Cwin16 tls-capgemini-business-architecture-open-group-2016

Business Architecture & Open Group Business Architecture & Open Group Toulouse, 09/29/16

J Courquet | Capgemini A&D - Digital TransformationToulouse, 09/29/16

J Courquet | Capgemini A&D - Digital Transformation

Presentation Title | Date

Copyright © 2016 Capgemini and Sogeti. All rights reserved. 2

Table of Contents

What is Business Architecture ?

The Open Business Architecture Initiative

Conclusion



As Is Enterprise context

Enterprise drivers Intends to make/maximize benefits Improve customer service Increase market share Reduce costs

Today Enterprise governance is based on Enterprise Architecture including key viewpoints such as IT, Application, Technology or Organizational Architecture and business viewpoint

But where can we find the answers of key concerns such as ? How does an enterprise accomplish profit objectives ? Does the enterprise architecture fits to business needs in a optimistic manner ?

Today‘s enterprises are not easily answering to these questionsbecause enterprise architecture is not business centric.

“It is not the strongest, the fastest or the smartest of the speciesthat survive, it is those most adaptable to change”

Charles Darwin



What is Business Architecture ?

It is about giving strategic business objectives greater clarity and structure by describing how they translate into operations

There are several definitions :

TOGAF 9 Section 8.2: In summary, the Business Architecture describes the product and/or service strategy, and the organizational, functional, process, information, and geographic aspects of the business environment....In practical terms, the Business Architecture is also often necessary as a means of demonstrating the business value of subsequent architecture work to key stakeholders, and the return on investment to those stakeholders from supporting and participating in the subsequent work.”

“Business architecture is the formalized description of how an organization uses its essential competences for realizing its strategic intent and objectives.”

Definition applied by The Open Group since 2011

“A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands”

OMG Business Architecture Special Interest Group



Business Architecture: Motivation

Why(Strategy policy)

Fit to market

Reduce Time To Market

Why(Business stakes)

Rapid process design for new products

Improve the current Information System to support an efficient

operating process

Deploy an efficient way of working

Prepare the future business capabilities

Guidance, coaching for strategy deployment

Monitoring & performance Analysis

Ensure business process maturity

What(Business levers)

Promote holistic Views to support decision making

Structure IS/IT knowledge on REX come from product portfolio , disciplines

Enhance added-value in operations and strategy support

Enhance information flow between stakeholders

Deliver trusted traceability from strategy to operations

Design, deploy, promote and support best practices in BA

Promote agile organization & governance

How(Business architecture

activities)

GENERATINGMARKET INSIGHTS

ALIGNMENT

GOVERNANCE

COMMUNICATION

Many concepts of BA framework exists and all of them are based on main components of an enterprise.The difference wrt EA consists in How components and relationships are taken into account.



Business Architecture usual strategy

Business Architecture takes a combined top-down and bottom-up approach. A top-down approach allows the Business architect to identify the high - and

executive level goals that are in line with the overall enterprise business strategy. A bottom-up analytical approach allows Business Architect to identify the

specific tactical components that must be delivered to accomplish those goalsfrom day life activities.

This necessitates a complex organization in order to: Create/onboard/steer an Enterprise Business Architecture Community Set up a Governance to ensure compliance and alignment with Business

initiatives. Deploy a Business Centric Approach based on Industry, Business Product,

Operations Customer Behavior Knowledge as a dual of enterprise architecture Master communication and deliver the right information on time according the

right/understandable language Master redraw and supervise Process Discipline



Business Architecture concerns

Motivation

Business Architecture

OrganizationKnowledge

information

Value And profit

proposition

Execution

artefacts

Performance

Capabilities KPIs

how well to do whathow well to do what

with what resources with what resources

Policies KM …

how to do what how to do what

Process Services Functions

why to do whatwhy to do what

what to do what to do

who is doingwho is doing

Vision Strategy

value-streams Products or assets

Organization structure Governance structure Supplier, providers …

Business architecture provides a consistent framework for aligning what customers want againstwhat the organization provides.It drives continuous improvement on value delivery by closing defined value and capability gaps



The Open Business Architecture Initiative: Fast Track context

Part I Delivered Part II under evaluation

The Open Business Architecture effort is developing a new Open Group Standard to provide guidance for new and existing Business Architecture Practices.

The Emerging Standard is focused on Transformations to the Enterprise or Organization.

The Standard defines an Approach to ensure a Clear Understanding of the Business Vision by All StakeholdersThroughout the Enterprise Transformation Lifecycle

The Open Business Architecture effort is developing a new Open Group Standard to provide guidance for new and existing Business Architecture Practices.

The Emerging Standard is focused on Transformations to the Enterprise or Organization.

