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What does “Business Architecture” mean? How do we create a Business Architecture? And critically how do we practically apply it to help inform strategic decisions and investments? This talk will demonstrate the key points in creating a Business Architecture, the major artefacts and how to apply them. Introduction : What is a Business architecture & why do we need one? The Strategic Context: capturing and articulating business motivation The value system and the business value chain The Business Capability view What is a Business Capability?: How do we describe a Capability? Identifying strategically important Capabilities Measuring Capability maturity and gaps Views and viewpoints: Business & Technology Pain points Programme overlay: Are we investing in the right capabilities & applications to address them? Architecture interconnects: Business Architecture, Enterprise Architecture and the Strategic Roadmap Creating traceability from IT decisions to business goals Throughout a Case Study from Financial Services will be used to illustrate the approach
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B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 1
A Practical Application of Business Architecture
APPLYINGBUSINESS ARCHITECTURE
PRESENTED BY:David O’HaraPrincipal Consultant, EMEA
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 2
PRACTICAL APPLICATION OF BUSINESS ARCHITECTURE
› Introduction
› What is Business Architecture?
› Case Study: InsureCo
› Understanding Business Motivation› The Capability View and the Business ‘Anchor’
Model› Capability Model Overlays
› Measuring Capability Maturity
› Capabilities and Applications
› The Strategic Roadmap
› Summary
› Q&A
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 3
INTRODUCTION
› 20 years in Business-facing roles in the IT industry, mostly private sector (Telco, Retail, FS…)
› Practice Manager (EMEA) at Enterprise Architects
› Business Architecture practitioner & trainer
› Specialising in Business Architecture over 9+years:
» Business Engagement
» Business Motivation
» Capability Driven Planning
» Enterprise Roadmaps
» Building EA PracticesDAVID O’HARA
Enterprise / Business Architect
TWITTER:
@DaveO_EA
BLOG:
www.davidaohara.com
EMAIL:
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 4
JOIN THE DISCUSSIONFIND US AT:
Follow our blog: enterprisearchitects.com
@enterprisearchs @eatraining @daveo_ea
enterprise-architects
enterprisearchitects
EntArchitectsEA
Subscribe to our mailing list:[email protected]
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 5
UNDERSTANDING BUSINESS
ARCHITECTURE
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WHAT IS BUSINESS ARCHITECTURE?
We like to refer to it as “The design of business”
It is about giving strategic business objectives greater clarity and structure by describing how they translate into
operations.
The goal of Business Architecture is to operationalise business strategy, thereby helping business leaders avoid a
risky leap directly from strategy to specific project investments.
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EN
TE
RP
RIS
E
AR
CH
ITE
CT
UR
E
OUTCOMES
Business Architecture provides the crucial business context for the ‘technical’ layers, aligning architecture ‘services’ to provide coherent business outcomes.
BUSINESS ARCHITECTURE IS AN INTEGRAL
PART OF THE ENTERPRISE ARCHITECTURE
BUSINESS
INFORMATION
APPLICATIONS
TECHNOLOGY
SER
VIC
ES
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POSITIONING BUSINESS ARCHITECTURE
Business Architecture must connect strategy to business and IT change
Implementation
Strategy
Business Architecture
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FAILURE POINTS BETWEEN STRATEGY & IMPLEMENTATIONIn navigating the minefield between strategy and execution there are multiple possible failure points
STRATEGY PROJECTS
Strategy not
sufficiently tied to operations
Needed capabilities not properly understood or
measured
Planners not accountable for
delivery
Benefits aren’t quantified or traced
back to original goals
The drivers of strategy are often
misaligned
Are we investing in the right areas across the enterprise?
Is my investment portfolio balanced across all of the
economic value add dimensions?
Are the strategic programs aligned, or for that matter, are they the right
strategic programs?
There is a lot of activity going on out there, how do I know we are
doing the right things?
Where can we take advantage of synergies across the major
strategic programs?
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HOW DOES BUSINESS ARCHITECTURE HELP?
Then establishing the resources that are needed by the capabilities and ensuring that architecture provides oversight at portfolio level
Business Architecture directly addresses the failure points between strategy and implementation…
Creating a clear view of the goals, value drivers and corresponding levers that drive the strategy and the target Business Model
Clearly linking the strategy to operations through CAPABILITIES
1
2
3
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ARE WE DOING BUSINESS ARCHITECTURE?Value increases when mandate increases.
EA = IT ArchitectureImprove project performance
EA = Enterprise-WideIT Architecture (EWITA)Improve enterprise wide program and portfolio performance
EA = Business Architecture (BA) + EWITAImprove Business Performance
EA = Strategic Enabler + BA + EWITAImprove Market Performance (Shareholder Value)
AB
VA
LU
E
M A N D A T E
C
E
EA = Product Architecture + BA + EWITAImprove Product/Service Performance
DBusiness Architecture is seen as a positive
progression away from IT
Maximise Product ProfitabilityMaximise Market Share
Maximise Customer Lifetime Value
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 13
CASE STUDY: INSURECO
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OVERVIEW
› The business environment at INSURECo has become more challenging
› Requires greater focus on core competencies and what differentiates them from the competition
› New players are arriving on the scene with improved value propositions
› New techniques and technologies increase competitiveness
› Competitors are beginning to specialise and then turn to others to supplement capabilities that are not core competencies
The Exco Viewpoint
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 16Business Analysis Conference Europe 2014
INSURECO. BUSINESS DESIGN
INSURECo. need to re-assess their current business model with a remit to identifying areas for improvement and capability uplift.
