Driving your BA Career: From Business Analyst to Business Architect

| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPR ISE ARCHITECTS © 201 31

Driving your BA Career.

From BA to BAFinal –v2.0.0- August 2014

Craig Martin

Chief Architect of Enterprise Architects


About e

zeroHOURS A DAY

BACK OFFICEVENDOR ALIGNMENT

MORE THAN 1600 PEOPLE

TRAINED IN ARCHITECTURE

PRACTICES (AND RISING)

12YEARS IN BUSINESS 8

GLOBAL OFFICES1600

MORE THAN 10,000 DAYS OF

ARCHITECTURE SERVICES

DELIVERED LAST YEAR

10,000

one COMMON METHOD

20four

sixOPERATING IN

6 CONTINENTS


Our Services

Servicing the

Strategy and Architecture

needs of

Global Organisations

STRATEGY CONSULTING

• Business Architecture

• Strategic Services & Operating

Model Design:

» Business Services & Capabilities

» IT Services & Capabilities

• Segment Strategies and Roadmaps:

» Customer Experience & Digital

» Enterprise Information

Management

» Big Data Analytics

» Applications

» Cloud & Infrastructure

» Security, Risk & Resilience

» Innovation Management

PRACTICE DEVELOPMENT

• Architecture Service Model Design

• Architecture Operating Model

Design

• Service and Capability Readiness

Assessment

• Professional Training and

Certification (Business Architecture,

Information Management, TOGAF®,

CDMP®, ArchiMate® and Design

Thinking)

• Project Architecture Resources

• Architecture Talent Strategy and

Professional Development

• Architecture Back Office Services


our clients

| DR IV ING YOUR BA CARE E R – FROM BA TO BA | E NTE RPR ISE ARCHITE CTS © 201 46K

WHY


Utility

(Foundation)

Innovate

Build

Advantages

Assemble

Prolong

Advantages

Mix

Reduce

Disadvantages

What's Business About?

The Building Block Analogy

Differen

tiation


Finding the Right Business Mixes

The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable formulas space

Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes

Ultimately all innovative algorithms will become utility.

* From Roger Martin (2009) The Design of Business


The Right Business Mix Results in Cohesion Which Increases Performance

Companies with a High Level of Cohesion affect EBIT Directly

4%

8%

12%

16%

20%

24%

28%

32%

0 20 40 60 80 100 120

EBIT

mar

gin

, 20

03

-20

07

Capabilities coherence score

Coca-Cola

Wrigley

PepsiCo

Kimberly-Clark

Sara Lee

ConAgra Merck

Unilever

H.J. Heinz

Kraft

General Mills

Clorox

Campbell Soup Company

P&G

*Adapted from “The Coherence Premium” –Harvard Business Review, June 2010

A coherent organization is one that is thought of and executed as a whole


The Goal of A Good Business Model is to Create Coherence

• A Coherent Business Model is one that is synchronised around:

» its market position,

» its product and service portfolio; and

» its most distinctive strategic capabilities

• All of the above working together as a system

• To bring coherence to these components requires a variety of business skills and disciplines

Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating

THE ENVIRONMENT

BUSINESS MODEL

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering:

Services/Products

Processes/ Value Chains

Capabilities

Business Service

Functions

Data

Applications

Technology

MARKET

MODEL

OPERATING

MODEL

SERVICE

MODEL



GOAL: Exploitation;

Reliability

Produce consistent,

predictable outcomes

GOAL: Exploration; Validity

Produce outcomes that

meet an objective

Coherency requires a balance of goals and thinking types

The Challenge is identifying the right skills in the organization that are able to traverse the domains of innovative intuitive

thinking, and reliable analytical thinking .

Unresolved

Business

Challenges

Heuristics

Rules of

thumb

Robust, repeatable

and replicable

processes

A reliable system will

produce the same test

results every time

A valid system will

produce a result that is

shown, through the

passage of time, to be

correct

Who is best qualified to operate here?


