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Business Scenarios
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2/17/2015 BusinessScenarios
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BusinessScenarios
Introduction|BenefitsofBusinessScenarios|CreatingtheBusinessScenario|ContentsofaBusinessScenario|ContributionstotheBusinessScenario|BusinessScenariosandtheTOGAFADM|GuidelinesonDevelopingBusinessScenarios|GuidelinesonBusinessScenarioDocumentation|GuidelinesonGoalsandObjectives|
Summary
Thischapterdescribesamethodforderivingbusinessrequirementsforarchitectureandtheimpliedtechnicalrequirements.
Introduction
Akeyfactorinthesuccessofanenterprisearchitectureistheextenttowhichitislinkedtobusinessrequirements,anddemonstrablysupportingandenablingtheenterprisetoachieveitsbusinessobjectives.
Businessscenariosareanimportanttechniquethatmaybeusedatvariousstagesoftheenterprisearchitecture,principallytheArchitectureVisionandtheBusinessArchitecture,butinotherarchitecturedomainsaswell,ifrequired,toderivethecharacteristicsofthearchitecturedirectlyfromthehighlevelrequirementsofthebusiness.Theyareusedtohelpidentifyandunderstandbusinessneeds,andtherebytoderivethebusinessrequirementsthatthearchitecturedevelopmenthastoaddress.
Abusinessscenariodescribes:
Abusinessprocess,application,orsetofapplicationsthatcanbeenabledbythearchitectureThebusinessandtechnologyenvironmentThepeopleandcomputingcomponents(called"actors")whoexecutethescenarioThedesiredoutcomeofproperexecution
Agoodbusinessscenarioisrepresentativeofasignificantbusinessneedorproblem,andenablesvendorstounderstandthevaluetothecustomerorganizationofadevelopedsolution.
Agoodbusinessscenarioisalso"SMART":
Specific,bydefiningwhatneedstobedoneinthebusinessMeasurable,throughclearmetricsforsuccessActionable,by:
ClearlysegmentingtheproblemProvidingthebasisfordeterminingelementsandplansforthesolution
Realistic,inthattheproblemcanbesolvedwithintheboundsofphysicalreality,time,andcostconstraints
Timebound,inthatthereisaclearstatementofwhenthesolutionopportunityexpires
GuidelinesonGoalsandObjectivesprovidesdetailedexamplesonobjectivesthatcouldbeconsidered.Whateverobjectivesyouuse,theideaistomakethoseobjectivesSMART.
BenefitsofBusinessScenarios
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Abusinessscenarioisessentiallyacompletedescriptionofabusinessproblem,bothinbusinessandinarchitecturalterms,whichenablesindividualrequirementstobeviewedinrelationtooneanotherinthecontextoftheoverallproblem.Withoutsuchacompletedescriptiontoserveascontext:
Thereisadangerofthearchitecturebeingbasedonanincompletesetofrequirementsthatdonotadduptoawholeproblemdescription,andthatcanthereforemisguidearchitecturework.
Thebusinessvalueofsolvingtheproblemisunclear.Therelevanceofpotentialsolutionsisunclear.
Also,becausethetechniquerequirestheinvolvementofbusinesslinemanagementandotherstakeholdersatanearlystageinthearchitectureproject,italsoplaysanimportantroleingainingthebuyinofthesekeypersonneltotheoverallprojectanditsendproducttheenterprisearchitecture.
Anadditionaladvantageofbusinessscenariosisincommunicationwithvendors.MostarchitecturenowadaysisimplementedbymakingmaximumuseofCommercialOffTheShelf(COTS)softwaresolutions,oftenfrommultiplevendors,procuredintheopenmarket.TheuseofbusinessscenariosbyanITcustomercanbeanimportantaidtoITvendorsindeliveringappropriatesolutions.Vendorsneedtoensurethattheirsolutioncomponentsaddvaluetoanopensolutionandaremarketable.Businessscenariosprovidealanguagewithwhichthevendorcommunitycanlinkcustomerproblemsandtechnicalsolutions.Besidesmakingobviouswhatisneeded,andwhy,theyallowvendorstosolveproblemsoptimally,usingopenstandardsandleveragingeachother'sskills.
