Business Architecture Concepts and Application

April 12, 2023 (C) Chartwell 2003 1

Presentation to IRMAC

Business Architecture

Concepts and Application


Agenda• Introduction• Architecture versus design• Bus. Arch.Context• Bus. Arch Trends• Business Reference Models• Programs and Services• <BREAK>• Processes• Performance Management• Business Transformation• Contribution to IT• Governance• Summary


Goals

– A better understanding and applicability of using business architecture models in both the public and private sector

– An understanding of how to define processes at an enterprise level and find patterns and opportunities for common automation solutions

– An appreciation of techniques to better align IT solutions to the business

– An appreciation of how to design an integrated performance management framework

– An understanding of formal service definitions and its benefits in better aligning business and IT design to the end customer

– LEAVE YOU WITH ONE NEW IDEA!!


ARCHITECTURE VERSUS DESIGN


The “architecture” of a complex thing:

• Its essential structure

• Its overall design

• The orderly arrangement of its parts

• The way its components fit together

Architecture consists of the pieces of the puzzle!Design is the picture on the puzzle box!


Enterprise Architecture Definitions

• An enterprise architecture contains formal specifications for all the elements of an enterprise

• An enterprise architecture function develops, harvests and applies the specifications to all change initiatives

• ARCHITECTURE: (ANSI / IEEE Std 1471-2000) "the fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution"


Architect vs. Designer• Defines a formal model to

represent the whole problem space

• “Populates” the model to define the problem space architecture

• Defines logical constraints -design standards, rules, etc.

• Is “whole system forever” oriented

• Solves a problem in the

problem space

• Uses the architecture to

create a design

• Works within constraints

• Is problem and solution-

oriented


Recognized realms of architecture

(Key parts needing orderly arrangement)• Information (data entities)• Applications (business logic)• Technology (technology components)

– Network (network technology components)

• Security (security components)• Business (processes)

– Work (processes)– Organization (roles & responsibilities)– Policy (business rules)

AutomationArchitectures

BusinessArchitecture


Architectural Components

• Business:– Services, Processes, Resources, Roles

etc.

• Logical:– System Functions, Entities, Logical

Applications, Nodes, Domains etc.

• Physical:– Databases, Applications, Servers etc.


BUSINESS ARCHITECTURESetting Context


What is Business Architecture

• A formal way of describing the key components of your business (current or future) and their relationships– Sample components include:

• Services, Programs (Markets), Activities, Resources, Organization, Performance Measures, Locations, Business Cycles

– Sample relationships include:• (services to activities)• (activities to organization)

• Simplifies the understanding of an enterprise by breaking it down into manageable chunks and relationships

• An asset: an authoritative source of business knowledge that is used by many parties for different purposes


Goals and Objectives

The main goal of business architecture is to support the integration and alignment of :

– Business strategy and operations– Business strategy and IT strategy planning and design– Business programs and initiatives throughout change processes

Results in greater enterprise efficiency, quality, effectivenessand change capability

KEY THEMES:Shared common language and representationDefined linkages


Business promise of architecture

“When people understand the vision

and larger tasks of their enterprise,

and are given the right information,

resources and responsibilities,they will ‘do the right thing!’”

- W. C. Hansen The Integrated Enterprise


Where does business architecture fit?

Enterprise Architecture

BusinessArchitectureBusiness

Vision

TechnologyArchitecture

Business & IM/ITInnovation

Opportunities

ApplicationArchitecture

InnovationOpportunities

InformationArchitecture

Future BusinessRequirements

Security Architecture

Future BusinessRequirements

IntegrationRequirements

IntegrationRequirements

Alignment &Integration

Requirements

Business &IM/IT

InnovationOpportunities


e.g. DATA

ENTERPRISE ARCHITECTURE - A FRAMEWORK

Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer

SYSTEMMODEL(LOGICAL)

TECHNOLOGYMODEL(PHYSICAL)

DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

FUNCTIONINGENTERPRISE

DATA FUNCTION NETWORK

e.g. Data Definition

Ent = FieldReln = Address

e.g. Physical Data Model

Ent = Segment/Table/etc.Reln = Pointer/Key/etc.

