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7 Qualities of Top Business Architects
Daniel Lambert, M ScVP – Benchmark Consulting
Email: dlambert@biz-architect.comPhone number:
+1-514-798-2042 x2010Benchmark Consulting Canada Copyright 2017 – All Rights Reserved
Toronto Business Architecture Guild Community
Oct. 19, 2017
1. Introduction slide 3
2. Customer Driven slide 5
3. Excel at Finding Value slide 10
4. Good Communicators slide 16
5. Not an Enterprise & Business Architecture Model Freak slide 19
6. Know Measurement Techniques Inside Out slide 24
7. Meeting the Organization’s Objectives slide 28
8. Involved in Delivery slide 31
Presentation Overview
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Section 1Introduction
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Who Are Business Architects?
Note: IRIS Business Architect Users as of February 2017. Note that the title of 17.9% of users are unknown.
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27.5
25.215.1
13.5
9.6
6.13
IRIS Business Architect Users (%)
Enterprise Architects Business Architects
Business Analysts Other Architects (IT Driven)
Business Transformation Experts Manager/Director/VP IT
Others
Section 2Customer Driven
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Customer-Driven Business Architects
• Most digital transformation initiatives involve customers or channel partners
• Knowing about business model canvas, customer journey maps, customer value maps, CRMs, product management, digital marketing, customer experiences (CX), and design thinking are important knowledge domain expertise for business architects
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Business Model Canvas: a Banking Example
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Customer Value Map: a Financial
Service Example
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Customer Journey Map: a Financial Service Example
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Section 3Excel at Finding Value
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Various Value Finding Techniques
• Capability to Organization cross-mapping to eliminate inefficiencies
• Capability to Applications cross-mapping to eliminate duplications
• Information Concepts to Data models to eliminate redundant data
• Various Capability Measurement Techniques• Value Streams to Capabilities cross-mapping to
prioritize capabilities (among the most important)
• Etc.
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Value Streams: Financial Services Example
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Source: Article entitled “Enabling Innovations Using Business Architecture” to be published in May 2017 in Cutter Technology Business Journal
100% 47% 12%
Opportunities Churn Rate
2% 4%
Acquire Customer for a Product (Funnel) Value Stream
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Source: Article entitled “Enabling Innovations Using Business Architecture” to be published in May 2017 in Cutter Technology Business Journal
Benchmark Consulting USA LLC Copyright 2017 – All Rights Reserved
Source: Article entitled “Enabling Innovations Using Business Architecture” to be published in May 2017 in Cutter Technology Business Journal
Acquire Customer for a Product (Funnel) Detailed Value Stream
Value Steam with Enabling Capabilities
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Source: Article entitled “Enabling Innovations Using Business Architecture” to be published in May 2017 in Cutter Technology Business Journal
Section 4Good Communicators
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Today’s IT vs Business Disconnects
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Sources: http://image-store.slidesharecdn.com/3b0f9b75-76aa-4898-91e9-11fddf6c4911-large.jpeg.
How users see IT and developers
How IT and developers see users
Versatile Communicators
Business Architects are:
• Very good listeners• Good presenters• Good communicators in technical terms to
the IT team• Good communicators in business terms to
business stakeholders• Excellent at selling themselves
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Section 5Not a Business Architecture
Model Freak
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Industry Specific Reference Model Committees:
• Financial Services• Insurance• Manufacturing• Healthcare• Transportation (soon to be published)
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Primary Authors• Tammy Adams, Chaosity LLC • Sue Alemann, Slalom Consulting• Verna Allee, ValueNet Works• Eric Aranow, Context Consulting• Alec Blair, Alberta Health Services• Ivan Blinov, BMASTER• Robert Bratulic, IBM• Amy Crockett, VF Corporation• Carol Deutschlander• Lloyd Dugan, Business Process Management• Steve DuPont, The Boeing Company• Eric Shayne Elliot, Digital Recognition Network• Karen Erwin, NTT Data Americas• Linda Finley, Leadership Advantage LLC• Russ Jackson, Export Development USA LLC• Navid Kheradmand, BC Pension• Whynde Kuehn, S2E Consulting Inc.• J. Bryan Lail, Raytheon• Mary Lloyd, MoneyGram International• Stephen Marshall, IBM Global • Chalon Mullins, Kaiser Permanente• Neal McWhorter, Strategic Value Partners• Judith Oja-Gillam, IAG Consulting• Chris Payne, IAG• Alain Picard, Benchmark Consulting • Alex Randell, Principal Financial Group
• Jim Rhyne, Thematix• Michael Rosen, Wilton Consulting Group • Andrew Semple, CGI• Eric Spellman, Tata Consulting Services • Daniel St George, IBM • Cheryl Timko, Merck • William Ulrich, TSG, INC.• Taurai Ushewokunze, Vayase Consulting• Jeffrey Wallk, The Value Enablement Group
The BIZBOK® Guide Involves Many Authors
What Business Architects Need to Focus On?