CreatingtheBusinessScenario
TheOverallProcess
Creatingabusinessscenarioinvolvesthefollowing,asillustratedinCreatingaBusinessScenario:
1.Identifying,documenting,andrankingtheproblemdrivingthescenario2.Identifyingthebusinessandtechnicalenvironmentofthescenarioanddocumentingitinscenariomodels3.Identifyinganddocumentingdesiredobjectives(theresultsofhandlingtheproblemssuccessfully)get"SMART"4.Identifyingthehumanactors(participants)andtheirplaceinthebusinessmodel5.Identifyingcomputeractors(computingelements)andtheirplaceinthetechnologymodel6.Identifyinganddocumentingroles,responsibilities,andmeasuresofsuccessperactordocumentingtherequiredscriptsperactor,andtheresultsofhandlingthesituation7.Checkingfor"fitnessforpurpose"andrefiningonlyifnecessary
Figure:CreatingaBusinessScenario
AbusinessscenarioisdevelopedoveranumberofiterativephasesofGathering,Analyzing,and
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Reviewingtheinformationinthebusinessscenario.
Ineachphase,eachoftheareasaboveissuccessivelyimproved.Therefinementstepinvolvesdecidingwhethertoconsiderthescenariocompleteandgotothenextphase,orwhetherfurtherrefinementisnecessary.Thisisaccomplishedbyaskingwhetherthecurrentstateofthebusinessscenarioisfitforthepurposeofcarryingrequirementsdownstreaminthearchitectureprocess.
Thethreephasesofdevelopingabusinessscenarioaredescribedindetailbelow,anddepictedinPhasesofDevelopingBusinessScenarios.
Figure:PhasesofDevelopingBusinessScenarios
Gathering
TheGatheringphaseiswhereinformationiscollectedoneachoftheareasinCreatingaBusinessScenario.Ifinformationgatheringproceduresandpracticesarealreadyinplaceinanorganizationforexample,togatherinformationforstrategicplanningtheyshouldbeusedasappropriate,eitherduringbusinessscenarioworkshopsorinplaceofbusinessscenarioworkshops.
Multipletechniquesmaybeusedinthisphase,suchasinformationresearch,qualitativeanalysis,quantitativeanalysis,surveys,requestsforinformation,etc.Asmuchinformationaspossibleshouldbegatheredandpreprocessed"offline"priortoanyfacetofaceworkshops(describedbelow).Forexample,arequestforinformationmayincludearequestforstrategicandoperationalplans.Suchdocumentstypicallyprovidegreatinsights,buttheinformationthattheycontainusuallyrequiressignificantpreprocessing.Theinformationmaybeusedtogenerateaninitialdraftofthebusinessscenariopriortotheworkshop,ifpossible.Thiswillincreasetheunderstandingandconfidenceofthearchitect,andthevalueoftheworkshoptoitsparticipants.
Averyusefulwaytogatherinformationistoholdbusinessscenarioworkshops,wherebyabusinessscenarioconsultantleadsaselectandsmallgroupofbusinessrepresentativesthroughanumberofquestionstoelicittheinformationsurroundingtheproblembeingaddressedbythearchitectureeffort.Theworkshopattendeesmustbecarefullyselectedfromhighlevelsinthebusinessandtechnicalsidesoftheorganization.Itisimportanttogetpeoplethatcanandwillprovideinformationopenlyandhonestly.Whereadraftofthebusinessscenarioalreadyexistsforexample,asaresultofpreprocessinginformationgatheredduringthisphase,asdescribedabovetheworkshopmayalsobeusedtoreviewthestateofthebusinessscenariodraft.
Sometimesitisnecessarytohavemultipleworkshops:insomecases,toseparatethegatheringofinformationonthebusinesssidefromthegatheringofinformationonthetechnicalsideandinothercasessimplytogetmoreinformationfrommorepeople.
Whengatheringinformation,thearchitectcangreatlystrengthenthebusinessscenariobyobtaining"realworldexamples"i.e.,casestudiestowhichthereadercaneasilyrelate.Whencitingrealworldexamples,itisimportanttomaintainalevelofanonymityofthepartiesinvolved,toavoidblame.
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Analyzing
TheAnalyzingphaseiswhereagreatdealofrealBusinessArchitectureworkisactuallydone.Thisiswheretheinformationthatisgatheredisprocessedanddocumented,andwherethemodelsarecreatedtorepresentthatinformation,typicallyvisually.
TheAnalyzingphasetakesadvantageoftheknowledgeandexperienceofthebusinessscenarioconsultantusingpastworkandexperiencetodevelopthemodelsnecessarytodepicttheinformationcaptured.Notethatthemodelsanddocumentationproducedarenotnecessarilyreproducedverbatimfrominterviews,butratherfilteredandtranslatedaccordingtotherealunderlyingneeds.