e.g. Logical Data Model

Ent = Data EntityReln = Data Relationship

e.g. Semantic Model

Ent = Business EntityReln = Business Relationship

List of Things Importantto the Business

ENTITY = Class ofBusiness Thing

List of Processes theBusiness Performs

Function = Class ofBusiness Process

e.g. Application Architecture

I/O = User ViewsProc .= Application Function

e.g. System Design

I/O = Data Elements/SetsProc.= Computer Function

e.g. Program

I/O = Control BlockProc.= Language Stmt

e.g. FUNCTION

e.g. Business Process Model

Proc. = Business ProcessI/O = Business Resources

List of Locations in which the Business Operates

Node = Major BusinessLocation

e.g. Business Logistics System

Node = Business LocationLink = Business Linkage

e.g. Distributed System

Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics

e.g. Technology Architecture

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. Network Architecture

Node = AddressesLink = Protocols

e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING

MOTIVATIONTIMEPEOPLE

e.g. Rule Specification

End = Sub-condition

Means = Step

e.g. Rule Design

End = ConditionMeans = Action

e.g., Business Rule Model

End = Structural AssertionMeans =Action Assertion

End = Business ObjectiveMeans = Business Strategy

List of Business Goals/Strat

Ends/Means=Major Bus. Goal/Critical Success Factor

List of Events Significant

Time = Major Business Event

e.g. Processing Structure

Cycle = Processing CycleTime = System Event

e.g. Control Structure

Cycle = Component CycleTime = Execute

e.g. Timing Definition

Cycle = Machine CycleTime = Interrupt

e.g. SCHEDULE

e.g. Master Schedule

Time = Business EventCycle = Business Cycle

List of Organizations

People = Major Organizations

e.g. Work Flow Model

People = Organization UnitWork = Work Product

e.g. Human Interface

People = RoleWork = Deliverable

e.g. Presentation Architecture

People = UserWork = Screen Format

e.g. Security Architecture

People = IdentityWork = Job

e.g. ORGANIZATION

Planner

Owner

to the BusinessImportant to the Business

What How Where Who When Why

John A. Zachman, Zachman International (810) 231-0531

SCOPE(CONTEXTUAL)

Architecture

e.g. STRATEGYENTERPRISE

e.g. Business Plan

TM


e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor









e.g. Semantic Model








e.g. System Design


e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Contractor

FUNCTIONING

MOTIVATIONPEOPLE


End = Sub-condition

Means = Step

e.g. Rule Design















e.g. SCHEDULE













e.g. ORGANIZATION

Planner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

Zachman vs Business Architecture

Familiar Territor

y


EIA FRAMEWORK INFORMATION PROCESS NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


DataArchitecture

Zachman classification of IT architectures


EIA FRAMEWORK INFORMATION NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


ApplicationArchitecture


PROCESS


EIA FRAMEWORK INFORMATION NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


TechnologyArchitecture


PROCESS


BUSINESS ARCHITECTURE Trends


Meta Group

– By 2005, 70% of Global 2000 enterprises will move beyond a pure technology architecture focus to include enterprise business architecture (50%), enterprise information architecture (60%), and enterprise solution architecture (70%). Architecture teams that fail to move beyond a technical focus will come under increasing pressure to demonstrate business value.

» META Trend (March 2003):


In the USA

• Legislated or mandated EA initiatives • Established Federal EA PMO

– http://www.feapmo.gov/

• Most still struggle with “how-to”• Other trends & signs

– George Bush allocates $1 Billion to EA (Feb 2003)

– Government EA conference – June– Business Reference Model


FEAPMO - USA

“To facilitate efforts to transform the Federal Government to one that is citizen-centered, results-oriented, and market-based, the Office of Management and Budget (OMB) is developing the Federal Enterprise Architecture (FEA), a business-based framework for Government-wide improvement”


Canadian Municipalities

• Municipal Reference Model– Generic business model of municipal

programs and services– Adopted by MISA (Municipal Information

Systems Association) – Used by 27+ Canadian municipalities and

at least 2 foreign municipalities– Proved to be extremely valuable during the

many municipal amalgamations


Canadian Provinces

• Ontario – perceived leader– Using PSRM for past 8 years– Formal architecture and planning process

and governance structure for the province– Have detailed architecture framework and

standards for Ontario’s Enterprise Information Architecture

• Alberta, N.B. & B.C. and perhaps others also embarking on similar initiatives


Canadian Federal Govmt

• Started with FAP (Federated Architecture Program) – Iteration One: Connectivity, Access to electronic

information, Public assurances of confidentiality, improvement of government administration

• BTEP (Business Transformation Enablement Program) – Next Iteration of FAP– Much stronger business focus– BTEP overviews being given to individual

departments, ARB, …


More Trends

• Business Architecture (BA) still evolving– Bottom Up trend still evident– Methods and models being refined– Tools like artifact repositories are immature