THE KNOWLEDGE

FUNNEL

Non-core but complex -

Outsource

Innovation, chaos &

unresolved mysteries

HIGH

HIG

H

LOW

LO

W

Must be done but adds little value

to product or services

Very important to success, high value added

to products and services

STRATEGIC IMPORTANCE & VALUE

CO

MP

LEX

ITY

AN

D D

YN

AM

ICS

Complex negotiation,

design, or decision process

Many business rules;

expertise involved

Some business rules

Procedure or simple

algorithm

Non -Core

Competencies

Core Differentiating

Competencies

Everyday, highly

repeatable and

automated

Make repeatable and

reliable to gain

efficiency

Core Competitive

Competencies

Certain Business Disciplines Are Required to Reduce the time to codify

Key disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable processes

Source: Adapted from “Business Process

Change” by Paul Harmon

GOAL: Reliably produce

consistent, predictable

outcomes

GOAL: Validity- Produce

outcomes

that meet desired

objectives


The Results of Disruption

the commodity space is growing, making the differentiation space more competitive

Non-core but complex

- Outsource

Innovation, chaos &

unresolved mysteries

HIGH

HIG

H

LOW

LOW

Must be done but adds little value to

product or services

Very important to success, high value added to

products and services


CO

MP

LEX

ITY

AN

D D

YN

AM

ICS

Complex negotiation, design,

or decision process

Many business rules; expertise

involved

Some business rules

Procedure or simple algorithm

Non -Core

Competencies


Competencies

Everyday, highly

repeatable and

automated

Make repeatable and

reliable to gain

efficiency

Core Competitive

Competencies

Non-core but complex -

Outsource

Innovation, chaos

& unresolved

mysteries

HIGH

HIG

H

LOW

LOW

Must be done but adds little value to

product or services

Very important to success, high value added to

products and services


CO

MP

LEX

ITY

AN

D D

YN

AM

ICS

Complex negotiation, design,

or decision process

Many business rules; expertise

involved

Some business rules


Non -Core Competencies


Competencies

Everyday, highly repeatable

and automated

Make repeatable

and reliable to

gain efficiency

Core Competitive

Competencies

Opportunity or Threat?


K

WHO?


What we have found in large accounts

Cohesion Mandate

Undefined - Enterprise Planning Ownership

An ownership gap for business architecture exists - Lines of responsibility around coherency

and business architecture, are often unclear

En

terp

rise

Perf

orm

an

ce

Capabilit

ies

X-F

un

ctio

nal C

apabilit

ies

Fu

nct

ion

al C

apabilit

ies

CONTEXT

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering:

Services/Products

Processes/ Value Chains

Capabilities

Business Service

Functions

Data

Applications

Technology

MARKET

MODEL

OPERATING

MODEL

SERVICE

MODEL

Strategic

Architecture

Mandate –

Business

Ownership

IT

Architecture

Mandate –

IT Ownership

Business

Architecture

Mandate

Undefined


Getting Closer to Business

Business Stakeholders are seeking more value, but are often receiving more complexity

TOGAFBusiness Stakeholder Relationship Management

Who is best qualified to own

this space?


Discipline Confusion

Confusion reigns around which disciplines are used for what situations

STRATEGIC PLAN

MARKETING PLAN

OPERATIONAL PLAN

DELIVERY & EXECUTION

OPERATIONS

Planning Delivering Operating

PORTFOLIO, PROGRAM AND PROJECT

MANAGEMENTBUSINESS ARCHITECTURE

ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN

BUSINESS PLANNING SOLUTIONS ARCHITECTURE

SOLUTIONS DEVELOPMENT

ENTERPRISE DESIGN

BUSINESS ANALYSIS

Environment analysis / SWOT,

competitor / Business motivation /

Product and portfolio analysis /

Strategic Options

Market analysis and forecasting Model the business / Evaluate and

select strategy / Risk and funding

analysis

Project, portfolio and program

management, solutions delivery

Daily operations, run the business


Discipline Confusion

The confusion and lack of results is often a caused by the breakdown of inter-discipline relationships, and not necessarily internal discipline operating models

BUSINESS

PLANNING

OPERATIONS

MANAGEMENT

ENTERPRISE

ARCHITECTURE

PORTFOLIO /

PROJECT

MANAGEMENT

SOLUTION

ARCHITECTURE

SOLUTION

DEVELOPMENT

Business Direction

Runs the

Enterprise

Delivers

Structured

Direction

EN

TE

RP

RI

SE

PL

AN

NI

NG

Project Management Governance

Delivers

*Adapted from TOGAF 9.1


Business Architecture and Business AnalysisWhich of these disciplines are the most qualified to handle the relationship with the stakeholder?