IntheAnalyzingphaseitisimportanttomaintainlinkagesbetweenthekeyelementsofthebusinessscenario.Onetechniquethatassistsinmaintainingsuchlinkagesisthecreationofmatricesthatareusedtorelatebusinessprocessestoeachof:
ConstituenciesHumanActorsComputerActorsIssuesObjectives
Inthisway,thebusinessprocessbecomesthebindingfocalpoint,whichmakesagreatdealofsense,sinceinmostcasesitisbusinessprocessimprovementthatisbeingsought.
Reviewing
TheReviewingphaseiswheretheresultsarefedbacktothesponsorsoftheprojecttoensurethatthereisasharedunderstandingofthefullscopeoftheproblem,andthepotentialdepthofthetechnicalimpact.
Multiplebusinessscenarioworkshopsor"readout"meetingswiththesponsorsandinvolvedpartiesarerecommended.Themeetingsshouldbesetuptobeopenandinteractive.Itisrecommendedtohaveexercisesbuiltintomeetingagendas,inordertotestattendees'understandingandinterestlevels,aswellastotestthearchitect'sownassumptionsandresults.
Thisphaseisextremelyimportant,astheabsenceofsharedexpectationsisinmanycasestherootcauseofprojectfailures.
ContentsofaBusinessScenario
Thedocumentationofabusinessscenarioshouldcontainalltheimportantdetailsaboutthescenario.Itshouldcapture,andsequence,thecriticalstepsandinteractionsbetweenactorsthataddressthesituation.Itshouldalsodeclarealltherelevantinformationaboutallactors,specifically:thedifferentresponsibilitiesoftheactorsthekeypreconditionsthathavetobemetpriortopropersystemfunctionalityandthetechnicalrequirementsfortheservicetobeofacceptablequality.
Therearetwomaintypesofcontent:graphics(models),anddescriptivetext.Bothhaveaparttoplay.
BusinessScenarioModelscapturebusinessandtechnologyviewsinagraphicalform,toaidcomprehension.Specifically,theyrelateactorsandinteractions,andgiveastartingpointtoconfirmspecificrequirements.
BusinessScenarioDescriptionscapturedetailsinatextualform.Atypicalcontentslistforabusinessscenarioisgivenbelow.
TableofContents
PREFACE
EXECUTIVESUMMARY
DOCUMENTROADMAP
BUSINESSSCENARIO
BUSINESSSCENARIOOVERVIEW
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BACKGROUNDOFSCENARIO
PURPOSEOFSCENARIO
DEFINITIONS/DESCRIPTIONSOFTERMSUSED
VIEWSOFENVIRONMENTSANDPROCESSES
BUSINESSENVIRONMENT
Constituencies
PROCESSDESCRIPTIONS
Process"a"
etc....
TECHNICALENVIRONMENT
Technicalenvironment"a"
etc....
ACTORSANDTHEIRROLESANDRESPONSIBILITIES
COMPUTERACTORSANDROLES
RELATIONSHIPOFCOMPONENTSANDPROCESSES
HUMANACTORSANDROLES
RELATIONSHIPOFHUMANSANDPROCESSES
INFORMATIONFLOWANALYSIS
PRINCIPLESANDCONSTRAINTS
ITPrinciples
Constraints
REQUIREMENTS
BUSINESSSCENARIOANALYSIS
PROBLEMSUMMARY
Issues
Objectives
SUMMARY
APPENDIXES
APPENDIXA:BUSINESSSCENARIOSADDITIONALINFORMATION
APPENDIXBn:BUSINESSSCENARIOWORKSHOPNOTES
ContributionstotheBusinessScenario
Itisimportanttorealizethatthecreationofabusinessscenarioisnotsolelytheprovinceofthearchitect.Asmentionedpreviously,businesslinemanagementandotherstakeholdersintheenterpriseareinvolved,toensurethatthebusinessgoalsareaccuratelycaptured.Inaddition,dependingontherelationshipthatanorganizationhaswithitsITvendors,thelatteralsomaybeinvolved,toensurethattherolesoftechnicalsolutionsarealsoaccuratelycaptured,andtoensurecommunicationwiththevendors.
Typically,theinvolvementofthebusinessmanagementisgreatestintheearlystages,whilethebusinessproblemsarebeingexploredandcaptured,whiletheinvolvementofthearchitectisgreatestinthelaterstages,andwhenarchitecturalsolutionsarebeingdescribed.Similarly,ifvendorsare
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involvedinthebusinessscenarioprocess,theinvolvementofthecustomerside(businessmanagementplusenterprisearchitects)isgreatestintheearlystages,whilethatofthevendorsisgreatestinthelaterstages,whentheroleofspecifictechnicalsolutionsisbeingexploredandcaptured.ThisconceptisillustratedinRelativeContributionstoaBusinessScenario.