• Control & Interest is shifting– Today: CIO’s to promote BA as part of the overall

Enterprise Architecture– Business is fast adopting BA and making it part of

the strategic and business planning


BUSINESS ARCHITECTUREBusiness Reference Models


In addition to Zachman framework, following is required: • A business reference model:

– Describes explicitly relationship between business components across rows / columns

– Specifies additional business components and definitions that are relevant for a given business domain e.g. programs, markets

• Methods to describe the processes and dependencies associated with:– The population of the Zachman framework through the use of a

reference model– The creation of business designs based on the reference model– The integration of the business design work in the context of the

larger business transformation agenda


Business Reference Models

• A business reference model contains all the business components and relationships for a given business domain

• The PSRM is a business reference model that is used by the Government of Ontario as a standard description of a public service enterprise

• Business reference models:– Ensure a standard description of the business across projects /

Ministries

– Support re-use of business components

– Used to analyze and ensure alignment, integration

– ALIGNMENT – common ends!

– INTEGRATION – common means!


ClientOrganizations

Outcomes

IndividualClientsOutputs

Governance

ProviderOrganizations

Authority

AccountabilityRoles

Responsibility

Public Sector Reference Model Illustration(PSRM)

Usedin

Deliver

Accomplish


Government is Different

• MandateRetailer closes East Coast outlets Canada Post no longer delivers to Nunavut

• JurisdictionCommercial product competes with consumer model RCMP decides to expand to provinces

• ExpectationsDoor Crasher Special – 50% off to first 500 clients E-File promo – first 500 users get 10% income tax rebate

• Service LevelLavish Service is desired and appreciated Over Serving is deemed wasteful and extravagant


21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor









e.g. Semantic Model








e.g. System Design


e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design















e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

PSRM Adapted to Rows 1 and 2 of the ZFW


Zachman Framework Public Service Reference Model

ClientOrganizations

OutcomesOutcomes

OutputsOutputs

GovernanceGovernanceProviderOrganizations

Authority

Accountability

Roles Responsibility

AuthorityAuthority

Accountability

Roles

AccountabilityAccountability

Roles ResponsibilityResponsibility

Usedin

Deliver

Accomplish


The Zachman Framework classifies the details of an underlying model of the enterprise into an

enterprise architecture.

Sc o p e

Pla nne r

O ut o f C o nte xtFunc tio ning O rg iniza tio n o rPro d uc t

De ta ile dRe p re se nta tio ns

Sub c o ntra c to r

Te c hno lo g yM o d e l

Build e r

Syste mM o d e l

De sig ne r

Ente rp riseM o d e l

O wne r

Da ta

Wha t

Func tio n

Ho w

Ne two rk

Whe re

Pe io ke

Who

Tim e

Whe n

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

The Public

Outcomes

Individuals &Organizations

Outputs

Governance

ProviderOrganizations

Authority

AccountabilityRoles

Responsibility


Information & TechnologyArchitectures

Business architecture drives automation architectures

NeedsClients

Services

Processes

Workflow

Organization

Roles

Locations

Domains

Nodes

InfrastructureComponents

Applications

Databases

Resources

Interfaces

Artifact standards guide architecture developmentTransformation standards maintain architectural integrity


PSRM Elements in the Zachman Framework


ResourcesResourcesResourcesResources

SemanticSemanticModel Model

SemanticSemanticModel Model

ServicesServicesServicesServices JurisdictionsJurisdictionsJurisdictionsJurisdictionsPartiesPartiesPartiesParties

RolesRolesRolesRoles

TargetTargetGroupsGroupsTargetTargetGroupsGroups

Row 2:

Row 1:

SchedulesSchedulesSchedulesSchedules

CyclesCyclesCyclesCyclesLocationsLocationsLocationsLocations

ScenariosScenariosScenariosScenarios

WorkflowsWorkflowsWorkflowsWorkflowsBusinessBusinessNetworkNetworkModelModel

BusinessBusinessNetworkNetworkModelModel

ServiceServiceProcessProcessModelsModels

ServiceServiceProcessProcessModelsModels

AreasAreasAreasAreas

EventsEventsEventsEvents

PerformancePerformanceMetricsMetrics

PerformancePerformanceMetricsMetrics

Other Models

Service Integration Service Integration and Alignment Modeland Alignment ModelService Integration Service Integration

and Alignment Modeland Alignment ModelState TransitionState Transition

ModelsModelsState TransitionState Transition

ModelsModelsProgram ServiceProgram Service

Alignment ModelsAlignment ModelsProgram ServiceProgram Service

Alignment ModelsAlignment Models

ProgramsProgramsProgramsPrograms

NeedsNeedsNeedsNeeds

GoalsGoalsGoalsGoals

StrategiesStrategiesStrategiesStrategies


BUSINESS ARCHITECTURE:Programs and Services


Programs and Services

• Programs define the organization’s “end” – mandate, target groups, needs – Key unit of measurement is “outcome”