Context of Work

Un

der

lyin

g C

om

pet

ency

Detail Focus Big Picture

Fou

nd

atio

nal

Ad

van

ced

Entry

level

BA

Junior

BA

Inter-

mediate

BA

Senior

BA

Advanced

Generalist

BA

Analyst

BizArch

Senior

BizArch

Principal

BizArch

Master

BizArch

Distinguished

BizArch

Business

Analysis

Business

Architecture

Strategic Business Architect

Principal BusinessArchitect

Business

Architect


Overlap in BA and BA type roles

Adding Additional Business Domains provides a greater Insight into the different role types

Environ.

Models,

Competitor

Analysis,

Strategic

Diagnosis

Segmentation

Positioning,

Strategy Map,

Decision Trees

Perceptual

mapping,

distribution

channels and

models

Customer

Experience,

Journey Maps,

Learning Maps

Campaign

Models,

Advertising

Messages, Key

Messages

Competitor

Strategy,

Expansion

Strategy,

Innovation

Strategy

Marketing Mix,

Product

Lifecycle

Model, Pricing

and Cash Flow

analysis

Regression

Analysis and

forecasting,

Platform and

Expansion

Plans

Design models,

Value Maps,

Product and

Offering Maps,

Design Models

Product Line

plans

Motivation

Model, Driver

Trees, Systems

Theory

Org. Model

and Structures,

Org. Culture,

Partner and

supplier

models

Change

Models,

Organization

Unit model,

Org. learning

models

Resource

Management

and Scheduling

procedures

Contracts, Time

and Expense

Procedures

Performance,

Business

Structures,

Value Maps

Risk Models,

Growth

Models, Capital

Structure

Models

Performance

Alignment

model, Root

Cause Model

Balanced

Scorecard,

Financial

reporting

Financial

Reporting

Procedures,

EPM

Value Chain,

Value Streams,

Decisions &

Events

Capability

Models

Process Maps

Function

Models

Use Cases

Process Models

Workflows &

Activities

Operating

procedures

Info Mgt

Principles

Info Use

Policies

Meta-Data

Definition

Subject

Classification

Information

Classification

Enterprise Info

Model, Info

Lifecycle

Model, Human

Interface

Model

Custodian

Model,

Integration

View,

Presentation

Models

Security Rules,

BI Reports,

User Interface,

Warehouse

and datamarts

Health

Assessment

Application

Principles

Application

Framework

Current State

Target State

Services

Definitions

Function

Models

Wiring

Diagrams

Activity Views

Patterns

Deployment

Model

Application

Standards

Resource

Estimates?

Class/Module

View

Configuration

Models

Data Principles

Reference Data

Stds

Data

Dictionary,

Data quality

processes

Data Directory

Field Level

Views

Technology

Watch

Health

Assessment

Asset Lifecycle

Technology

Principles

Tech Reference

Model

Current State

Target State

Service

Catalogue

Service

Definition

Mud Maps

(N/W, etc.)

Technology

Standards

CMDB

Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology

Enterprise Architect

Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business

Architect

Strategic

Business Architect

Principal

Business Architect

Senior Business Analyst /

Senior Business ArchitectAnalyst Business Architect

Business Analyst


Overlap in BA and BA type roles

This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space

Environ.