Figure:RelativeContributionstoaBusinessScenario
VendorITarchitectsmightbeabletoassistenterpriseITarchitectswithintegrationofthevendors'productsintotheenterprisearchitecture.ThisassistancemostprobablyfallsinthemiddleofthetimelineinRelativeContributionstoaBusinessScenario.
BusinessScenariosandtheTOGAFADM
BusinessscenariosfiguremostprominentlyintheinitialphaseoftheArchitectureDevelopmentMethod(ADM),ArchitectureVision,whentheyareusedtodefinerelevantbusinessrequirements,andtobuildconsensuswithbusinessmanagementandotherstakeholders.
However,thebusinessrequirementsarereferredtothroughoutallphasesoftheADMlifecycle,asillustratedinRelevanceofRequirementsThroughouttheADM.
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Figure:RelevanceofRequirementsThroughouttheADM
BecausebusinessrequirementsareimportantthroughoutallphasesoftheADMlifecycle,thebusinessscenariotechniquehasanimportantroletoplayintheTOGAFADM,byensuringthatthebusinessrequirementsthemselvesarecompleteandcorrect.
GuidelinesonDevelopingBusinessScenarios
GeneralGuidelines
Thestakeholders(e.g.,businessmanagers,endusers)willtellyouwhattheywant,butasanarchitectyoumuststillgainanunderstandingofthebusiness,soyoumustknowthemostimportantactorsinthesystem.Ifthestakeholdersdonotknowwhattheywant:
Taketime,observe,andrecordhowtheyareworkingtodayStructureinformationinsuchawaythatitcanbeusedlaterUncovercriticalbusinessrulesfromdomainexpertsStayfocusedonwhatneedstobeaccomplished,andhowitistobeaccomplished
Thiseffortprovidestheanchorforachainofreasonfrombusinessrequirementsthroughtotechnicalsolutions.Itwillpayofflatertobediligentandcriticalatthestart.
QuestionstoAskforEachArea
ThebusinessscenarioworkshopsmentionedaboveintheGatheringphasearereallystructuredinterviews.Whilethereisnosinglesetofappropriatequestionstoaskinallsituations,thefollowingprovidessomeguidancetohelpbusinessscenarioconsultantsinaskingquestions.
Identifying,Documenting,andRankingtheProblem
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Istheproblemdescribedasastatementofwhatneedstobeaccomplished,likestepsinaprocess,andnothow(withtechnology"push")?
Iftheproblemistoospecificora"how":
RaisearedflagAsk"Whydoyouneedtodoitthatway?"questions
Iftheproblemistoovagueorunactionable:
RaisearedflagAsk"Whatisityouneedtodo,orwillbeabletodoifthisproblemissolved?"questions
Askquestionsthathelptoidentifywhereandwhentheproblemexists:
Whereareyouexperiencingthisparticularproblem?Inwhatbusinessprocess?Whendoyouencountertheseissues?Duringthebeginningoftheprocess,themiddle,theend?
Askquestionsthathelptoidentifythecostsoftheproblem:
Doyouaccountforthecostsassociatedwiththisproblem?Ifso,whatarethey?Aretherehiddencosts?Ifso,whatarethey?Isthecostofthisproblemcoveredinthecostofsomethingelse?Ifso,whatandhowmuch?Istheproblemmanifestedintermsofpoorqualityoraperceptionofanineffectiveorganization?
IdentifyingtheBusiness&TechnicalEnvironment,andDocumentinginModels
Questionstoaskaboutthebusinessenvironment:
Whatkeyprocesssuffersfromtheissues?Whatarethemajorstepsthatneedtobeprocessed?Location/scaleofinternalbusinessdepartments?Location/scaleofexternalbusinesspartners?Anyspecificbusinessrulesandregulationsrelatedtothesituation?
Questionstoaskaboutthecurrenttechnologyenvironment:
Whattechnologycomponentsarealreadypresupposedtoberelatedtothisproblem?Arethereanytechnologyconstraints?Arethereanytechnologyprinciplesthatapply?