• Services define the organization’s “means” – modes of production– Key unit of measurement is “output”

• Collectively define the broad “top-down” business context


Programs

• Programs specification includes:– Target group

– Target group needs

– Program outcomes and impacts

– Strategy Model

– Program Accountability

• Programs create context for service delivery and design• Programs can be grouped together based on affinity between

target groups and needs• Program concept is very close to private sector concept of line

of business focused on a target market


Program Profile Example Seniors Health Program

Jurisdiction: Federal

Target Group: Seniors

•Target group is comprised of individuals that are 65 or over

•Are they Residents? Citizens? Visitors?

Target Group Needs:

• Need for protection from disease

•Need for protection from suffering

Program Goals

•Reduced level of disease in senior population

•Reduced level of suffering in senior population

Program Impacts

•Increased mobility and quality of life for seniors

•A more caring society

•Reduced cost of reactive health careOther program profile components not shown

Mandate definitionDefinition of Core Strategies


Need Types for Individual and Groups

Individuals1. Physiological: hunger, thirst,

bodily comforts, etc.; 2. Safety/security: out of danger; 3. Belonginess and Love: affiliate

with others, be accepted; and 4. Esteem: to achieve, be competent,

gain approval and recognition.5. Cognitive: to know, to understand,

and explore; 6. Aesthetic: symmetry, order, and

beauty; 7. Self-actualization: to find self-

fulfillment and realize one's potential; and

8. Transcendence: to help others find self-fulfillment and realize their potential.

Groups:1. Mission fulfillment: drive to

accomplish their collective purpose

2. Survival: access to resources

3. Risk mitigation: protection from destabilizing forces

4. Rights: recognition of rights and entitlements as a legal entity

5. Stability: capability to grow and/or change


Individuals

Women

AbusedWomen

Safety

Freedom fromViolence

Freedom fromDomestic Violence

Target Group“Hierarchy” Needs “Hierarchy”Strategy Policy Model

Prevention:Focus on abuser

Treatment:Focus on victim

Abused Women Program

ServicesHousingFinancial assistanceCounselingVocational skills training

Program attaches social mandatesin terms of will of the electorate toaddress this need, and social goalin terms of trends in level of needin target group.

GoalsReduced frequency of abuse recurrence


Services

• Services deliver units of value to clients to meet recognized needs

• Service definitions are defined from the client’s perspective in terms of value received– Not “getting a needle” but “an inoculation”, which is a “unit of

protection for a period of time”

• From a client’s perspective, services are independent– e.g. “fixing a pothole” is not a service to the end-client ‘providing road

access” is

• Service definition is a key bridge between work/policy design and work design

• Services are not a functional concept, but a value concept!


Internal Services are Consumed by Internal Customers

Systems Services

Human Resources Services

Financial Services

Internal Services observe the Service Output Principlebut service outputs always relate to types of resources!


Program

TargetGroup

Need

Service

accomplishes goals of

admitsaddresses

includes

includes includes

Expressed by

Client

is member of

providesoutput to

Model of Programs and Services


Program/Service Relationships

Program A Program B

Service 1

A service contributes to a program’s goals by providing a valuable outputto eligible members of the program’s recognized target group, meeting a

recognized need. Well-designed services meet multiple needs of multipletarget groups in multiple programs.


