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Business Architecture
Getting Started at Programme-Level
© 2012 Realising The Vision Limited. All Rights Reserved. 1
Graham Meaden Realising the Vision
Topics
© 2012 Realising The Vision Limited. All Rights Reserved. 2
Plan
Do
Check
Act
Levels of Architecture Lessons from a Business Transformation
Programme
Understand the level to start
© 2012 Realising The Vision Limited. All Rights Reserved. 3
© Graham Meaden and Jonathan Whelan 2012 (Gower Publishing Limited)
Macro
Strategic
Programme /
Segment
Project
Macro-Level Captures the purpose of the business and the business model The Business Model Canvas (A. Osterwalder) represents a clear means to capture the macro picture: • Value Proposition • Customer Segments • Customer Relationships • Channels • Key Resources • Key Activities • Key Partners • Cost Structures • Revenue Streams
© 2012 Realising The Vision Limited. All Rights Reserved. 4
Vision
Strategy Goals
Mission
Key Influences
Object Management Group’s Business Motivation Model
Both of these are essential readings.
Strategic-Level
Describes what is needed to execute the business model?
© 2012 Realising The Vision Limited. All Rights Reserved. 5
Principles Policies Capabilities Value Streams
Current State
Future State Transition
Standardization, Rationalization, Integration requires absolute point of reference to converge. Governance also requires a reference point to govern from.
SWOT
PEST
STEER
Five Forces
Reference Architectures
Programme/Segment Level Scoped to address a subset of the business • Informs:
– Milestones – Transitions – Projects & Inter-dependencies – Business Case & Benefits Planning
• Maintains focus, creates cohesion • Formalisation of the transition and transformation
© 2012 Realising The Vision Limited. All Rights Reserved. 6
Transition Current
State Target State
M
M
M M
Project Level
• Standalone or part of programme • Current + Transitions + Future State • Focuses on solutions
© 2012 Realising The Vision Limited. All Rights Reserved. 7
Analysis Analysis Analysis Analysis
Business Analysis
Business Architecture
More detail
More depth
Solutions
creates a framework and structure for
Baseline Architecture
Interim 1 Architecture
Interim n Architecture
Target Architecture
Exceptions
© 2012 Realising The Vision Limited. All Rights Reserved. 8
1. International 2. Conglomerates
3. Multi-business businesses
4. Portfolio managed change
These are not mutually exclusive. The complexity of the business will be mirror in your architecture!
#1. International
© 2012 Realising The Vision Limited. All Rights Reserved. 9
Macro
Strategic
Programme
Project
Global
Macro
Strategic
Programme
Project
NA AP
Scenario: International Businesses Original 4-level model
Despite the intent to achieve standardisation globally, variations will occur by geography: The same building blocks may be used but in different numbers. Some building blocks may serve a large country, some a small country, some multiple countries
#2. Conglomerates
© 2012 Realising The Vision Limited. All Rights Reserved. 10
Macro
Strategic
Programme
Project
Global
Macro
Strategic
Programme
Project
LOB 1 LOB n
Scenario: Conglomerates Original 4-level model
Regions and LOBs always seem to question the value of capabilities implemented at “group-level” but the logic is sound. To create a Target Operating Model (TOM) for a particular LOB, architecture building blocks from both levels are required.
#3. Multi-business businesses
© 2012 Realising The Vision Limited. All Rights Reserved. 11
Macro
Strategic
Programme
Project
Macro
Strategic
Programme
Project
Scenario: Multi-business businesses Original 4-level model
Cost-side
Revenue-side
Global
Different parts of the business are driven by different factors. It is important to recognise these.
Operational efficiency
Customer Intimacy | Product Innovation
#4. Portfolio managed change
© 2012 Realising The Vision Limited. All Rights Reserved. 12
Macro
Strategic
Programme
Project
Portfolio
Macro
Strategic
Programme
Project
Online Business
Offline Business
Scenario: Portfolio Managed Change Original 4-level model
Each portfolio architecture will support a distinct aspect of the business. e.g. A large bank may run a portfolio for its compliance initiatives and another for its online activities.