IdentifyingandDocumentingObjectives
Isthe"what"sufficientlybackedupwiththerationalefor"why"?Ifnot,askformeasurablerationaleinthefollowingareas:
ReturnoninvestmentScalabilityPerformanceneedsCompliancetostandardsEaseofusemeasures
IdentifyingHumanActorsandtheirPlaceintheBusinessModel
Anactorrepresentsanythingthatinteractswithorwithinthesystem.Thiscanbeahuman,oramachine,oracomputerprogram.Actorsinitiateactivitywiththesystem,forexample:
ComputeruserwiththecomputerPhoneuserwiththetelephonePayrollclerkwiththepayrollsystemInternetsubscriberwiththewebbrowser
Anactorrepresentsarolethatauserplaysi.e.,auserissomeoneplayingarolewhileusingthesystem(e.g.,John(user)isadispatcher(actor)).Eachactorusesthesystemindifferentways
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(otherwisetheyshouldbethesameactor).Askaboutthehumansthatwillbeinvolved,fromdifferentviewpoints,suchas:
DeveloperMaintainerOperatorAdministratorUser
IdentifyingComputerActorsandtheirPlaceintheTechnologyModel
Askaboutthecomputercomponentslikelytobeinvolved,againfromdifferentpointsofview.Whatmusttheydo?
DocumentingRoles,Responsibilities,MeasuresofSuccess,RequiredScripts
Whendefiningroles,askquestionslike:
Whatarethemaintasksoftheactor?Willtheactorhavetoread/write/changeanyinformation?Willtheactorhavetoinformthesystemaboutoutsidechanges?Doestheactorwishtobeinformedaboutunexpectedchanges?
CheckingforFitnessforPurpose,andrefiningifnecessary
Isthereenoughinformationtoidentifywho/whatcouldfulfilltherequirement?Ifnot,probemoredeeply.
Isthereadescriptionofwhen,andhowoften,therequirementneedstobeaddressed?Ifnot,askabouttiming.
GuidelinesonBusinessScenarioDocumentation
TextualDocumentation
Effectivebusinessscenariodocumentationrequiresabalancebetweenensuringthatthedetailisaccessible,andpreventingitfromovershadowingtheresultsandoverwhelmingthereader.Tothisend,thebusinessscenariodocumentshouldhavethemainfindingsinthebodyofthedocumentandthedetailsinappendices.
Intheappendices:
Capturealltheimportantdetailsaboutabusinessscenario:SituationdescriptionandrationaleAllmeasurementsAllactorrolesandsubmeasurementsAllservicesrequired
Capturethecriticalstepsbetweenactorsthataddressthesituation,andsequencetheinteractionsDeclarerelevantinformationaboutallactors:
PartitiontheresponsibilityoftheactorsListpreconditionsthathavetobemetpriortopropersystemfunctionalityProvidetechnicalrequirementsfortheservicetobeofacceptablequality
Inthemainbodyofthebusinessscenario:
Generalizealltherelevantdatafromthedetailintheappendices
BusinessScenarioModels
Rememberthepurposeofusingmodels:Capturebusinessandtechnologyviewsinagraphicalform
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HelpcomprehensionGiveastartingpointtoconfirmrequirementsRelateactorsandinteractions
Keepdrawingsclearandneat:DonotputtoomuchintoonediagramSimplerdiagramsareeasiertounderstand
Numberdiagramsforeasyreference:Maintainacatalogofthenumberstoavoidduplicates
GuidelinesonGoalsandObjectives
TheImportanceofGoals
Oneofthefirststepsinthedevelopmentofanarchitectureistodefinetheoverallgoalsandobjectivesforthedevelopment.Theobjectivesshouldbederivedfromthebusinessgoalsoftheorganization,andthewayinwhichITisseentocontributetomeetingthosegoals.
Everyorganizationbehavesdifferentlyinthisrespect,someseeingITasthedrivingforcefortheenterpriseandothersseeingITinasupportingrole,simplyautomatingthebusinessprocesseswhichalreadyexist.Theessentialthingisthatthearchitecturalobjectivesshouldbeverycloselyalignedwiththebusinessgoalsandobjectivesoftheorganization.
TheImportanceofSMARTObjectives
Notonlymustgoalsbestatedingeneralterms,butalsospecificmeasuresneedtobeattachedtothemtomakethemSMART,asdescribedabove.
Theamountofeffortspentindoingthiswillleadtogreaterclarityforthesponsorsofthearchitectureevolutioncycle.Itwillpaybackbydrivingproposedsolutionsmuchmorecloselytowardthegoalsateachstepofthecycle.Itisextremelyhelpfulforthedifferentstakeholdersinsidetheorganization,aswellasforsuppliersandconsultants,tohaveaclearyardstickformeasuringfitnessforpurpose.Ifdonewell,theADMcanbeusedtotracespecificdecisionsbacktocriteria,andthusyieldtheirjustification.
ThegoalsbelowhavebeenadaptedfromthosegiveninpreviousversionsofTOGAF.Thesearecategoriesofgoals,eachwithalistofpossibleobjectives.EachoftheseobjectivesshouldbemadeSMARTwithspecificmeasuresandmetricsforthetask.However,sincetheactualworktobedonewillbespecifictothearchitectureprojectconcerned,itisnotpossibletoprovidealistofgenericSMARTobjectivesthatwillrelatetoanyproject.