Standard Service Types(From Federal TBS BTEP)

• Provide funds• Provide resources• Provide transport• Provide advisory encounters• Provide matches, referrals and

linkages• Provide new knowledge• Provide promotional encounters• Provide recreational and

cultural encounters• Provide educational and

training encounters• Provide care and rehabilitation

encounters

Provide periods of agreement Provide periods of permission Provide periods of protection Provide findings Provide interventions Provide rulings & judgments Provide penalties and periods of

sanction Provide rules Provide implemented changes


BREAK


BUSINESS ARCHITECTUREProcesses


Bridging the Gap to Processes

Standard Service Types

ContainsStandard

Set of ProcessTypes (Service Process Model)

ContainsStandard

Set of PerformanceMetric Types

If you can classify your services in a standard way, you can develop:

•Standard complete set of processes


Service Process ModelsPrinciples and Applications

• Are intended to be:– Authoritative – for multiple use / change insulated /

technology independent– Coarse level of detail – sets context for detail– “Verb Adjective Noun”

• Are useful in supporting:– Pattern recognition for opportunity identification– Role / responsibility mapping– Application portfolio assessment– Consolidation / Assessment / Leveling of other models– Aligning process responsibilities to service accountabilities– Integrated performance management framework


Key ArtifactPublic Service process models

• Process model identifies key processes associated with services

• Types of processes included with services include:– Planning – Acquisition– Use (Customer contact / delivery) – Monitoring & Managing

• A public service provider may outsource one or more of these processes

• Services of “like-type” tend to have common patterns e.g. training service, commodity distribution– The use of these patterns supports creating quick “strawmen”

supporting “edit mode” with client


Service Process Model Provide care and rehabilitation encounters

Plan– Project demand– Define service objectives & strategies– Define service performance targets– Define resource requirements– Define resourcing strategy

Acquire– Acquire resources– Determination of qualified care

providers– Develop service delivery schedule– Allocate resources to delivery

schedule– Notify clients of service delivery

schedule– Promote personal care service– Offset risks attributed to personal care

Use– Receive request for personal care– Qualify request– Open case– Assess personal care case rqts– Assign resources to case– Develop / modify personal care schedule– Schedule appointments– Provide personal care – Process complaints attributed to service

Monitor– Monitor service performance– Monitor achievement of service objectives – and strategies


Process

Activity1 Activity2 Activity3 Activity4

Task1 Task2 Task3 Task4

Contains

Contains

Greater Change

Change insulate model through managed leveling

Formal Process Leveling Insulates Change


Services

ServiceTypes

ProcessesProgram

Service 1 Service 2 Service 3 Service 4 Service 5 Service 6Process Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process Process

All your processes in the program

Defining all processes within a program

ProcessTypes

Wallpaper!

Enterprise



Single ModelMultiple Use

?

IT

?

Business

What common patterns exist for automation?

What’s the current application portfolio coverage? Gaps / overlaps?

What’s the coverage of our existing process models?

Where are gaps and overlaps in role definition?

Which are under / over performing?

What is the cost?

AppA

AppB


Design models that use Processes


Workflow ModelsCharacteristicsCharacteristics

Shows flow of work across roles in response to an event (business scenario) Shows flow of work across roles in response to an event (business scenario) Defined in context of “triggering event” and “end goal” Defined in context of “triggering event” and “end goal” Has an accompanying business narrativeHas an accompanying business narrative

Key BenefitsKey Benefits

Easily understood by business stakeholdersEasily understood by business stakeholders Very powerful in supporting “quick hits”Very powerful in supporting “quick hits” A powerful tool for effective work designA powerful tool for effective work design

Quality Considerations:Quality Considerations:

Roles, Processes, Roles, Events and Resources must be aligned to standard set of business Roles, Processes, Roles, Events and Resources must be aligned to standard set of business componentscomponents

Models should be produced in broader context of evaluating business scenarios, alternatives and Models should be produced in broader context of evaluating business scenarios, alternatives and exceptionsexceptions

To define explicit instances, roles should be mapped to position or individuals To define explicit instances, roles should be mapped to position or individuals


WorkFlow Model

PLPCourseProvider

PLPInformationCustodian

PLPCourseApprovalAuthority

Submit Request for

Course Approval

Receive Notification of Decision

ReceiveNotification

DistributeRequest

Notify of Decision

Assess Request

ReceiveRequest

QualifyRequest

Maintain Request

Information & Notify

Request

QualifiedRequest

QualifiedRequest

Decision

DecisionNotification

Decision Notification

RequestInformation

PLPCourseProvider

PLPInformationCustodian

PLPCourseApprovalAuthority

Submit Request for

Course Approval

Receive Notification of Decision

ReceiveNotification

DistributeRequest

Notify of Decision

Assess Request

ReceiveRequest

QualifyRequest

Maintain Request

Information & Notify

Request

QualifiedRequest

QualifiedRequest

Decision

DecisionNotification

Decision Notification

RequestInformation

Workflow: Submit Request for PLP Course Approval

A workflow model illustrates the behavior of business in response to a trigger event (typically a service request). It shows the trigger event, roles that respond to the trigger event, sequence of processes performed by the roles and the outcome event(s).