Models,

Competitor

Analysis,

Strategic

Diagnosis

Segmentation

Positioning,

Strategy Map,

Decision Trees

Perceptual

mapping,

distribution

channels and

models

Customer

Experience,

Journey Maps,

Learning Maps

Campaign

Models,

Advertising

Messages, Key

Messages

Competitor

Strategy,

Expansion

Strategy,

Innovation

Strategy

Marketing Mix,

Product

Lifecycle

Model, Pricing

and Cash Flow

analysis

Regression

Analysis and

forecasting,

Platform and

Expansion

Plans

Design models,

Value Maps,

Product and

Offering Maps,

Design Models

Product Line

plans

Motivation

Model, Driver

Trees, Systems

Theory

Org. Model

and Structures,

Org. Culture,

Partner and

supplier

models

Change

Models,

Organization

Unit model,

Org. learning

models

Resource

Management

and Scheduling

procedures

Contracts, Time

and Expense

Procedures

Performance,

Business

Structures,

Value Maps

Risk Models,

Growth

Models, Capital

Structure

Models

Performance

Alignment

model, Root

Cause Model

Balanced

Scorecard,

Financial

reporting

Financial

Reporting

Procedures,

EPM

Value Chain,

Value Streams,

Decisions &

Events

Capability

Models

Process Maps

Function

Models

Use Cases

Process Models

Workflows &

Activities

Operating

procedures

Info Mgt

Principles

Info Use

Policies

Meta-Data

Definition

Subject

Classification

Information

Classification

Enterprise Info

Model, Info

Lifecycle

Model, Human

Interface

Model

Custodian

Model,

Integration

View,

Presentation

Models

Security Rules,

BI Reports,

User Interface,

Warehouse

and datamarts

Health

Assessment

Application

Principles

Application

Framework

Current State

Target State

Services

Definitions

Function

Models

Wiring

Diagrams

Activity Views

Patterns

Deployment

Model

Application

Standards

Resource

Estimates?

Class/Module

View

Configuration

Models

Data Principles

Reference Data

Stds

Data

Dictionary,

Data quality

processes

Data Directory

Field Level

Views

Technology

Watch

Health

Assessment

Asset Lifecycle

Technology

Principles

Tech Reference

Model

Current State

Target State

Service

Catalogue

Service

Definition

Mud Maps

(N/W, etc.)

Technology

Standards

CMDB

Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology

Enterprise Architect

Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business

Architect

Strategic

Business Architect

Principal

Business Architect

Senior Business Analyst /

Senior Business ArchitectAnalyst Business Architect

Business Analyst


Lack of Opportunity

The Current Business Analysis Career Path Dilutes the true Value

The progression or the business analyst often moves from business understanding to management and delivery type functions

Time

Kn

ow

led

ge O

f B

usi

nes

s

Entry Level BA

JuniorBA

Intermediate BA

Senior BA

BA Project Lead

BA Program Lead

BA Practice Leader

Business Relationship

Manager

Principal Business Architect

Strategic BusinessArchitect

Delivering PathThought leadership in terms of the utility layer, standards, replicating, reliability etc.

Managing PathThought leadership in terms

of management, delivery, change and politics

Planning PathThought leadership in terms

of innovation, business models and mixes


K

WHAT


Why is there Lack of Opportunity?

• Risk driven

» Activities that produce consistent, predicable outcomes are more likely to attract investment due to lack of risk

• Utility Driven

» Business Analysis as well as business architecture are often seen as utility disciplines that provide the building blocks for the “actual” business

• Delivery Driven

» The business is in a delivery phase and the focus is therefore on delivery of outcomes through projects and programs

• Organization Driven

» Due to organization structures, there is less room at the top and hence less opportunity for those types of individuals.

• Performance Driven

» It is easier to measure the reliability dimension

• Politically Driven

» “In Corporate settings, high level heuristics are generally in the hands of highly paid executives who, out of sheer self interest, are reluctant to share that space and skill”

» There is strong ownership of the business outcomes and hence business is reluctant to relinquish control to what it sees as “outside” the business

• Mandate Driven

» Ultimately all of the above are driven by the mandate

» If the mandate from the business is for improved business performance or market share then the opportunity will exist


Improve project

performance

Improve enterprise wide

investment performance

Improve Business Performance

Improve Market Performance

A

B

VA

LUE

MANDATE

C

E

Improve Product and & Service

Performance D

Responsibility Depends Upon The Mandate from Business

The EA Mandate - Value Increases when Mandate Increases.