Instead,weprovideheresomeexampleSMARTobjectives.
ExampleofMakingObjectivesSMART
Underthegeneralgoalheading"ImproveUserProductivity"below,thereisanobjectivetoprovidea"ConsistentUserInterface"anditisdescribedasfollows:
"Aconsistentuserinterfacewillensurethatalluseraccessiblefunctionsandserviceswillappearandbehaveinasimilar,predictablefashionregardlessofapplicationorsite.Thiswillleadtobetterefficiencyandfewerusererrors,whichinturnmayresultinlowerrecoverycosts."
TomakethisobjectiveSMART,weaskwhethertheobjectiveisspecific,measurable,actionable,realistic,andtimebound,andthenaugmenttheobjectiveappropriately.
Thefollowingcapturesananalysisofthesecriteriaforthestatedobjective:
Specific:Theobjectiveofproviding"aconsistentuserinterfacethatwillensurealluseraccessiblefunctionsandserviceswillappearandbehaveinasimilar,predictablefashionregardlessofapplicationorsite".isprettyspecific.However,themeasureslistedinthesecondsentencecouldbemorespecific...
Measurable:Asstatedabove,theobjectiveismeasurable,butcouldbemorespecific.Thesecondsentencecouldbeamendedtoread(forexample):"Thiswillleadto10%greateruserefficiencyand20%fewerorderentryusererrors,whichinturnmayresultin5%lowerorderentrycosts".
Actionable:Theobjectivedoesappeartobeactionable.Itseemsclearthatconsistencyoftheuser
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interfacemustbeprovided,andthatcouldbehandledbywhoeverisresponsibleforprovidingtheuserinterfacetotheuserdevice.
Realistic:Theobjectiveofproviding"aconsistentuserinterfacethatwillensurealluseraccessiblefunctionsandserviceswillappearandbehaveinasimilar,predictablefashionregardlessofapplicationorsite"mightnotberealistic.ConsideringtheusetodayofPDAsattheuserendmightleadustoaugmentthisobjectivetoassurethatthedownstreamdevelopersdon'tundulycreatedesignsthathindertheuseofnewtechnologies.Theobjectivecouldberestatedas"aconsistentuserinterface,acrossuserinterfacedevicesthatprovidesimilarfunctionality,thatwillensure..."etc.
Timebound:Theobjectiveasstatedisnottimebound.Tobetimeboundtheobjectivecouldberestatedas"BytheendofQ3,provideaconsistent...".
TheaboveresultsinaSMARTobjectivethatlooksmorelikethis(againrememberthisisanexample):
"BytheendofQ3,provideaconsistentuserinterfaceacrossuserinterfacedevicesthatprovidesimilarfunctionalitytoensurealluseraccessiblefunctionsandservicesappearandbehaveinasimilarwaywhenusingthosedevicesinapredictablefashionregardlessofapplicationorsite.Thiswillleadto10%greateruserefficiencyand20%fewerorderentryusererrors,whichinturnmayresultin5%lowerorderentrycosts."
CategoriesofGoalsandObjectives
Althougheveryorganizationwillhaveitsownsetofgoals,someexamplesmayhelpinthedevelopmentofanorganizationspecificlist.Thegoalsgivenbelowarecategoriesofgoals,eachwithalistofpossibleobjectives,whichhavebeenadaptedfromthegoalsgiveninpreviousversionsofTOGAF.
EachoftheobjectivesgivenbelowshouldbemadeSMARTwithspecificmeasuresandmetricsforthetaskinvolved,asillustratedintheexampleabove.However,theactualworktobedonewillbespecifictothearchitectureprojectconcerned,anditisnotpossibletoprovidealistofgenericSMARTobjectivesthatwillrelatetoanyproject.