The Standard defines an Approach to ensure a Clear Understanding of the Business Vision by All StakeholdersThroughout the Enterprise Transformation Lifecycle

Open Business Architecture (O-BA) StandardThe emerging O-BA Standard has Three Parts:Part I: Describes the Practice of Business Architecture through a Business Architecture FrameworkPart II: Will Describe the Context in which the Business Architecture Practice is AppliedPart III: Will include specific techniques and guidelines that enable the Business Architect



O-BA Drivers

The Open Business Architecture Initiative: Analysis starting point

Operational Domain

Strategy Domain

Structure Domain

The O-BA standard is focused on the transformation of the organization

Driver

A driver is defined as something that creates, motivates, and fuels the change in an organization



O-BA Assesments Level 1

O-BA Drivers

The Open Business Architecture Initiative: assessments level 1

Operational ContextBusiness Structure

Strategic Intent External Vision Strategic Priorities

Operational Domain

Strategy Domain

Structure Domain

Business FunctionsValue Stream Business Outcome

Enabling Means

Transformation Principle

Driver

Assessment

An assessment is defined as the outcome of some analysis of some driver



O-BA Assesments Level 2

The Open Business Architecture assessments level 2

Operational ContextBusiness Structure

Strategic Intent

External Vision

Strategic Priori ties

Operational Domain

Strategy Domain

Structure Domain

Business FunctionsValue Stream Business Outcome Enabl ing Means

Transformation Principle

Mission

Strategic Principle

CompetenceAmbition

Internal Chal lenge

Vision

Bel ief

Principle

Brand

External Factor

ConstraintOpportuni ty

External Chal lenge

Assumption

Objective

Customer Segment

Marketing M ixPosition

Timing

Customer Approach

Strategic Capabi l ity

Partner

Assessment1

ImplicationMeans-End Hierarchy Configuration / Capabil i ty

Driver

Assessment



O-BA Principles

The Open Business Architecture Initiative:

Requirement

Driver

Assessment

Value Stream

Way of Thinking

Way of Working Way of Modeling

Way of Organizing Way of Supporting

What is a Value Stream?the sequence of activities required to design, produce, and deliver a good or service to acustomer, and it includes the dual flows of information and material.Source: Value Stream Mapping. Karen Martin and Mike Osterling. McGraw Hill, 2014

What is a Way of?The “way of” fields describe the different areas of the business architecture practice.

Apply a Common Language forConsistent Communication

Articulate Vertical Traceability (Fromvision, strategic intent, to

competence, capability, resources)

Articulate Horizontal Traceability toCreate Transparency in Cross-

business Domain Dependencies

Provide a Holistic View to EnsureAlignment of All Relevant Factors

Implement Transformation ProcessIntegration

Diapositive 12

WWE3 il faudra bien expliquer les différences entre Driver, assessment et requirements. "way of" est une notion pas très claire pour moi ... même niveau que requirements ? A préciser également dans le discours. WENDLINGER William (wwendlin); 28/09/2016



The Five Ways Framework is used in the O-BA Standard to describe the Standardized Business Architecture Practice

The Five Ways Framework is used in the O-BA Standard to describe the Standardized Business Architecture Practice

The Open Business Architecture Initiative: The Five Ways Framework

Five Ways Framework

Way of Thinking

Way of Modeling

Way of Organizing

Way of Supporting

Way of Working

Resolves challenges of Continuous

Change

Assures alignment and integration of Strategy, Structure and Operations

Assures the Business Architect acts

at the right timeCommon

Language and Techniques enable the Role

AssuresLeadership / Stakeholder

Communication

WWE4

Diapositive 13

WWE4 Les Way of ne sont pas clairs pour moi (bis). Ce que tu mets en face de chacun d'eux ne clarifie vraiment pas. WENDLINGER William (wwendlin); 28/09/2016




Way of Thinking Resolves challenges of Continuous

Change

Assures alignment and integration of Strategy, Structure and Operations

Assures the Business Architect acts at the right

time

Common Language and Techniques enable the Role

Assuresv Leadership / Stakeholder Communication

Way of Working

Assuring integratedleadership

communication

Creating the ho listicview

Assuring feedback andi terations

Common language

Hol istic view toassure al ignment ofal l relevant factors

Strategy view

Structure view

Operational contextview

The external vision

T he strategic in tentcompetence map

business serviceoperational context

Stra tegic priorities

va lue chain

business capabi l itymap

Value streamCompetencies

Capabi li ty hierarchy

External Vision

- Relevant external factors: - Assumptions: - Beliefs: - External constraints: - External opportuni ties: - Princip les: - Brand: - Market need: - Mission: - External challenges:

Strategic Intent

- Ambi tion: - Mission: - Strategic principles: - Competence: - Capabil i ty: - Goals: - Value stream: - In ternal challenges:

Investment Priorities

- Objectives: - Customer segments: - Marketing mix: - Posi tioning: - Timing: - Customer approach: - Capabi li ty: - Partner: - Internal constrain t: - Internal opportun ity: - Pol icy, rule, guide line:

Way of Thinking

executi ve ambi tionstate-of the arttechnology

strategic prioriti es strategic intentexternal vi sion

business strategy

Way of Supporting

Set communicationthrough a commonnatural language

Provide tools forarti factsmanagement

Apply industrystandards

Way of Organizing

Way of Modeling

Way of Organizing

Way of Supporting

Way of Working

Way of Modeli ng

Set overal l coherency

Align at strategy,structure and

operational l evel

Set HorizontalAlignment

Set Verti cal Ali gnment

businesscapabil it ies

Key competencies

DependencyNetwork Diagram

Integration View

Strategy DomainStructure Domain

OperationalContext



Way of Working

Assuring integratedleadership

communication

Creating the holisticview

Assuring feedback anditerations

Common language

Holistic view toassure alignment ofall relevant factors

Strategy view

Structure view

Operational contextview

The external vision

The strategic intentcompetence map

business serviceoperational context

Strategic priorities

value chain

business capabilitymap

Value streamCompetencies

Capability hierarchy

External Vision

- Relevant external factors: - Assumptions: - Beliefs: - External constraints: - External opportunities: - Principles: - Brand: - Market need: - Mission: - External challenges:

Strategic Intent

- Ambition: - Mission: - Strategic principles: - Competence: - Capability: - Goals: - Value stream: - Internal challenges:

Investment Priorities

- Objectives: - Customer segments: - Marketing mix: - Positioning: - Timing: - Customer approach: - Capability: - Partner: - Internal constraint: - Internal opportunity: - Policy, rule, guideline:


Way of Thinking

Common Language and Techniques enable the Role

Way of Modeling

Way of Organizing

Way of Supporting

Way of Working



The Open Business Architecture Initiative: Enterprise transformation value stream

Strategy Value Stream Transformation Value Stream Operation Value Stream

business Archi tecture Value Stream

Create VisionShape Idea Develop strategy andplan

Design Develop Implement Optimize and Learn

Enterprise transformation value stream

Value Stream breakdowns

Link with TOGAF architecture Framework



Utilizing the O-BA Standard in Conjunction with TOGAF

The O-BA Standard can be used with TOGAF ADM during 3 Phases…

Some of the Reasons to use the O-BA in Conjunction with TOGAF• The Enterprise Continuum provides a view of how

industry architecture evolve and how these can be transformed into Enterprise Architectures

• The outcome of O-BA builds on and enhances the Preliminary Phase and Phase A

• The O-BA Standard describes a more explicit and structured way to align and integrate Strategy, Structure and Operational contexts

• This Standard applies a common language that extends the TOGAF 9 Content Framework

…among other reasons

The Business Architect role, engaged in all phases of the Transformation Lifecycle ensures Consistent

Communication

The Business Architect role, engaged in all phases of the Transformation Lifecycle ensures Consistent

Communication



Conclusion

Enterprise and Business architecture are two sides of the same coin and are decisive in ultimately building an Enterprise that is in line with the global market and benefits objectives.

Virtually every facet of Business Architecture success depends on fielding of advanced architecture framework and standards.

In the framework of the Open Group, a lot of work has been performed on BA topic. That has enabled to clarify and formalize Enterprise needs and key BA artefacts . But work still needs to be done to completely meet Enterprise needs and offer operational methods .

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About Capgemini and SogetiWith more than 180,000 people in over 40 countries, Capgemini is aglobal leader in consulting, technology and outsourcing services. TheGroup reported 2015 global revenues of EUR 11.9 billion. Togetherwith its clients, Capgemini creates and delivers business, technologyand digital solutions that fit their needs, enabling them to achieveinnovation and competitiveness. A deeply multicultural organization,Capgemini has developed its own way of working, the CollaborativeBusiness Experience™, and draws on Rightshore®, its worldwidedelivery model.

Sogeti is a leading provider of technology and software testing,specializing in Application, Infrastructure and EngineeringServices. Sogeti offers cutting-edge solutions around Testing,Business Intelligence & Analytics, Mobile, Cloud and CyberSecurity. Sogeti brings together more than 23,000 professionals in15 countries and has a strong local presence in over 100 locationsin Europe, USA and India. Sogeti is a wholly-owned subsidiary ofCap Gemini S.A., listed on the Paris Stock Exchange.

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Cwin16 tls-capgemini-business-architecture-open-group-2016