Business Architecture is

seen as a positive

progression away from

IT

Maximize Product Profitability

Maximise Market Share

Maximise Customer Lifetime

Value

…but in fact

business

architecture spans

this entire curve.

Therefore the higher

the mandate, the

higher the value

*Adapted from Ruth Malan, Dana Bredemeyer


How Does the Mandate Affect Business Roles?

There are three areas that we can align to general BABOK language Lets Call this space the Enterprise Planning

and Performance space

Lets Call this space the Business Improvement

space

Lets Call this space the Business Transition

space

Improve project

performance




Improve Market

Performance

A

B

VA

LUE

MANDATE

C

E

Improve Product and

& Service

Performance

D


What are the Dominant Skills Across the Mandate?

The required Skills will therefore vary across the mandate

Improve project

performance




Improve Market

Performance

A

B

VA

LUE

MANDATE

C

E

Improve Product and

& Service

Performance

D

ElicitationBusiness Analysis PerformanceRecommendation of Improvements

Enterprise analysisDetermine business processes

Requirements analysis mngmnt and comms

Addressed by SFIA

Addressed by SFIA

Lean thinkingSix SigmaTQMTOC

Planning and monitoring Solution assessment and validation

Program and Portfolio mngmnt and GovernanceRisk mngmntChange MngmntBenefit Realisation

Gap in SFIA

Shareholder Value AnalysisValue Maps and Driver treesStrategic PlanningOrganisation DesignEconomics and AccountingSystems Thinking Corporate Governance

Quantitative AnalysisProduct StrategyDesign ThinkingEnterprise Planning


What might the roles look like across the Mandate?

The true value of each role is reached when they operate within their “sweet spot”

Improve project

performance




Improve Market

Performance

A

B

VA

LUE

MANDATE

C

E

Improve Product and

& Service

Performance

D

Entry Level BA

Junior BA

Intermediate BA

Senior BA

Principal Business Architect

BA Project Lead

BA Program Lead

BA Practice Leader Business

Relationship Manager

Strategic BA

Distinguished BizArch

Master BizArch

Business Architect

Analyst BizArch

BABOK does not recognise a hybrid overlap between the Business Analyst and

the Business architect

Senior BizArch


Strategies for Moving up the Curve to Open the OpportunitiesOrganizational Rhythms: Closer alignment to the planning cycle


‘Enterprise Lifecycle's

2014 © Enterprise Architects PTY LTD

PER

OR

MA

NC

E

TIME

ENTERPRISE

BRAND PLATFORM

BUSINESS MODEL

BUSINESS CAPABILITIES

PRODUCT

Constant change is moving upwards fasterorganizations…and architects need to be able to provide the means to enable this change


Strategies for Moving up the Curve to Open the Opportunities

Provide Structural insight into strategic scenarios

• Strategic option analysis - for a more informed understanding of the potential impact of each scenario on the business.

• This helps the business to compare investment choices and effort before executing


Strategies for Moving up the Curve to Open the OpportunitiesCreation of a Unified Team of cross enterprise disciplines

Change Manager

Finance

PMO

Business Improvement

Strategy

Technology

• Combination of People, Process & technology to drive out an outcome through projects



Scenario 1: Business improvement - spawning initiatives from the strategy map

STRATEGIC THEMES

Initiative 5

Initiative 6

STRATEGIC THEMES

Initiative 1

Initiative 2

STRATEGIC THEMES

Initiative 3

Initiative 4

Mandate: Improve enterprise wide

program and portfolio performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Initiatives straight from strategy often results in loss of cohesion



Strategic

Planning

Business

Planning

Portfolio and

Project

Management

Business

Architecture

Solution

Architecture

Solution

Development

Scenario 1: Business improvement - spawning initiatives from the strategy map. PMO drives the

architecture efforts

Business Analysis



Scenario 2: Business Transition - developing the unified business model

STRATEGIC THEMES

Capability 5

Capability 6

STRATEGIC THEMES

Capability 1

Capability 2

STRATEGIC THEMES

Capability 3

Capability 4

Mandate: Improve Business

Performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Creating a single unified business model helps build cohesion across the enterprise