Goal:ImproveBusinessProcessPerformance
Businessprocessimprovementscanberealizedthroughthefollowingobjectives:
IncreasedprocessthroughputConsistentoutputqualityPredictableprocesscostsIncreasedreuseofexistingprocessesReducedtimeofsendingbusinessinformationfromoneprocesstoanotherprocess
Goal:DecreaseCosts
Costimprovementscanberealizedthroughthefollowingobjectives:
LowerlevelsofredundancyandduplicationinassetsthroughouttheenterpriseDecreasedrelianceonexternalITserviceprovidersforintegrationandcustomizationLowercostsofmaintenance
Goal:ImproveBusinessOperations
Businessoperationsimprovementscanberealizedthroughthefollowingobjectives:
IncreasedbudgetavailabletonewbusinessfeaturesDecreasedcostsofrunningthebusinessDecreasedtimetomarketforproductsorservicesIncreasedqualityofservicestocustomersImprovedqualityofbusinessinformation
Goal:ImproveManagementEfficacy
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Managementefficacyimprovementscanberealizedthroughthefollowingobjectives:
IncreasedflexibilityofbusinessShortertimetomakedecisionsHigherqualitydecisions
Goal:ReduceRisk
Riskimprovementscanberealizedthroughthefollowingobjectives:
EaseofimplementingnewprocessesDecreasederrorsintroducedintobusinessprocessesthroughcomplexandfaultysystemsDecreasedrealworldsafetyhazards(includinghazardsthatcauselossoflife)
Goal:ImproveEffectivenessofITOrganization
ITorganizationeffectivenesscanberealizedthroughthefollowingobjectives:
IncreasedrolloutofnewprojectsDecreasedtimetorolloutnewprojectsLowercostinrollingoutnewprojectsDecreasedlossofservicecontinuitywhenrollingoutnewprojectsCommondevelopment:applicationsthatarecommontomultiplebusinessareaswillbedevelopedor
acquiredonceandreusedratherthanseparatelydevelopedbyeachbusinessarea.Opensystemsenvironment:astandardsbasedcommonoperatingenvironment,whichaccommodates
theinjectionofnewstandards,technologies,andapplicationsonanorganizationwidebasis,willbeestablished.Thisstandardsbasedenvironmentwillprovidethebasisfordevelopmentofcommonapplicationsandfacilitatesoftwarereuse.
Useofproducts:asfaraspossible,hardwareindependent,offtheshelfitemsshouldbeusedtosatisfyrequirementsinordertoreducedependenceoncustomdevelopmentsandtoreducedevelopmentandmaintenancecosts.
Softwarereuse:forthoseapplicationsthatmustbecustomdeveloped,developmentofportableapplicationswillreducetheamountofsoftwaredevelopedandaddtotheinventoryofsoftwaresuitableforreusebyothersystems.
Resourcesharing:dataprocessingresources(hardware,software,anddata)willbesharedbyallusersrequiringtheservicesofthoseresources.Resourcesharingwillbeaccomplishedinthecontextofsecurityandoperationalconsiderations.
Goal:ImproveUserProductivity
Userproductivityimprovementscanberealizedthroughthefollowingobjectives:
Consistentuserinterface:aconsistentuserinterfacewillensurethatalluseraccessiblefunctionsandserviceswillappearandbehaveinasimilar,predictablefashionregardlessofapplicationorsite.Thiswillleadtobetterefficiencyandfewerusererrors,whichinturnmayresultinlowerrecoverycosts.
Integratedapplications:applicationsavailabletotheuserwillbehaveinalogicallyconsistentmanneracrossuserenvironments,whichwillleadtothesamebenefitsasaconsistentuserinterface.
Datasharing:databaseswillbesharedacrosstheorganizationinthecontextofsecurityandoperationalconsiderations,leadingtoincreasedeaseofaccesstorequireddata.
Goal:ImprovePortabilityandScalability
Theportabilityandscalabilityofapplicationswillbethroughthefollowingobjectives:
Portability:applicationsthatadheretoopensystemsstandardswillbeportable,leadingtoincreasedeaseofmovementacrossheterogeneouscomputingplatforms.Portableapplicationscanallowsitestoupgradetheirplatformsastechnologicalimprovementsoccur,withminimalimpactonoperations.
Scalability:applicationsthatconformtothemodelwillbeconfigurable,allowingoperationonthefullspectrumofplatformsrequired.
2/17/2015 BusinessScenarios
http://webcache.googleusercontent.com/search?q=cache:tcjfr64f6QJ:pubs.opengroup.org/architecture/togaf8doc/arch/chap34.html+&cd=2&hl=en&ct=c 13/14
Goal:ImproveInteroperability
Interoperabilityimprovementsacrossapplicationsandbusinessareascanberealizedthroughthefollowingobjectives:
Commoninfrastructure:thearchitectureshouldpromoteacommunicationsandcomputinginfrastructurebasedonopensystemsandsystemstransparencyincluding,butnotlimitedto,operatingsystems,databasemanagement,datainterchange,networkservices,networkmanagement,anduserinterfaces.
Standardization:byimplementingstandardsbasedplatforms,applicationswillbeprovidedwithandwillbeabletouseacommonsetofservicesthatimprovetheopportunitiesforinteroperability.