Role Responsibility Mapping

CharacteristicsCharacteristics

Shows the role relationships between roles and processes Shows the role relationships between roles and processes Can be used to either assess current role definitions or to design target stateCan be used to either assess current role definitions or to design target state Supports formal alignment of job descriptionsSupports formal alignment of job descriptions

Key BenefitsKey Benefits

Reveals current gaps and overlaps in responsibility definitionsReveals current gaps and overlaps in responsibility definitions Supports formal definition of roles and alignment of job descriptionsSupports formal definition of roles and alignment of job descriptions

Quality Considerations:Quality Considerations:

Must be based on standard set of Role responsibility relationships e.g. (L) – Must be based on standard set of Role responsibility relationships e.g. (L) – Leads, © Consulted before, (I) Informed After, (S) Supports etc.Leads, © Consulted before, (I) Informed After, (S) Supports etc.

Processes and roles must be aligned to standard business components Processes and roles must be aligned to standard business components


Role Responsibility Mapping

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

A Define By-Law Enforcement Service Requirements L I I L I

B Define By-Law Enforcement Service Performance Targets L I I IC Define By-Law Enforcement Service Objectives & Strategies L I ID Define By-Law Enforcement Service Corp. Policies, Proc. & Stnds L I I LE Define By-Law Enforcement Service Delivery Plans L I I LF Promote By-Law Enforcement Service L I I I LG Receive By-Law Enforcement Complaint L I I L I

H Qualify By-Law Enforcement Complaint L I I L II Dispatch Resources to Inspect By-Law Enforcement Complaint I L L I I I I L IJ Inspect By-Law Enforcement Complaint I L L I I I L IK Notify Violator of By-Law Enforcement Infraction I L L I I I L IL Enforce By-Law Enforcement Regulation I L L I I I

M Collect Fine for By-Law Violation I I LN Monitor By-Law Enforcement Service Delivery Performance L I I I I L IO Monitor By-Law Enforcement Service Objectives L I I L IP Monitor Compliance with By-Law Enforcement Service Policies L I I L I

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Legal & Ordinance Division, Corporate Services Department

Ordinance Enforced

Service Profile

Accountable Organization Unit

Service Delivery Unit

Client Direct: Ordinance Violator; Indirect: Ordinance Complainant

Leisure and Parks

City

Man

ager

Cou

ncil

Adm

inis

trat

ion

Responsible Division

Police Fire RescueCorporate Services

Public Service 134 Ordinance Enforcement


BUSINESS ARCHITECTURE:Support for an integrated

performance management


Resource Performance Measures

Process Performance Measures

Service

Performance Measures

Program

Measures

Business Architecture Provides CommonFramework For Performance Measurement


EQE Framework

• Three types of performance metrics at each level (program, service,process, resource)– Efficiency - $ per unit– Quality – output compared to standard

– Effectiveness – contribution to higher level business

component • Measuring service performance typically requires

some budget recasting from organizational based budget – Gives customer-centric view

• Sets foundation for well-formed SLA


Key Artifact Performance Model Example (row 2, Col

6)EfficiencyMeasures

Output ValueInput Cost

QualityMeasures

Comparisonto Standards

EffectivenessMeasures

Contributionto Higher Goal

Metric

CapacityCapacityCapacityAccidentReportingSystem

System costper accident

reported

Systemaccuracy &timeliness

Systemcapabilities

Resource

CapacityCapacitySite Visit Average costper site visit

Site visitcompleteness &

timeliness

Site visitingcapabilities

Process

SafetyCertification

Average costper certification

Certificationaccuracy &timeliness

Service CapacityCompliance& Accident

trends

WorkplaceSafety

Total costper capita

Meeting publicexpectationsProgram

Workplacesafetytrends

Def’n


Key Performance Management Concepts

Business Goal:– A business view of desired change in state (e.g. increase,

decrease) to which effort is directed– Business goals can be defined for various business components

(programs, services, processes, resources) e.g.– “Greater consistency of assessment service across CCAC and

greater alignment with MOH expectations”

Performance Indicator:– A measurements that relates to and indicates the achievement

of a business goal, e.g.“% of compliant assessments”

Indicator:– A measurement that is required to support the calculation of a

performance indicator, e.g. “total number of assessments”