Strategic

Planning

Business

Planning

Business

Architecture

Portfolio and

Project

Management

Solution

Architecture

Solution

Development

As business architecture provides more value, its is being positioned above the delivery and execution space

Business Analysis



Injecting Business Architecture into the strategic scenarios will Improve the

Strategic Decisions as well as the execution of that strategyMandate: Improve

market performance

Scenario 3: Planning and Performance - defining the

business model for candidate strategic scenarios

Mission Vision VISIONARY

Str

ate

gie

sG

oals

ST

RA

TEG

IC

Tactics Objectives TACTICAL

Semi

Integrated

Universal

Bank

Product

Specialist

Customer

Owner

Infrastructur

e Provider



Strategic

Planning

Business

Architecture

Business

Planning

Portfolio and

Project

Management

Solution

Architecture

Solution

Development

Facilitating Business Architecture as a strategic tool in the planning process is where the greatest value lies

Business Analysis


Enterprise Design


Strategic

Planning

Business

ArchitectureService Design

Business

Planning

Portfolio and

Project

Management

Solution

Architecture

Solution

Development

Combining business architecture with design thinking provides a much broader value proposition where customer experience and value is linked directly to the architected components of the business. In other words the entire enterprise is architected to improve the experience the end customer has with the organization. Outside in as opposed inside out.

Business Analysis



• High maturity organizations have a clear linkage between Business architecture, strategic goals, and performance management

• These organizations also have a feedback loop which helps measure the progress towards objectives

• This feedback loop will also inform the next iteration of business strategy and architecture.

Piggy back off enterprise performance management as an onramp for business architecture



Aligning to value

What

value is

created?

How is

value

created?

How is

value

measured?

Senior managersmust have a solid analytical

understanding of whichperformance variables drive

the value of the company

An important part of VBM is a deep understanding of the performance variables that will actually create the value of the business – the key value drivers. Such an understanding is essential because an organization cannot act directly on value. It has to act on things it can influence –customer satisfaction, cost, capital expenditures, and so on.

The problem lies here



Co-Design with your stakeholders

C U S T O M E R P E R S O N A S

S E R V I C E M O D E LE M P A T H Y M A P

V P C A N V A S



• Provide executives with a cohesive, non-project based view of the investment spend

• Address Capex and Opex conflicts

• Address duplication of effort across the portfolio landscape

• Maintain alignment of the ensuing programs

• Allows business stakeholders to have a consistent business focussed view of the project investment and its status

Support the investment planning cycle and cohesion of programs

Removed



Choose your architecture sponsor carefully since it has a direct effect on the success of the architecture function.

= significant improvement

External consultants, or other individuals with recognized

credibility, strengthen your business case.

Highly placed business executives provide access to

funding and help assert governance over business

architecture. Executives with cross-functional

responsibility will make the best allies for your

architecture efforts

Executive sponsors involved in change are more open to

new initiatives and have access to discretionary funding.

(Source: Info-Tech Research Group; N=43)

48%

50%

40%

60%

64%

94%

77%

76%

70%

69%

0% 50% 100%

External consultant responsible

for business architecture

Most highly-placed executive

Person responsible for change

area

Business architect employed by

the company

Person integrating multiple

departments

Involvement of business sponsors affects

success of the Architecture function

Not involved Involved in sponsorship

If you have a choice of Architecture sponsors, look for external

consultants, high-placed executives, or those in charge of change areas.



• Find the heuristic super powers and use the business architecture techniques to develop the algorithms.

• Understanding the heuristics puts you in a position of strength, since rewards and status tends to go to those individuals with the best and most reliable heuristic.

