Introduction to Blueprinting

© 2008 Systems in Context Ltd Introduction to Business Blueprinting 1

Business BlueprintingRealising the Business Vision

Agenda Business Change Business Risk Business Pitfalls Business Capabilities


Business ChangeThe Change Imperative

Change Drivers Heightened competition Increased buyer power Squeezed profit margins 'Fast-follower' strategies Technological advances Regulatory evolution etc.


Business Scenarios

Reconfiguring the Enterprise

Business Triggers Start-up & joint-venture Growth & diversification Mergers & acquisition Corporate restructuring Outsourcing & insourcing Operations rationalisation


Business RiskBetting the Firm

Risk Drivers 70% change failure rate Only 1 in 20 realise value Cost: financial + credibility Problem of implementation Failure to 'anchor' initiatives Lack of architecture/design


Business Solution

Business Blueprinting

Proposition From current to target state Guided/controlled transition Predictable business outcomes Empowered design authority “Joined-up” development From drivers to deliverables


Business Pitfalls

Catalogue Lack of business direction Lack of business foundations Inadequate decision-making Inadequate business design Operational misalignment Operational mistranslation Poor development management Poor development governance


Business Capabilities

Portfolio Strategy Architecture Decisioning Design Alignment Realisation Management Governance


Lack of DirectionA strategic vacuum

Points of Failure Absence of a business vision Inadequate terms of reference Inability to properly scope Omission of a route map


Business Strategy

From drivers to guidelines

Elements Visioning Steering Scoping Planning


Lack of FoundationsBuilding on quicksand

Points of Failure Jumping straight from

strategy into execution Missing out the underlying

business model Absence of holistic view:

design 'fragmentation'


Business Architecture

Architectural framework

Elements Segmentation Partitioning Levelling Integration


Inadequate Decision-MakingMaking it up as we go along

Points of Failure No transparency or traceability

of decision-making Decisions taken 'on-the-fly'

without effective governance Tactical decision-making in

place of strategic D-M Decisions by junior personnel

have strategic repercussions


Business Decisioning

Decision-making framework

Elements Definition Formation Composition Attribution


Inadequate DesignDesign by default

Points of Failure No real business design Only business analysis (& low-level process design) But plenty of IT design! Development becomes IT-led 'Requirements' trump 'Vision'


Business Design

Generating the operating model

Elements Specification Configuration Orchestration Association


Operational MisalignmentThe wrong trajectory

Points of Failure Business Drivers superceded

by Business Requirements No on-going referral back to

Business Vision & Strategy Business Case becomes

'shelf-ware' and ignored Lack of rigorous, on-going

Business Benefits tracking


Business Alignment

Evaluating the operating model

Elements Strategic Fit Architectural Compliance Operational Performance Financial Justification


Operational MistranslationDevelopmental disconnect

Points of Failure Business Architecture trails

portfolio/programme formation Disconnect between Business

Design and delivery projects Operating Model Deltas and

project deliverables at odds Portfolio and programme mis-

scoping and mis-structuring


Business Realisation

From design to deliverables

Elements Clustering Assigning Tranching Mapping


Poor ManagementManagement fragmentation

Points of Failure No linking of project portfolio

to operating model route map No linking of risks to

operating model route map No linking of benefits to

operating model route map No linking of roll-out plan to

operating model route map


Business Management

Management framework

Elements Portfolio Management Risk Management Benefits Management Migration Management


Poor GovernanceRunaway change initiatives

Points of Failure Lack of programme oversight Inadequate project guidance Dilution of change imperative Triumph of business inertia Inability to remove roadblocks Lack of Design Authority role


Business Governance

Governance framework

Elements Requirements Governance Bus. Design Governance IT Design Governance E2E Testing Governance

Documents

Introduction to Blueprinting