PROGRAM GOALSPROGRAM

PERFORMANCEINDICATORS

Measureachievement of

SERVICE GOALS

Are alignedto

SERVICEPERFORMANCE

INDICATORSMeasureachievement of

Influence

PROCESS GOALS PROCESSPERFORMANCE

INDICATORSMeasure

achievement of

Are alignedto

RECOGNIZED TARGETGROUPS AND NEEDS

Determine

Influence

RESOURCE GOALS RESOURCEPERFORMANCE

INDICATORSMeasure

achievement of

Are alignedto

Influence

Business Goals Versus PerformanceIndicators


BUSINESS ARCHITECTURE:In support of transformation


Transformation Framework

ChangeInitiatives

Milestones

Priorities

Resources

ImplementationDependencies

BusinessDrivers

Objectives

Goals

Strategies

Justifications

Options

Linkages

DesignStandards

TargetDesigns

CurrentDesigns

DesignElements(1)

Planners Care About Strategic Alignment

Architects Care About Design Quality and Standards

Opportunities

Delivery Managers Care AboutCapabilities, Resources and Logistics

JointInterests

Capabilities

HumanFactors

Readiness

Values

State

Scope

Status


Under DevelopmentRedevelopment

LONG TERM CARE FACILITY LIFE CYCLE

RedevelopmentStarted

Facility developmentapplication approved

Being Readiedfor Occupancy

Operational& Unfit

Operational& Fit

Development /Redevelopment

Completed

ReadinessCompleted

Facility is notcompliant with

standards

DecomissionDecomission

What’s the motivation of the transformation


Comparison of Current to TargetPrivate Sector Example

X XX

X

XX

X XServices

Markets

CURRENT

X XX

X

XX

X

Markets

TARGET

New markets

Newservices

New customerfor existing service

Discontinuedservice

Discontinueservice for customer


Business Components•Programs / Target Groups / Needs•Services•Processes•Resources•Roles / Organizations•Events / Cycles•Goals•etcModels•Program Service Alignment•Service Integration Model•Logistics Models•Swimlane Models•etc

Current Business Model

How much to model?

Target Business Model

Business Components•Programs / Target Groups / Needs•Services•Processes•Resources•Roles / Organizations•Events / Cycles•Goals•etcModels•Program Service Alignment•Service Integration Model•Logistics Models•Swimlane Models•etc

How much to model?

What’s different?

What relationships are important or related to

the differences?

What dependencies exist?

How does this inform the transformation plan?

What’s the same?

Business Architectural Context for Transformation


Business Architecture Links Strategic and Operational Business Views

Services

Enterprise

Marke

ts -

Line

of

Busin

ess

Resources

Activities

Organ

izatio

n

Strategic View

Operational View

AlignmentWhat dowe deliver?

Who are we? What groups do we target?

What activitiesare required to

deliver the service?Who

does what?

What resources

are needed


Business Architecture Supports Planning & Change Management

Target Bus Arch.

Resources

Processes

Organ

izatio

n

Requires

Services / Product Lines

Enterprise

Prog

ram

s

/ Mar

kets

Strategic Direction

Plan and Define

Corporate Initiatives

Resources

Activities

Org.

Resources

Activities

Org.

Design Build and Operate

Resources

Activities

Org.

Resources

Activities

Org.

Services

Resources

Processes

Organ

izatio

n

Current Bus Arch.

Requires

Strategic

Operational

Enterprise

Prog

ram

s

/ Mar

kets

Services / Product Lines


OVERLAP: Does it represent risk or opportunity?

May need to: Elaborate processes in area of

overlap Explore other business

architectural relationships process to role responsibilities process dependencies process to resource

Services

ServiceTypes

ProcessesProgram


All your processes in the current program

Project A

Project B

Overlap

Project C

SCOPING Define scope initially in terms of process /

elaborate processes Identify related business components:

Roles, resources, organizations, dependencies, performance measures,

Scoping projects using a business architectural approach

ProcessTypes


BUSINESS ARCHITECTURE:Contribution to IT


Value Chain to System

Infrastructure Alignment

& Integration

Business transformation dilemma

IF no alignment of IT and business Combined system is highly resistant to change

BusinessModel

SystemModel


The Value

• Business is constrained by IT inability to quickly adapt to its changing needs

• IT a strategic partner with the business

• IT made no contribution at all • IT as expensive overhead

66%

30%

15%10%

Source: Fujitsu’s 2002 Information Technology Source: Fujitsu’s 2002 Information Technology Services Management SurveyServices Management Survey