Areas of focus include:
• Simplification,
• improved time to market,
• standardisation of products
• balancing the market mix for “on-demand” and “for need” products.
Understanding the current state view of the Business, Application, Information and Technology landscape
Producing a hypothesis of the desired future state based upon the business motivation
From this desired target state, perform a Gap Analysis to define the changes required to achieve the strategic goals
This gap analysis will form the basis of the IT transformation Roadmap
PROJECT STORY AREAS OF FOCUS
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UNDERSTANDING BUSINESS MOTIVATION
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WHAT IS THE BUSINESS MOTIVATION MODEL?
The language of strategic planning is often inconsistent. The BMM provides us with a Consistent Language to articulate business strategy.
“The BMM is a technique in which one determines an ultimate goal and determines the best strategy for attaining the goal in the current situation”
Mission
Strategies
Tactics
Vision
Goals
Objectives
A statement describing the aims, values and overall plan of an
organisation.
e.g. “To be the leading creator and protector of wealth.”
The strategic plan.
e.g. “Defend our current customer base to reduce churn and increase repeat business”
A concise statement of a desired change.
e.g. “To be the leading provider of wealth management services in our major target markets within the next 5 years.”
A high level statement of what the plan will achieve.
e.g. “Improve customer satisfaction (over the next five years)”
A Course of Action that channels efforts towards objectives
e.g. “Call first-time customers personally”
The outcome of projects improving capabilities, process, assets, etc.
e.g. “Develop an operational customer call centre by June 30, 2015”
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BUSINESS CAPABILITIES
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STRATEGIC COHERENCY
One of the ways we create coherence is
Through capability based planning.
Capability driven architectures are designed to support the strategic objectives of an organisation.
Mission
Strategies
Tactics
Vision
Goals
Objectives
OUTCOME
CAPABILITYPeople
Process
Technology
Information
Capabilities consist of people, process and technology
To fully understand a capability all these components must exist regardless of their maturity level
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 22
WHAT IS A CAPABILITY?
› An ability that an organisation, person, or system possesses. Capabilities are typically expressed in general and high-level terms and typically require a combination of organisation, people, processes, and technology to achieve. For example, marketing, customer contact, or outbound telemarketing – The Open Group
› The power or ability to do something – Oxford English Dictionary
› Measure of the ability of an entity (department, organisation, person, system) to achieve its objectives, specially in relation to its overall mission – Business Dictionary
› The ability to perform or achieve certain actions or outcomes through a set of controllable and measurable faculties, features, functions, processes, or services – Wikipedia
Some Definitions…
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IDENTIFYING CAPABILITIES
› All enterprises have ‘capabilities’: Capabilities are the things the enterprise must be able to DO in order to fulfil its mission
› Capabilities will tend to persist over time
» What changes is the way in which the capability is fulfilled (the ‘How’), who is fulfilling the capability, where it takes place and their importance to the business strategy
› Capabilities are expressed as outcomes and should be agnostic of technology, product, organisational unit, etc.
» Meaning the same capability could be performed in different ways depending on context, channel, etc.
› Capabilities can be described in a simple one-page view… the Business Capability Model
Some Guidelines…
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BUILDING THE CAPABILITY MODEL: THE VALUE CHAIN
Value Activity 1
Value Activity 2
Value Activity 3
Margin
Every firm is a collection of activities that are performed to design, produce, market, deliver and support its products and services
The value activities are the building blocks by which a firm creates products which are valuable to its consumers
So… the key value-driving activities are a starting point to help identify key capabilities required by your value chain
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 25
THE BUSINESS ‘CAPABILITY MODEL
The capability model represents the "map" of the organisation…
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THE BUSINESS CAPABILITY MODEL
…and like a map of a city, the business anchor model can have many overlays, each communicating a different message based on the same underlying structure
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INSURE Co. Business Capability Model Business Capability Model
Version: 2.0.0Created: 18/03/2014 by Enterprise ArchitectsUpdated: 15/05/2014 by Enterprise ArchitectsSources: INSURE Co. Business Capabilities
Description: A Business Capability Model provides an anchor point for defining the organisation on a page, giving the stakeholders an overall view of the business. This identifies the organisation’s Products, Services & Channels, supported by the Core and Enabling Capabilities. Partners, Suppliers, Stakeholders and Regulatory Bodies have been identified in relation to the overall organisation.
Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes?
Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects
© Enterprise Architects (Vic) Pty Ltd 2014
Organisational Structure
Products & Services
Core Value Creating CapabilitiesPartners
Suppliers
Channels
Stakeholders
Auditors & Regulatory Bodies
Operations
Market Development and SourcingMarket Development and Sourcing Productising and BundlingProductising and Bundling Sales and DistributionSales and Distribution ServicingServicing
Business Development & Sales
Leads Generation
Leads Management
Broker Management
Strategic Pipeline
Tactical Pipeline
Policy Acquisition
Needs Analysis
Product Selection
Quotation & Illustration
Application
Tenders
Shared Services
CEO
Head of Strategy & Planning
Head of Advisor Services
Head of Group Insurance
Strategy Delivery Manager – Distribution & Marketing
Head of Direct Marketing
Chief Information Officer Chief Investment OfficerChief Distribution & Marketing Officer Chief Finance Officer General Counsel & Company Secretary
Chief Risk Officer
Reinsurance Administration Manager
Head of Financial Control
Taxation Manager
Management of Reporting Actuary
Retirement Planning
Life Insurance
Accident Insurance
Health Insurance
Employee Benefits
Credit LifePension Service
Group Retail Direct
Operations Management
Document Management Business Process ManagementDecisional & Business
IntelligenceProcess Execution Resource AllocationKnowledge Management
Operational Performance Management
Operations Quality ManagementTechnical Operations Training
Strategy & Execution
Strategy Research
Strategy PlanningStrategy
ManagementProject Portfolio
SelectionProject Portfolio
PrioritisationBenefits
RealisationProject Execution
Government Policy
Change Management
Enterprise Architecture
Finance & Actuarial
InvestmentCapital
ManagementActuarial
Financial Accounting
Facilities Management
Financial Management &
Analysis
Statutory & Regulatory Reporting
Procurement Management
Cash Management
Human Resource Management
Employee Development &
Training
Employee Performance Management
Succession Planning
Employee Retention
Workforce Planning
Talent Recruitment and
Sourcing
Talent Development &
Training
Candidate Assessment and
Selection
Talent Redeployment &
Retirement
Employment Offers &
Contracts
Information Technology Management
Architecture Management
IT Vendor Relationship Management
IT Security & Risk Management
Application Development
Process Execution
IT Service Delivery
Disaster Recovery
Infrastructure
External Relationship Management
Regulatory Relationship Management
Investor Relationship Management
Government & Industry Relationship
Management
Directors Relationship Management
Legal & Ethical Management
Public Relations Management
External Administration Management
Legal & Compliance
Due DiligenceContract
ManagementCompany Secretary
Advice Provisioning
Compliance
Underwriting and Risk Management
Underwriting ReinsuranceCorporate Risk Management
Business Continuity
ManagementInternal Audit
Performance Management
Product/Channels Profitability
Management Reporting
Reinsurers
Banks
Sponsors
Agencies
Brokers
Banks
Reinsurers
Medical Practitioners
Law Firms
Recruitment Firms
Government and Legislation
Regulatory Bodies
Industry Groups
Media
Market Sophistication
Marketing
Market & Data Analytics
Campaign Management
Product Launch
External Market Communications
Brand Management
Promotions
Advertising
Channel Marketing
Internal Sales Tools
Product Manufacturing & Maintenance
Product Research
Product Development
Product Packaging
Reinsurance
Pricing
Product Management
Product Service
New Business
Underwriting
Policy Owner Service (POS)
Recurring Claims Management
Lump Sum Claims Management
Delivery Method Registration
Policy Administration
Consolidated Reporting
Value Transaction Management
Premium Management
Payments Management
Customer Service
Claims Management
Enquiries
Complaints Management
Retention
On-boarding
Adviser Remuneration
Client Development
Specialist Training
Client Servicing
Partner Strategy & Support
Client Communications
Adviser Relationship Management
Sponsorship Renewals
Dealership Relationship Management
Consulting
Chief HR Officer Chief Operations Officer
Customer Services Leader
Operations Leader: Underwriting & Individual Life Relationships
Operations Leader: Administration & Partner Support
Operations Leader: Claims
INSURECO CAPABILITY MODEL
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CAPABILITY MATURITY
› Capabilities can be assessed for their current and required maturity level
› Target State Maturity is assessed relative to the strategic importance of the capability
› Capabilities can be assessed at a high level, or at more granular level along the dimensions of People, Process, Information and Technology
› Meaning the assessment can be rolled-up or drilled-down into specific areas as necessary
Consider both current and target state maturity
Low Maturity(Ad Hoc)
Medium Maturity(Repeatable)
Med-High Maturity (Defined/Managed)
High Maturity(Optimized)
1 2 3 4
T A R G E T S T A T E M A T U R I T Y
C U R R E N T S T A T E M A T U R I T Y
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 29
INSURE Co. Business Capability Model with Current Maturity Overlay Business Capability Model
Version: 3.0.0Created: 18/03/2014 by Enterprise ArchitectsUpdated: 15/05/2014 by Enterprise ArchitectsSources:
Description: A Business Capability Model provides an anchor point for defining the organisation on a page, giving the stakeholders an overall view of the business. This overlay describes the level of maturity of the capabilities that have been assessed.
Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes? What are their levels of maturity?
Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects
© Enterprise Architects (Vic) Pty Ltd 2014
Maturity
Operations
Core Value Creating Capabilities
Market Development and Sourcing Productising and Bundling Sales and Distribution Servicing
Shared Services
Low Maturity(Ad hoc)
Low-Medium Maturity(Developing)
Medium Maturity(Repeatable)
Medium-High Maturity (Defined/Managed)
High Maturity(Optimised)
Maturity Unknown (Not Assessed)
Marketing Customer ServiceBusiness Development & Sales
Client Development
Product Manufacturing & Maintenance
Product Service
Operations Management
Strategy & Execution
Finance & Actuarial
Human Resource Management
Information Technology Management
Underwriting and Risk Management
Legal & Compliance
External Relationship Management
Performance Management
Value Transaction Management
Process ExecutionDocument Management Resource AllocationBusiness Process Management Knowledge ManagementDecisional & Business Intelligence
Premium Management
Payments Management
New Business
Underwriting
Policy Owner Service (POS)
Recurring Claims Management
Policy Administration
Consolidated Reporting
Lump Sum Claims Management
Delivery Method Registration
Claims Management
Enquiries
Complaints Management
Retention
On-boarding
Adviser Remuneration
Leads Generation
Leads Management
Broker Management
Needs Analysis
Product Selection
Quotation & Illustration
Strategic Pipeline
Tactical Pipeline
Policy Acquisition
Application
Tenders
Specialist Training
Client Servicing
Partner Strategy & Support
Renewals
Consulting
Dealership Relationship Management
Sponsorship
Client Communications
Adviser Relationship Management
Product Research
Product Development
Pricing
Product Management
Product Packaging
Reinsurance
Market & Data Analytics
Campaign Management
Product Launch
External Market Communications
Brand Management
Promotions
Advertising
Internal Sales Tools
Channel Marketing
Operational Performance Management
Operations Quality ManagementTechnical Operations Training
Employee Development & Training
Employee Retention
Talent Recruitment and Sourcing
Candidate Assessment and Selection
Succession Planning
Talent Development & Training
Employment Offers &
Contracts
Government & Industry Relationship Management
Employee Performance Management
Workforce Planning
Talent Redeployment & Retirement
Regulatory Relationship Management
Directors Relationship Management
Legal & Ethical Management
External Administration Management
Investor Relationship Management
Public Relations Management
Product/Channels Profitability
Management Reporting
Corporate Risk Management
Underwriting Business Continuity Management
Internal AuditReinsurance
Company Secretary
Due Diligence Advice Provisioning
ComplianceContract Management
Architecture Management
Application Development
IT Service Delivery
IT Security & Risk Management
Disaster Recovery
IT Vendor Relationship Management
Process Execution
Infrastructure
Investment Financial Accounting
Financial Management & Analysis
Procurement Management
Actuarial Statutory & Regulatory Reporting
Capital Management
Facilities Management
Cash Management
Strategy Research
Project Portfolio Selection
Benefits Realisation
Government Policy
Strategy Management
Project Execution
Enterprise Architecture
Strategy Planning
Project Portfolio Prioritisation
Change Management
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INSURE Co. Business Capability Model with Applications Overlay
Business Capability Model
Version: 2.0.0Created: 18/03/2014 by Enterprise ArchitectsUpdated: 15/05/2014 by Enterprise ArchitectsSources:
Description: A Business Capability Model provides an anchor point for defining the organisation on a page. This overlay identifies what applications are used to support the capabilities within the organisation.
Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes? What are the applications that are used to support the capabilities? What are the lifecycle statuses and Business/IT fit for these applications?
Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects
© Enterprise Architects (Vic) Pty Ltd 2014
Operations
Core Value Creating Capabilities
Market Development &
SourcingProductising and Bundling Sales and Distribution Servicing
Business Development & Sales
Shared Services
Operations Management
Strategy & Execution
Finance & Actuarial
Human Resource Management
Employee Development & Training
Employee Performance Management
Succession Planning
Employee Retention
Workforce Planning Talent Recruitment and Sourcing
Talent Development & Training
Candidate Assessment and Selection
Talent Redeployment & Retirement
Employment Offers & Contracts
Information Technology Management
Architecture Management
IT Vendor Relationship Management
IT Security & Risk Management
Application Development Process Execution IT Service Delivery
Disaster Recovery
Infrastructure
External Relationship Management
Regulatory Relationship Management
Investor Relationship Management
Government & Industry Relationship Management
Directors Relationship Management
Legal & Ethical Management
Public Relations Management
External Administration Management
Legal & Compliance
Due Diligence
Contract Management
Company Secretary Advice Provisioning
Compliance
Underwriting and Risk Management
Performance Management
Product/Channels Profitability Management Reporting
Marketing
Market & Data Analytics
Campaign Management
Product Launch
External Market Communications
Brand Management
Promotions
Advertising
Channel Marketing
Internal Sales Tools
Product Manufacturing & Maintenance
Product Research
Product Development
Product Packaging
Reinsurance
Pricing
Product Management
Product Service
New Business
Underwriting
Policy Owner Service (POS)
Delivery Method Registration Policy Administration
Consolidated Reporting Value Transaction Management
Premium Management
Payments Management
Customer Service
Claims Management
Enquiries
Complaints Management
Retention
On-boarding
Adviser Remuneration
Client Development
Specialist Training
Client Servicing
Partner Strategy & Support
Client Communications
Adviser Relationship Management
Sponsorship
Renewals
Dealership Relationship Management
Consulting
Investment Capital Management Actuarial Financial Accounting Facilities Management
