cross Reference Capabilities to Organizational Units, Business Objectives and Financials Task I: Complete Phase Checklist and Update Deliverables Status Grid Gate 2: Check Completeness of Operational, Environmental, and Financial Framing: Off- Ramp Phase 3 Complete As-is Business Architecture Task A: Identify and Document Capability Connectors Relevant to Project Context Task B: Identify and Document Capability Service Level Expectations Relevant to the Project Context Task C: Reconcile Business Architecture with People, Process/Procedure, and Technology Views Task D: Complete Phase Checklist and Update Deliverables Status Grid Workshop: Gate 3 – Understand Business Architecture Phase 3 – Complete As-is Business Architecture: Off-Ramp Phase 4 Recommend Next Step Task A: Identify Improvement Leverage Points and Improvement Impediments Task B: Select Appropriate Improvement Model Task C: Develop Next Step Recommendation Task D: Project Opportunity Statement Risk Identification Task E: Complete the Phase Checklist and Transition Project Team Task F: Deliver Final Project Recommendation Deliver Final Project Recommendation Understand Business Architecture Check Completeness of Operational, Environmental, and Financial Framing Decide Whether to Proceed with Project