Goal:IncreaseVendorIndependence
Vendorindependencewillbeincreasedthroughthefollowingobjectives:
Interchangeablecomponents:onlyhardwareandsoftwarethathavestandardsbasedinterfaceswillbeselected,sothatupgradesortheinsertionofnewproductswillresultinminimaldisruptiontotheuser'senvironment.
Nonproprietaryspecifications:capabilitieswillbedefinedintermsofnonproprietaryspecificationsthatsupportfullandopencompetitionandareavailabletoanyvendorforuseindevelopingcommercialproducts.
Goal:ReduceLifecycleCosts
Lifecyclecostscanbereducedthroughmostoftheobjectivesdiscussedabove.Inaddition,thefollowingobjectivesdirectlyaddressreductionoflifecyclecosts:
Reducedduplication:replacementofisolatedsystemsandislandsofautomationwithinterconnectedopensystemswillleadtoreductionsinoverlappingfunctionality,dataduplication,andunneededredundancybecauseopensystemscansharedataandotherresources.
Reducedsoftwaremaintenancecosts:reductionsinthequantityandvarietyofsoftwareusedintheorganizationwillleadtoreductionsintheamountandcostofsoftwaremaintenance.Useofstandardofftheshelfsoftwarewillleadtofurtherreductionsincostssincevendorsofsuchsoftwaredistributetheirproductmaintenancecostsacrossamuchlargeruserbase.
Incrementalreplacement:commoninterfacestosharedinfrastructurecomponentsallowforphasedreplacementorupgradewithminimaloperationaldisturbance.
Reducedtrainingcosts:commonsystemsandconsistentHumanComputerInterfaces(HCIs)willleadtoreducedtrainingcosts.
Goal:ImproveSecurity
Securitycanbeimprovedintheorganization'sinformationthroughthefollowingobjectives:
Consistentsecurityinterfacesforapplications:consistentsecurityinterfacesandprocedureswillleadtofewererrorswhendevelopingapplicationsandincreasedapplicationportability.Notallapplicationswillneedthesamesuiteofsecurityfeatures,butanyfeaturesusedwillbeconsistentacrossapplications.
Consistentsecurityinterfacesforusers:acommonuserinterfacetosecurityfeatureswillleadtoreducedlearningtimewhenmovingfromsystemtosystem.
Securityindependence:applicationdeploymentcanusethesecuritypolicyandmechanismsappropriatetotheparticularenvironmentifthereisgoodlayeringinthearchitecture.
A25%reductionincallstothehelpdeskrelatingtosecurityissues.A20%reductionin"falsepositives"detectedinthenetwork(afalsepositiveisaneventthatappears
tobeanactionablesecurityevent,butinfactisafalsealarm).
Goal:ImproveManageability
Managementimprovementcanberealizedthroughthefollowingobjectives:
Consistentmanagementinterface:consistentmanagementpracticesandprocedureswillfacilitate
2/17/2015 BusinessScenarios
http://webcache.googleusercontent.com/search?q=cache:tcjfr64f6QJ:pubs.opengroup.org/architecture/togaf8doc/arch/chap34.html+&cd=2&hl=en&ct=c 14/14
managementacrossallapplicationsandtheirunderlyingsupportstructures.Aconsistentinterfacecansimplifythemanagementburden,leadingtoincreaseduserefficiency.
Reducedoperation,administration,andmaintenancecosts:operation,administration,andmaintenancecostsmaybereducedthroughtheavailabilityofimprovedmanagementproductsandincreasedstandardizationoftheobjectsbeingmanaged.
Summary
BusinessscenarioshelpaddressoneofthemostcommonissuesfacingITexecutives:aligningITwiththebusiness.
ThesuccessofanymajorITprojectismeasuredbytheextenttowhichitislinkedtobusinessrequirements,anddemonstrablysupportsandenablestheenterprisetoachieveitsbusinessobjectives.Businessscenariosareanimportanttechniquethatmaybeusedatvariousstagesofdefiningenterprisearchitecture,oranyothermajorITproject,toderivethecharacteristicsofthearchitecturedirectlyfromthehighlevelrequirementsofthebusiness.Businessscenariosareusedtohelpidentifyandunderstandbusinessneeds,andtherebytoderivethebusinessrequirementsthatthearchitecturedevelopment,andultimatelytheIT,hastoaddress.
However,itisimportanttorememberthatbusinessscenariosarejustatool,nottheobjective.Theyareapartof,andenable,thelargerprocessofarchitecturedevelopment.Thearchitectshouldusethem,butnotgetlostinthem.Thekeyistostayfocusedwatchoutfor"featurecreep",andaddressthemostimportantissuesthattendtoreturnthegreatestvalue.
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