Financial Management & Analysis
Statutory & Regulatory Reporting
Procurement ManagementCash Management
Document Management Business Process Management
Decisional & Business Intelligence
Process Execution Resource Allocation
Operational Performance Management
Operations Quality Management
Technical Operations Training
Knowledge Management
Underwriting Reinsurance Corporate Risk Management
Business Continuity Management
Internal AuditStrategy Research
Strategy Planning
Strategy Management
Project Portfolio Selection
Project Portfolio Prioritisation
Benefits Realisation
Project Execution Government Policy
Change Management
Enterprise Architecture
43 DirectorConnect
ViewPoint
FACFilter
45 Quality Center
4SharePoint
TimePro45 Quality Center 4Subversion
4SharePoint 34Service Desk
Express (SDE)4SharePoint 4SharePoint
22Contractor
Verification System44 Taleo
41HR Forms Automation
44 Taleo
41HR Forms Automation
44 Taleo
42 SAP ERP HCM33 FinPlan
41HR Forms Automation
TimePro
23 Portal
33 FinPlan
33 WFP BI Reports33 SkillportLMS
42 SAP ERP HCM 42 SAP ERP HCM42 ESS
42 MSS 42 SAP ERP HCM
43 DirectorConnect
Moody's Credit
5Bloomberg 2Portia 2Portia 54 Sun Accounts
23 DCS
43 ProphetActuarial OLAP TimePro54 Sun Accounts 2Portia
54 Sun Accounts
44 Vision (PMQ&A) 2Portia
54 Sun Accounts
34 CashDesk
53 iPOS
54 Sun Accounts
23 DCS
43 Prophet
32 Sales Reports
Actuarial OLAP 32 SLA Reports
3SLAM32 Sales Reports
43 ACT!
32Content
Manager 5.3
54 Case360
44 Compass
34 LifeApp
23 New Business
OpenPages45 Quality Center
TimePro
44eApp Express
Online
32Content
Manager 8.4
44eApp Express
Mobile
32 OLAS
42 Claims
44 Compass
4SharePoint34Service Desk
Express (SDE)
22 TeamTrack32Content
Manager 5.3
54 Case360
32Content
Manager 8.4
45 Quality Center
22 Eric Stats34Service Desk
Express (SDE)
22 TeamTrack
32Content
Manager 5.3
54 Case360
32Content
Manager 8.4
22 Eric Stats
32 SLA Reports
32 Sales Reports
Inbound Mail
44 Kofax Capture
Outbound Mail
Policy Notices
4SharePoint
32Content
Manager 5.3
ECS
Batch Printing
54 Case360
32Content
Manager 8.4
32Content
Manager 5.3
22 Eric Stats
32 SLA Reports
22 TeamTrack
54 Case360
32Content
Manager 8.4
3SLAM
4 CampaignMaster
3Data Exchange
Portal
4 CampaignMaster
4 CampaignMaster
43INSURECo
Website
4 CampaignMaster
4 CampaignMaster
5The Hive
32Content
Manager 5.3
54 Case360
42 Claims
44 Compass
32Content
Manager 8.4
32 OLAS
43 Group Website
44 Voice Recording
34Service Desk
Express (SDE)42 Claims
32 DM Sales Portal
44eApp Express
Online
22CCI
Spreadsheets
44 Compass
44eApp Express
Mobile
42 Adviser Site
Commissions 32 OLAS
44 Compass
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
42 Adviser Site
CUCCX
44 Compass
3Data Exchange
Portal
32 OLAS
33Priceline Sales
Portal
24 INSA
34 LifeApp
23 New Business
Leads Generation
Leads Management
Broker Management
Strategic Pipeline
Tactical Pipeline
Policy Acquisition
Needs Analysis
Product Selection
Quotation & Illustration
Application
Tenders
3Data Exchange
Portal 43 ACT!
32 DM Sales Portal
33Priceline Sales
Portal24 INSA
34 LifeApp
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
Inbound Mail
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
43 ACT!
32 OLAS
43 ACT!
42 Adviser Site
CUCCX
43 Group Website
44 Voice Recording
42 Adviser Site Policy Notices
43 Group Website
2Group Renewal Spreadsheets
32 OLAS
Policy Notices
22CCI
Spreadsheets
44 Compass
IQM+
32 OLAS
42 Claims
44 Compass
32 DM Sales Portal
44eApp Express
Online
42 Claims
44 Compass
44eApp Express
Mobile
33 eClaims
32 DM Sales Portal
44eApp Express
Online
44 Compass
44eApp Express
Mobile
24 INSA
44eApp Express
Online
44 Compass
44eApp Express
Mobile
33 eClaims
32 OLAS
34 LifeApp
23 New Business
32 OLAS
33Priceline Sales
Portal
24 INSA
34 LifeApp
23 New Business
43 Prophet
32 OLAS
33Priceline Sales
Portal
34 LifeApp
23 New Business
43 Prophet
42 Claims 34 NAB Connect
AMEX BAS
Billing Extract
44 Compass
12 ELSA VUL
34 NAB Connect
44 NAB Transact
32 OLAS
Payment Dishonors
33 Receipting
42 Adviser Site Policy Notices
43 Group Website
Recurring Claims Management
32Content
Manager 5.3
54 Case360
42 Claims
32 Compass
32Content
Manager 8.4
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
Lump Sum Claims Management
32Content
Manager 5.3
54 Case360
42 Claims
44 Compass
32Content
Manager 8.4
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
42 Adviser Site
CUCCX
Batch Printing
44 Compass
43 Group Website
Inbound Mail
Outbound Mail
23 New Business
44 Voice Recording
32Content
Manager 5.3
CUCCX
54 Case360
44 Compass
32Content
Manager 8.4
Inbound Mail
32 OLAS
Outbound Mail
12 ELSA VUL
44 Voice Recording
44eApp Express
Online
44eApp Express
Mobile
34 LifeApp
23 New Business
32Content
Manager 5.3
54 Case360
44 Compass
32Content
Manager 8.4
12Excel (WFP Analytics)
MS ILM
LegendApplication Lifecycle
Business Fit
Technology Fit
Emerging
Core
Contain
Retire
High Technical Fit
Low Technical Fit
Medium Technical Fit
Medium Business Fit
Low Business Fit
High Business Fit