• Build their business architecture model incrementally one or a few initiatives at a time
• Capabilities. Go 2 levels deep to start with. Go deeper for specific initiatives only
• Value streams. Focus initially on your categories of customers and/or your channel partners. Other stakeholders can wait
• Use what is already available• Vocabulary: take into account the history of your
organization and adapt your model to it• Move toward a model that will be accepted by all,
instead of a perfect theoretical modelBenchmark Consulting USA LLC Copyright 2017 – All Rights Reserved
Examples from the Business Architecture Guild
Source: http://www.businessarchitectureguild.org/?page=002Benchmark Consulting USA LLC Copyright 2017 – All Rights Reserved
Section 6Know Measurement
Techniques Inside Out
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Business Architecture & Measurements
Source: https://www.linkedin.com/pulse/art-measurement-business-architecture-daniel-lambert?trk=pulse_spock-articles
Tier-2 Customer Facing Capabilities (level 1 & 2)
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Source: https://www.slideshare.net/DanielLambert4/from-business-strategies-to-it-execution-using-business-architecture-in-financial-institutions
Measuring Capabilities Instead of Applications
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Source: http://www.omg.org/cgi-bin/doc?basig/2017-03-12
• At United, IT success was predominantly measured by the availability of their applications
• Business feedback wasn’t trending with metrics• A level 2 capability can have up to 30 supporting applications• Each App availability can be at 99% uptime, and yet the availability of
the capability at less then 90%!• A “capability availability” metric was defined, which counted an
incident impacting any of the supporting applications.
Section 7Meeting the
Organization’s Objectives
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Step 1: Develop Goals & Strategy
Step 2:Business Architecture
Step 3:Develop Roadmap (part of Portfolio Management)
Step 4: Agile Delivery of Solutions (using
Requirements & Processes)
Step 5: Measure Success
Step 2.2: Provide Value
Step 2.4: Assess Capabilities
Step 2.1: Clarify Goals & Strategy
Step 2.5: Identify the Gaps
Step 2.6: Expected Outcomes
Business Architects Part of a Planning & Delivery Ecosystem
Step 2.2: Provide Value
Step 2.3: Prioritize Capabilities
Step 2.4: Assess Capabilities
Step 2.1: Clarify Goals & Strategy
Step 2.5: Identify the Gaps
Step 2.6: Expected Outcomes
Step 3.1: Scenarios
Step 3.2: GANTT charts
Step 3.4: Roadmap Selection
Step 3.1: Scenarios
Step 3.2: GANTT charts
Step 3.3: Financing (Revenue, Costs & Risks)
Step 3.4: Roadmap Selection
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Meeting the Organization’s Objectives
Business Architects …
• … understand that they are part of a planning and delivery ecosystem within their organization
• ... always have the top-level organization’s strategies and objectives in mind
• … will disseminate the top-level organization’s strategies and objectives horizontally and vertically
• … will always prioritize the top-level organization’s strategies and objectives over those of any business units … even those of the CIO.
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Section 8Involved in the Delivery
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Sources: Statistics are derived from various additional studies made by Towers Watson, Harvard Business Review, and McKinsey & Co.
Increase the Success of Business Transformation Initiatives
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Only 25% to 30% of business transformation initiatives are successful over the long term
Business Architects Involved in DeliveryBusiness Architects should …
• … never keep to themselves their work and business architecture model
• ... always publish over the Web the details of a selected scenario to the relevant IT and Business stakeholders
• … make sure to adjust iteratively their model based on the feedback from business and IT stakeholders
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Results
• Better collaboration from business stakeholders during delivery
• Important time savings in gathering information for business analysts, process experts, software architects, etc.
Benefits of the Business Architecture Practice Based on the Expected % of Savings
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Source: https://biz-architect.com/whats-the-roi-on-your-business-architecture-practice/
• Based on benefits and time savings, ROI of the business architecture practice can be demonstrated
• Sensitivity analysis can also demonstrate the usefulness of Business Architecture
Questions?Remarks?Opinions?
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Conclusion
Thanks!
Daniel LambertEmail: dlambert@biz-architect.com
Phone number: (855) 798-2042 x2010
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