• Motivation Models, cohesion planning, cross functional capabilities, journey maps, learning maps and value maps are all techniques to help understand the heuristic recipe

Improve the speed through the knowledge funnel using business architecture techniques


Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes



Moving unresolved business problems into the utility space is a journey across the complexity space that is supported by

both the business architects and business analysts

Software

Automation

Projects

Funds investment

Widget

assembly

Credit card approval

Inventory

Management

Outsourcing

Projects

Major re-

design

projects

Six-sigma based

process

improvement

analysts

New Product

design

Deals with other

companies

International

Delivery

On-line

purchasing

ERP based

process

improvement

Complex Processes, not part of company’s core competency: Outsource

Complex, dynamic processes of high value:

undertake business process improvement efforts that focus on

people

Straightforward, static commodity processes:

use automated ERP-Type applications and / or

outsource

Straightforward, static, and valuable: automate

to gain efficiency

High

Hig

h

Low

Low

Must be done but adds little value to product or services

Very important to success, high value added to products and

services

Strategic Importance

Pro

cess

Co

mp

lexi

ty a

nd

Dyn

amic

s

Complex negotiation, design, or decision process

Many business rules; expertise involved

Some business rules


Organization

Heuristics

Principal

Business

Architects

Business

Analysts

Strategic

Business

Architect

Senior

Business

Analysts

*Adapted from “Business Process Change” by Paul Harmon



Address concerns based architecture through standardisation and simplicity



Mix up the architecture to show its true value



Levelling, levelling, levelling

Level A

Value Chain

Level B

Capabilities

Level C

Core Processes in

cross functional capabilities

Level D

Business Process Flows

Level E

Operational Process Flows

Level F

Detailed Process Flows

Value Chain Objectives Scorecard

Capability Groupings Ownership Services

Core Processes Delivery Units Products

Processes Delivery Teams Systems

Sub Processes Roles System Functions

Detailed Processes Detailed Roles Transactions

x

x

x


33%

61%

0%

50%

100%

Did not use Did use


• Always tie models into existing strategic planning artifacts

• Mould architecture to current artifacts.

• Document to resonate, explain and communicate.

• Get to the bottom line. The absence of metrics outlining the efficiency, effectiveness, and agility gains of the business analysis and architecture discipline will drive the business away.

• Don’t think it’s your job to introduce business leaders to the practice of modeling - Business models may not look like EA models, but you have to find the link between the two paradigms to achieve business engagement in target state design

Tie target state models into existing strategic planning materials.

Usage of pre-existing business process diagrams drives business engagement

% b

usi

ness

engaged

(Source: Info-Tech Research Group; N=44)



• Value and differentiation still require

the use of the utility

• Its this utility that must be optimised

through the creation of algorithms

• You need the utility and the algorithms

to help build reliability and

repeatability

• Capital investment is predominantly

directed towards this reliability and

utility area since it is predictable and

manageable

Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives

Utility

(Foundation)

Innovate

Build

Advantages

Assemble

Prolong

Advantages

Mix

Reduce

Disadvantages


TOGAF, BABOK and BIZBOK

The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them

0 1 2 3 4 5

Supporting Techniques for completing the

outputs, workproducts and artefacts

Defined list of outputs, workproducts and

artefacts (Business Domain)

Standardised technique for defining outputs

A method to execute for the Business Domain

A method to execute for the Enterprise

An classification scheme

Competency model for the Business Domain

Practice development for the Business Domain

BABOK v2

BIZBOK 3.0

TOGAF 9.1


TOGAF and the Other ToolsTOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light

BIZBOK

Body of Knowledge Resources

Framework “Glue”

Complementary Methods and Frameworks


Frameworks and standardsTOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise

A Method of

Execution

A Classification

System

Structure of Views and

Models


K

HOW


“Architecture Thinking”

MOTIVATION MODEL BUSINESS MODEL

SERVICE MODEL

CAPABIL ITY MODEL

Peop le

ROADMAP

GOVERNANCE

* Closed feedback

loop to Motivation

Model

Vision

Strategy

Blueprinting

Roadmapping

Governance

I n format ion

Technolog y

Proces s

Design Thinking: Empathise, Define, Ideate, Prototype, Test

MARKET MODEL

MEANS ASSESSMENT

INFLUENCERS

ASSESSMENT

MEANS ENDS

MACRO

ENVIRONMENT

INDUSTR

Y SCAN

SWOT PERFORMANCE

• Financial

• Customer

• Internal (current)

• Internal (long-term)


A Method of Execution

TOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed content and methods for the domains

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business “hat” is worn in these phases since it involves the

innovate, mix and assemble activities

• The strength of the business architect in this space is

understanding the context and applying the right tools for that

context

• At this point it is advantageous to introduce the motivation

model, with specific reference focus as to how the customer

experience drives out the outcomes in the motivation model.