Lessons from a Business Transformation Programme
• Our goals: – Enable the programme design authority to direct and govern – Sustain a 6 year programme of change – Enable integration with other business transformation
programmes – Enable transparency to the regulator – Configure and deploy ascalable architecture modelling platform
© 2012 Realising The Vision Limited. All Rights Reserved. 13
Stakeholders
© 2012 Realising The Vision Limited. All Rights Reserved. 14
Stakeholders Concerns Deliverables & Insight Views Models
Regulator Programme
Board
Business Change
Management
Contracts & Procurement Professional
Services Firms
Systems Integrators
Concerns
© 2012 Realising The Vision Limited. All Rights Reserved. 15
Stakeholders Concerns Deliverables & Insight Views Models
The right change at the right time
Benefits-led change: “line-of-sight”
Inter-dependencies
Scope Management
Cost control Business
Readiness
Deliverables & Insight
© 2012 Realising The Vision Limited. All Rights Reserved. 16
Stakeholders Concerns Deliverables & Insight Views Models
Meta Model and Models
© 2012 Realising The Vision Limited. All Rights Reserved. 17
Stakeholders Concerns Deliverables & Insight
Used to configure OpenText ProVision Captured in the OpenText ProVision repository
Meta Model
Template
Model
Architecture Description
Viewpoint View
Relationship Type
Element Type
Relationship
Element
defines
defines
defines
Views Models
Programme /Segment
Lessons from enabling integration
© 2012 Realising The Vision Limited. All Rights Reserved. 18
We modelled recognising there is always a larger
organisation. Because our segment was serving other segments
and therefore we needed to model their world too.
We developed business process and information
modelling standards. Because our impact was
pan-organisational.
We modelled and formalised higher-level reference architecture
building blocks. Because we could
achieve ROI on our programme alone.
Programme /Segment
Programme /Segment
Lessons from developing the meta model
© 2012 Realising The Vision Limited. All Rights Reserved. 19
BPMN
EPC
IDEF
Value Stream
BMM TOGAF
FEAF
Systems Architecture SPEM
UML
Technology Architecture
Kaizen
Six Sigma
Before we started we needed to
synthesize different standards into a single meta model.
Because we needed to understand
how things fitted together and we could capture and
manage the complexity
LEAN
Industry Processes Industry
Capabilities
Information Architecture
Archimate
Lessons from Data Governance of Architecture
© 2012 Realising The Vision Limited. All Rights Reserved. 20
Capability
Process
Service
Stakeholder owner ?
owner ?
owner ?
owner ?
L1 Capability Area L2 Capability Group L3 Capability L4 Sub-Capability
L1 Value Chain L2 Process Area L3 Process Group L4 Value Stream L5 Process L6 Sub-Process L7 Activity L8 Task
L1 Service Area L2 Service Line L3 Service L4 Service Product
2. Building taxonomical structures is essential to model effectively and to enable that governance.
1. Estabishing data governance of the things (e.g. Capability, Process, Service) is difficult but governance of the relationships is even more difficult.
owner ?
owner ?
owner ?
owner ?
Lessons from what views proved popular?
© 2012 Realising The Vision Limited. All Rights Reserved. 21
Line-of-Sight
Project Project Output Outcome
Service
Benefit Beneficiary
Capability Process
Inter-dependency Maps
Programme Programme
Project Project Output Project Project
Output
Lessons from tooling
• There are tools out there but you MUST invest in developing your modelling language and meta model to be successful.
• You must also consider the big picture and the levels you wish to support.
© 2012 Realising The Vision Limited. All Rights Reserved. 22
Questions ?
For more information & and training: e: [email protected]
© 2012 Realising The Vision Limited. All Rights Reserved. 23