Emerging - Potentially High relevance, processes and ecosystem still developing Application - this application has identified potential to change the cost/value, efficiency/effectiveness of our services, and we are at a point where work is required to achieve that potential, proof of concept/initial deployments are Underway or completed. Financial - there is an investment cycle with a strong ROI, though possibly with benefits outside of the immediate project. Organisational - this will assist in supporting our organisational maturity goals through improving process, skills, readiness and/or capability. Design patterns are actively being developed or refined. Usage & Governance – Projects may consider using these applications where there is justification. However projects must be aware that service management organisation, tools and processes will likely be immature. Projects promoting the use of “Invest” applications must seek adoption signoff from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture before commitment to use can be assumed. Core - High relevance; processes and ecosystem in place Application - this is a fundamental and valuable application and is the current standard. It is well understood and there is no risk in attempting to extract ongoing value from its use. Financial - costs are known and understood. There is good ROI for maintenance; either upgrading early or leap-frogging some upgrade steps. Cost models clearly identify the whole service stack and components are managed to the whole service. Organisational - all staff in the support pyramid(s) understand the key controls and SLAs around this application. There is no tinkering, instead there is a process for continuous improvement. Usage & Governance – Projects should specify the use of Core Applications where available in the knowledge they are fully supported by service management and operational capabilities. Contain - Falling relevance; ageing processes and ecosystem Application/Financial - this installation is not to be extended in use. Where possible changes will not occur to the existing environment - it is to be allowed to age towards sunset with minimal additional spend. Organisational - Operations and security levels are to be maintained, there needs to be a process to manage changes required for continued operation, and to keep skills for the duration. Lifecycle Management - A replacement strategy, if required, must be in place for all applications with this status. Usage & Governance – Projects should generally avoid use of Contain Applications as they are invariably subject to near or medium term sunset. Any circumstance which promotes extended use of Contain applications must be seek exemption from <Insert Appropriate Governance Authority> before commitment to use can be assumed. Retire - Avoidance; specialist (non-core) resources and processes required to keep in the environment Application/Financial - Spend and change must only occur as part of projects that assist in removal of this application. Organisational - All change requires formal approval from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture, which will only occur where it contributes towards Retiring the application, or meets a mandatory requirement due before exit is complete. Lifecycle Management - Applications which cannot readily be removed will be ring-fenced. If this approach is taken, design patterns must exist for working with the application. Usage & Governance – Must avoid use of Exit Applications as they are subject to defined decommissioning strategy. Any circumstance which promotes extended use of Exit applications must seek exemption from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture before usage approval can be given.
INSURE Co. Business Capability Model with Applications Overlay
Business Capability Model
Version: 2.0.0Created: 18/03/2014 by Enterprise ArchitectsUpdated: 15/05/2014 by Enterprise ArchitectsSources:
Description: A Business Capability Model provides an anchor point for defining the organisation on a page. This overlay identifies what applications are used to support the capabilities within the organisation.
Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes? What are the applications that are used to support the capabilities? What are the lifecycle statuses and Business/IT fit for these applications?
Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects
© Enterprise Architects (Vic) Pty Ltd 2014
Operations
Core Value Creating Capabilities
Market Development &
SourcingProductising and Bundling Sales and Distribution Servicing
Business Development & Sales
Shared Services
Operations Management
Strategy & Execution
Finance & Actuarial
Human Resource Management
Employee Development & Training
Employee Performance Management
Succession Planning
Employee Retention
Workforce Planning Talent Recruitment and Sourcing
Talent Development & Training
Candidate Assessment and Selection
Talent Redeployment & Retirement
Employment Offers & Contracts
Information Technology Management
Architecture Management
IT Vendor Relationship Management
IT Security & Risk Management
Application Development Process Execution IT Service Delivery
Disaster Recovery
Infrastructure
External Relationship Management
Regulatory Relationship Management
Investor Relationship Management
Government & Industry Relationship Management
Directors Relationship Management
Legal & Ethical Management
Public Relations Management
External Administration Management
Legal & Compliance
Due Diligence
Contract Management
Company Secretary Advice Provisioning
Compliance
Underwriting and Risk Management
Performance Management
Product/Channels Profitability Management Reporting
Marketing
Market & Data Analytics
Campaign Management
Product Launch
External Market Communications
Brand Management
Promotions
Advertising
Channel Marketing
Internal Sales Tools
Product Manufacturing & Maintenance
Product Research
Product Development
Product Packaging
Reinsurance
Pricing
Product Management
Product Service
New Business
Underwriting
Policy Owner Service (POS)
Delivery Method Registration Policy Administration
Consolidated Reporting Value Transaction Management
Premium Management
Payments Management
Customer Service
Claims Management
Enquiries
Complaints Management
Retention
On-boarding
Adviser Remuneration
Client Development
Specialist Training
Client Servicing
Partner Strategy & Support
Client Communications
Adviser Relationship Management
Sponsorship
Renewals
Dealership Relationship Management
Consulting
Investment Capital Management Actuarial Financial Accounting Facilities Management