• The capability model often does not resonate here - so the

introduction of the underlying resource mix is more effective

e.g.. People, Process and tools

• A First iteration of these phases drives out the key enterprise

differentiation resources required to reach the outcomes

• A Second iteration drives out the products and services model

(4P’s - Product, Place, Price & Promotion) and what cross

functional resources we need to deliver these

• Journey management is a crucial aspect of the business

architect during this phase

• Some limited BABOK and BIZBOK techniques support this area



The Business Architect wears two hats when executing through this method

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business architect wears the architecture “hat”

in these phases since they involve the reliability and

utility activities

• The business architect has to understand architecture

in order to apply it and help the teams downstream

• This space requires more of the traditional

architecture models - the people, process and tools

resources can now be assembled and clustered into

capabilities

• The architecture community is strong in this space but

tends to be weak at requirements management

across the whole process

• Techniques and resources within the BizBok will

support the business architect efforts within these

phases

• There are a number of techniques within the BABOK

that the business analyst will use in supporting the

business architect across these phases



The Business Analyst already has a mature capability around requirements management

Preliminary

A.

Architecture

VisionB.

Business

Architecture

C.

Information

Systems

Architectures

F.

Migration

Planning

D.

Technology

ArchitectureE.

Opportunities

& Solutions

G.

Implementation

Governance

H.

Architecture

Change

Management

Requirements

Management

• The business analyst primary focus is to seek to

understand the business

• The focus of this understanding is more often

delivery and project based

• The business analyst skill supports requirements

elicitation across the whole lifecycle

• This complements the weakness of the

architecture community

• There are a number of mature methods and

techniques within the BABOK that support these

activities


Components

Train for Hard Skills, Coach for Soft Skills

Business Architecture Skills Maturity Curve Illustrative

Baseline Skills

•Modeling Business Context

•Modeling Business Process

•Modeling Business Requirements

•Modeling Business Information

•Using a Business Capability Model

•Use Case Modeling

“Success Differentiators”

•Application of Techniques

•Soft Business Architecture Skills:

oCraft and Implement Strategy

oDrive Collaborative behavior

oLeadership

oDrive Innovation and Optimization

Coach for Soft Skills

Train for Hard Skills

Value to Business

Skills Maturity


Team Structure

• Pragmatist and visionary » The pragmatist follows the money and works with what he sees

» The visionary follows the vision and works with what he visualizes

• The challenge for the business architect is to deal with both the analytical stakeholder as well as the intuitive stakeholder and try create synergy between these two

• Team works well when there is a common vision and a common purpose

• Mix the team on Myers Briggs scores


Team ProfilesCreating the right mix is crucial for a successful business team

Role Type Temperament &

Personality

Strengths

Business Architect ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better

way, always eyeing new projects, new enterprises, new

processes. Keenly pragmatic, and often become expert at devising

the most effective means to accomplish their ends.

Journey Manager ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better

way, always eyeing new projects, new enterprises, new

processes. Keenly pragmatic, and often become expert at devising

the most effective means to accomplish their ends.

Project Manager ENTJ Rational Field Marshall Give structure and direction, visualize where the organization is

going, communicate that vision to others. Organizational and

coordinating skills

Business Analyst INFJ Idealist Counsellor Understand and use human systems creatively, and are good at

consulting and cooperating with others. vivid imaginations and

poetic imagery and storytelling

Customer Experience ESTP Artisan Promoter Men and women of action, excellent negotiators. Charming,

confident, and popular, Promoters delight their friends and investors

with their endless supply of stories and jokes

IT Architect ISTP Artisan Crafter Masterful operation of tools, equipment, machines, and instruments

of all kinds. Action oriented


Questions?