Food for thought

• … focusing on alignment with business strategy is irrelevant if your "technology portfolio" is leaking oil, spitting gas and spewing smoke

• … make sure you have your lower level architectural needs under control before you start worrying about being the lofty goals of alignment

Jeff Tash (aka ITscout)Flashmap Systems


Business Architecture versus IT Design

• More effective IT design requires a formal model of the business to identify common business patterns (integration)– Business patterns occur at a variety of scales– e.g. regulatory program versus ‘accept client request’

• Business component to IT component mapping (alignment):– Ensures alignment of architectures– Support graceful change – Key to aligning business and IT planning

• IT can also be modeled as a business inside a business reference model– Used to define service level agreements– Used to align IT / Business performance (alignment)


IT Planning and Architecture in Context

BusinessPlanning

BusinessPlanning

IT StrategicPlanning

IT StrategicPlanning

IT Systems& Technology

Delivery

IT Systems& Technology

Delivery

BusinessArchitecture

AutomationArchitectures

ALIGNMENT

IMPACT

SCOPE

REFINEMENT


BUSINESS ARCHITECTURE:GOVERNANCE


Enterprise Architecture – (CMM)Capability Maturity Model

NoStandard

Framework

Independent Project

Frameworks

Multi- Project

Alignment

Change Manage-

ment

Wide- Spread Multi- ProgramRe-Use

• Business architecture and I&IT architecture capability maturity may evolve at different rates• Methodology maturity is also evolving

Reference Models

EWTA Zachman


Enterprise/Program/Project Governance

Enterprise

Program

Project 1Project 2

Project 3

21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor






Ent = Segment/Table/etc.

Reln = Pointer/Key/etc.



e.g. Semantic Model








e.g. System Design

I/O = Data Elements/Sets

Proc.= Computer Function

e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design

End = Condition

Means = Action














e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor










e.g. Semantic Model








e.g. System Design



e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design

End = Condition

Means = Action














e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor










e.g. Semantic Model








e.g. System Design



e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design

End = Condition

Means = Action














e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor









e.g. Semantic Model








e.g. System Design


e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design















e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM

21e.g. DATA


Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer




Sub-Contractor










e.g. Semantic Model








e.g. System Design



e.g. Program


e.g. FUNCTION














e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING



End = Sub-condition

Means = Step

e.g. Rule Design

End = Condition

Means = Action














e.g. SCHEDULE













e.g. ORGANIZATION

Planner

Owner




SCOPE(CONTEXTUAL)

Architecture


e.g. Business Plan

TM


Architecture compliance process

Project demonstrates effectiveness of design (or lessons learned)

Implementation

Project demonstrates efficiency of designPhysical Design

Project demonstrates integration of business and automation design

Logical Design

Project demonstrates alignment of business and automation design

Conceptual Design

Identify component overlaps and linkages with other projects

Project Context, Objectives & Scope


Services of an operational business architecture function

• Supply standards & guidelines for designers• Supply re-usable components for designers• Supply design assistance• Provide awareness & training to business and IT• Supply methods & tools for designers• Provide quality assurance and compliance testing• Provide stewardship of the architectures and designs

(repository services)


Summary


Business Architecture Challenges

• The discipline of formal language e.g. services, programs, clients– Client may already have a ‘set of services’ defined

• Perception that business architecture “Slows things down” and adds to cost

• Perception that architecture is technical and owned by IT

• No generally accepted standards for business architecture – immature market place

• Business Architecture tends to be iterative and ongoing


Critical Success Factors

• Both business and technical staff need to understand the role of business architecture and business architects

• Business needs to expect results, and technical staff need to focus on the delivery of value from architecture

• Acceptance that business architecture is an evolving discipline

• Creation of strong alignment between business and technical architecture


Business Architecture Challenges• The discipline of formal language e.g. services, programs,

clients– Client may already have a ‘set of services’ defined

• Challenges of describing business in a technology neutral way

• Perception that business architecture “Slows things down” and adds to cost

• Perception that business architecture is technical and owned by IT

• No generally accepted standards for business architecture• Business Architecture tends to be iterative and ongoing –

it’s a more a process than a thing


Questions and Answers


Enterprise Architecture Resources

www.eacommunity.com

www.chartwell-group.comSee whitepapersSee whitepapers

www.zifa.com

Business Architecture Concepts and Application

Education

Transcript of Business Architecture Concepts and Application