Financial Management & Analysis
Statutory & Regulatory Reporting
Procurement ManagementCash Management
Document Management Business Process Management
Decisional & Business Intelligence
Process Execution Resource Allocation
Operational Performance Management
Operations Quality Management
Technical Operations Training
Knowledge Management
Underwriting Reinsurance Corporate Risk Management
Business Continuity Management
Internal AuditStrategy Research
Strategy Planning
Strategy Management
Project Portfolio Selection
Project Portfolio Prioritisation
Benefits Realisation
Project Execution Government Policy
Change Management
Enterprise Architecture
43 DirectorConnect
ViewPoint
FACFilter
45 Quality Center
4SharePoint
TimePro45 Quality Center 4Subversion
4SharePoint 34Service Desk
Express (SDE)4SharePoint 4SharePoint
22Contractor
Verification System44 Taleo
41HR Forms Automation
44 Taleo
41HR Forms Automation
44 Taleo
42 SAP ERP HCM33 FinPlan
41HR Forms Automation
TimePro
23 Portal
33 FinPlan
33 WFP BI Reports33 SkillportLMS
42 SAP ERP HCM 42 SAP ERP HCM42 ESS
42 MSS 42 SAP ERP HCM
43 DirectorConnect
Moody's Credit
5Bloomberg 2Portia 2Portia 54 Sun Accounts
23 DCS
43 ProphetActuarial OLAP TimePro54 Sun Accounts 2Portia
54 Sun Accounts
44 Vision (PMQ&A) 2Portia
54 Sun Accounts
34 CashDesk
53 iPOS
54 Sun Accounts
23 DCS
43 Prophet
32 Sales Reports
Actuarial OLAP 32 SLA Reports
3SLAM32 Sales Reports
43 ACT!
32Content
Manager 5.3
54 Case360
44 Compass
34 LifeApp
23 New Business
OpenPages45 Quality Center
TimePro
44eApp Express
Online
32Content
Manager 8.4
44eApp Express
Mobile
32 OLAS
42 Claims
44 Compass
4SharePoint34Service Desk
Express (SDE)
22 TeamTrack32Content
Manager 5.3
54 Case360
32Content
Manager 8.4
45 Quality Center
22 Eric Stats34Service Desk
Express (SDE)
22 TeamTrack
32Content
Manager 5.3
54 Case360
32Content
Manager 8.4
22 Eric Stats
32 SLA Reports
32 Sales Reports
Inbound Mail
44 Kofax Capture
Outbound Mail
Policy Notices
4SharePoint
32Content
Manager 5.3
ECS
Batch Printing
54 Case360
32Content
Manager 8.4
32Content
Manager 5.3
22 Eric Stats
32 SLA Reports
22 TeamTrack
54 Case360
32Content
Manager 8.4
3SLAM
4 CampaignMaster
3Data Exchange
Portal
4 CampaignMaster
4 CampaignMaster
43INSURECo
Website
4 CampaignMaster
4 CampaignMaster
5The Hive
32Content
Manager 5.3
54 Case360
42 Claims
44 Compass
32Content
Manager 8.4
32 OLAS
43 Group Website
44 Voice Recording
34Service Desk
Express (SDE)42 Claims
32 DM Sales Portal
44eApp Express
Online
22CCI
Spreadsheets
44 Compass
44eApp Express
Mobile
42 Adviser Site
Commissions 32 OLAS
44 Compass
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
42 Adviser Site
CUCCX
44 Compass
3Data Exchange
Portal
32 OLAS
33Priceline Sales
Portal
24 INSA
34 LifeApp
23 New Business
Leads Generation
Leads Management
Broker Management
Strategic Pipeline
Tactical Pipeline
Policy Acquisition
Needs Analysis
Product Selection
Quotation & Illustration
Application
Tenders
3Data Exchange
Portal 43 ACT!
32 DM Sales Portal
33Priceline Sales
Portal24 INSA
34 LifeApp
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
Inbound Mail
33Priceline Sales
Portal
24 INSA
34 LifeApp
32 DM Sales Portal
44eApp Express
Online
44eApp Express
Mobile
43 ACT!
32 OLAS
43 ACT!
42 Adviser Site
CUCCX
43 Group Website
44 Voice Recording
42 Adviser Site Policy Notices
43 Group Website
2Group Renewal Spreadsheets
32 OLAS
Policy Notices
22CCI
Spreadsheets
44 Compass
IQM+
32 OLAS
42 Claims
44 Compass
32 DM Sales Portal
44eApp Express
Online
42 Claims
44 Compass
44eApp Express
Mobile
33 eClaims
32 DM Sales Portal
44eApp Express
Online
44 Compass
44eApp Express
Mobile
24 INSA
44eApp Express
Online
44 Compass
44eApp Express
Mobile
33 eClaims
32 OLAS
34 LifeApp
23 New Business
32 OLAS
33Priceline Sales
Portal
24 INSA
34 LifeApp
23 New Business
43 Prophet
32 OLAS
33Priceline Sales
Portal
34 LifeApp
23 New Business
43 Prophet
42 Claims 34 NAB Connect
AMEX BAS
Billing Extract
44 Compass
12 ELSA VUL
34 NAB Connect
44 NAB Transact
32 OLAS
Payment Dishonors
33 Receipting
42 Adviser Site Policy Notices
43 Group Website
Recurring Claims Management
32Content
Manager 5.3
54 Case360
42 Claims
32 Compass
32Content
Manager 8.4
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
Lump Sum Claims Management
32Content
Manager 5.3
54 Case360
42 Claims
44 Compass
32Content
Manager 8.4
Inbound Mail
Outbound Mail
22 TeamTrack
33 eClaims
23 New Business
42 Adviser Site
CUCCX
Batch Printing
44 Compass
43 Group Website
Inbound Mail
Outbound Mail
23 New Business
44 Voice Recording
32Content
Manager 5.3
CUCCX
54 Case360
44 Compass
32Content
Manager 8.4
Inbound Mail
32 OLAS
Outbound Mail
12 ELSA VUL
44 Voice Recording
44eApp Express
Online
44eApp Express
Mobile
34 LifeApp
23 New Business
32Content
Manager 5.3
54 Case360
44 Compass
32Content
Manager 8.4
12Excel (WFP Analytics)
MS ILM
LegendApplication Lifecycle
Business Fit
Technology Fit
Emerging
Core
Contain
Retire
High Technical Fit
Low Technical Fit
Medium Technical Fit
Medium Business Fit
Low Business Fit
High Business Fit
Emerging - Potentially High relevance, processes and ecosystem still developing Application - this application has identified potential to change the cost/value, efficiency/effectiveness of our services, and we are at a point where work is required to achieve that potential, proof of concept/initial deployments are Underway or completed. Financial - there is an investment cycle with a strong ROI, though possibly with benefits outside of the immediate project. Organisational - this will assist in supporting our organisational maturity goals through improving process, skills, readiness and/or capability. Design patterns are actively being developed or refined. Usage & Governance – Projects may consider using these applications where there is justification. However projects must be aware that service management organisation, tools and processes will likely be immature. Projects promoting the use of “Invest” applications must seek adoption signoff from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture before commitment to use can be assumed. Core - High relevance; processes and ecosystem in place Application - this is a fundamental and valuable application and is the current standard. It is well understood and there is no risk in attempting to extract ongoing value from its use. Financial - costs are known and understood. There is good ROI for maintenance; either upgrading early or leap-frogging some upgrade steps. Cost models clearly identify the whole service stack and components are managed to the whole service. Organisational - all staff in the support pyramid(s) understand the key controls and SLAs around this application. There is no tinkering, instead there is a process for continuous improvement. Usage & Governance – Projects should specify the use of Core Applications where available in the knowledge they are fully supported by service management and operational capabilities. Contain - Falling relevance; ageing processes and ecosystem Application/Financial - this installation is not to be extended in use. Where possible changes will not occur to the existing environment - it is to be allowed to age towards sunset with minimal additional spend. Organisational - Operations and security levels are to be maintained, there needs to be a process to manage changes required for continued operation, and to keep skills for the duration. Lifecycle Management - A replacement strategy, if required, must be in place for all applications with this status. Usage & Governance – Projects should generally avoid use of Contain Applications as they are invariably subject to near or medium term sunset. Any circumstance which promotes extended use of Contain applications must be seek exemption from <Insert Appropriate Governance Authority> before commitment to use can be assumed. Retire - Avoidance; specialist (non-core) resources and processes required to keep in the environment Application/Financial - Spend and change must only occur as part of projects that assist in removal of this application. Organisational - All change requires formal approval from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture, which will only occur where it contributes towards Retiring the application, or meets a mandatory requirement due before exit is complete. Lifecycle Management - Applications which cannot readily be removed will be ring-fenced. If this approach is taken, design patterns must exist for working with the application. Usage & Governance – Must avoid use of Exit Applications as they are subject to defined decommissioning strategy. Any circumstance which promotes extended use of Exit applications must seek exemption from the Head of Infrastructure and Operations together with the Head of IT Strategy and Architecture before usage approval can be given.
› Understanding the dependency between Capabilities and technology assets….
› …and understanding the technical health and business fit of the technology…
› …creates powerful insight into the overall health of the Enterprise Architecture
MAPPING CAPABILITIES TO APPLICATIONS
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 32
COMBINING THE VIEWS
› Identifies Core and Differentiating Capabilities and ranks Capabilities according to their strategic importance
› Identifies current and target Maturity levels and gaps
› Provides a view of tactical / operational Pain Points
› Enables us to understand where we are currently investing and whether our investments support the strategy
› Provides insight into where and how we should be closing Capability Maturity Gaps
› Provides the fact-base to inform strategic planning
What does this tell us?
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 33
THE CAPABILITY DRIVEN ROADMAP
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 35
TRANSITION PLANNING
In order to move from the Current Environment to the Target Environment, a series of initiatives must be undertaken.
A Business Architecture approach to defining the Transition Roadmap will enable informed decision making, creating traceability from strategy to implementation.
Developing a Capability-Driven Roadmap
MotivationsBusiness Model
Capability Model
Target Architectur
e
Maturity & Gaps
Work Packages
Current State
Architecture
Transitioning
‘ A N C H O R M O D E L S ’
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 36
CAPABILITY INCREMENTS
Capability Maturity Uplift is often Delivered in Multiple Increments
C A PA B I L I T Y
C A PA B I L I T Y I N C R E M E N T
PEOPLEDIMENSION
Individual Training
Collective Training
Professional Development
PROCESS DIMENSION
Concepts
Business Processes
Information Management
MATERIAL DIMENSION
Infrastructure
Information Technology
Equipment
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 37
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 38
CASE STUDY: INSURECO OUTCOMES
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 39Business Analysis Conference Europe 2014
OUTCOMES: STRATEGIC BUSINESS DESIGN
Business design for INSURECo. with clear line of sight to the strategic business objectives
Outline the motivations, capabilities and work packages which will deliver alignment to the overall business current and future states.
The baseline architecture provided INSURECo with a view of:
› Capabilities mapped to strategic objectives
› Applications linked to capability
› Analysis whether capabilities are “fit for purpose” based on strategic objectives
› Analysis and rating of applications with regards to business and technical fit
› Areas of technology investment required to support strategic objectives
› Prioritisation of capital investment based on strategic objectives
› A clear Roadmap to transition to the new Business Model
THE OBJECTIVE CLIENT OUTCOMES
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 40
RECAP
› Business Capabilities are an essential tool to help us to look at the Business agnostically, speak a common language and understand our strengths and weaknesses in relation to strategy
Business Architecture Key Points
› Business Architecture provides the coherence between Strategy and Implementation
› Linking programmes and projects to Business Motivation (via Capabilities) provides traceability from strategy to implementation
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 41
THANK YOU…
B U S I N E S S A N A LY S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 42
