Driving your BA Career - From Business Analyst to Business Architect

| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 31

Driving your BA Career From Business Analyst to Business Architect

29 September 2014

Craig MartinChief Architect of Enterprise Architects


About e

zero

HOURS A DAYBACK OFFICE

VENDOR ALIGNMENT

MORE THAN 1600 PEOPLE TRAINED IN ARCHITECTURE PRACTICES (AND RISING)

12YEARS IN BUSINESS 8

GLOBAL OFFICES1600

MORE THAN 10,000 DAYS OF ARCHITECTURE SERVICES DELIVERED LAST YEAR

10,000

one COMMON METHOD

20four

sixOPERATING IN6 CONTINENTS


Our Services

Servicing the Strategy and Architecture needs ofGlobal Organisations

STRATEGY CONSULTING

• Business Architecture

• Strategic Services & Operating Model Design:

» Business Services & Capabilities

» IT Services & Capabilities

• Segment Strategies and Roadmaps:

» Customer Experience & Digital

» Enterprise Information Management

» Big Data Analytics

» Applications

» Cloud & Infrastructure

» Security, Risk & Resilience

» Innovation Management

PRACTICE DEVELOPMENT

• Architecture Service Model Design

• Architecture Operating Model Design

• Service and Capability Readiness Assessment

• Professional Training and Certification (Business Architecture, Information Management, TOGAF®, CDMP®, ArchiMate® and Design Thinking)

• Project Architecture Resources

• Architecture Talent Strategy and Professional Development

• Architecture Back Office Services


our clients

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Upcoming events that should be on your radar

› As part of the official IIBA endorsement, EA is now happy to offer all IIBA members a permanent discount of 20% off the Applied Business Architecture Course. Link

15 Oct2014

IIBA Professional Development Day, Melbourne

Open Date

s

IIBA Endorsement of EA Business Architecture Course

› “The only conference that combines insights into Business Analysis, Business Architecture and Business Process” Link

2-6 Nov 2014

BBC 2014Fort Lauderdale, Florida

7 Oct 201

4

Webinar – Re-positioning the Value of the Architecture Practice

› “An exciting opportunity to learn important skills from some of the most respected experts in the world of Business Analysis” Link

› “This webinar helps you understand the current position of architecture in the market” Link

http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/

http://www.buildingbusinesscapability.com/

https://www.eventbrite.com.au/e/iiba-australia-chapter-melbourne-ba-development-day-2014-tickets-12543320409

http://bit.ly/B_A_

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WHY


Utility(Foundation)

Innovate

Build Advantages

Assemble

Prolong Advantages

Mix

Reduce Disadvantag

es

What's Business About?

The Building Block Analogy

Differentiation


Finding the Right Business Mixes

The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable formulas space

Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes

Ultimately all innovative algorithms will become utility.

* From Roger Martin (2009) The Design of Business


The Right Business Mix Results in Cohesion Which Increases PerformanceCompanies with a High Level of Cohesion affect EBIT Directly

0 20 40 60 80 100 1204%

8%

12%

16%

20%

24%

28%

32%

EBIT

mar

gin,

200

3-20

07

Capabilities coherence score

Coca-Cola

Wrigley

PepsiCoKimberly-Clark

Sara Lee

ConAgra Merck

UnileverH.J. Heinz

Kraft

General Mills

Clorox

Campbell Soup Company

P&G

*Adapted from “The Coherence Premium” – Harvard Business Review, June 2010

A coherent organization is one that is thought of and executed as a whole


The Goal of A Good Business Model is to Create Coherence

• A Coherent Business Model is one that is synchronised around:

» its market position,

» its product and service portfolio; and

» its most distinctive strategic capabilities

• All of the above working together as a system

• To bring coherence to these components requires a variety of business skills and disciplines

Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating

VALU

E

THE ENVIRONMENT

BUSINESS MODEL

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering: Services/Products

Processes/ Value Chains

Capabilities

Business Service

Functions

Data

Applications

Technology

MARKET MODEL

OPERATING MODEL

SERVICE MODEL



GOAL: Exploitation; Reliability

Produce consistent, predictable outcomes

GOAL: Exploration; Validity

Produce outcomes that meet an objective

Coherency requires a balance of goals and thinking typesThe Challenge is identifying the right skills in the organization that are able to traverse the domains of

innovative intuitive thinking, and reliable analytical thinking .

Unresolved Business

Challenges

HeuristicsRules of thumb

Robust, repeatable and replicable

processes

A reliable system will produce the same test

results every time

A valid system will produce a result that is shown, through the passage of time, to be

correct

Who is best qualified to operate here?


THE KNOWLEDGE FUNNEL

Non-core but complex - Outsource

Innovation, chaos & unresolved mysteries

HIGH

HIG

H

LOW

LOW

Must be done but adds little value to product or services

Very important to success, high value added to products and services

STRATEGIC IMPORTANCE & VALUE

CO

MP

LEX

ITY

AN

D D

YN

AM

ICS

Complex negotiation, design, or decision

process

Many business rules; expertise involved

Some business rules

Procedure or simple algorithm

Non -Core Competencies

Core Differentiating Competencies

Everyday, highly repeatable and

automated

Make repeatable and reliable to gain

efficiency

Core Competitive

Competencies

Certain Business Disciplines Are Required to Reduce the time to codifyKey disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable processes

Source: Adapted from “Business Process Change” by Paul Harmon

GOAL: Reliably produce consistent,

predictable outcomes

GOAL: Validity- Produce outcomes that meet desired

objectives


The Results of Disruptionthe commodity space is growing, making the differentiation space more competitive


Innovation, chaos & unresolved mysteries

HIGH

HIG

H

LOW

LOW




CO

MP

LEX

ITY

AN

D D

YN

AM

ICS


process


Some business rules




Everyday, highly repeatable and

automated


efficiency

Core Competitive

Competencies


Innovation, chaos &

unresolved mysteries

HIGH

HIG

H

LOW

LOW




CO

MP

LEX

ITY

AN

D D

YN

AM

ICS


process


Some business rules




Everyday, highly repeatable and automated


efficiency

Core Competitive

Competencies

Opportunity or Threat?

| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 314 K

WHO?


What we have found in large accounts

Cohesion MandateUndefined - Enterprise Planning Ownership

An ownership gap for business architecture exists - Lines of responsibility around coherency and business architecture, are often unclear

Ente

rpri

se P

erf

orm

ance

C

ap

abili

ties

X-F

unct

ion

al

Cap

abili

ties

Fun

ctio

nal

Cap

abili

ties

CONTEXTMarkets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering:Services/Products

Processes/ Value Chains

Capabilities

Business Service

Functions

Data

Applications

Technology

MARKET MODEL

OPERATING MODEL

SERVICE MODEL

Strategic Architecture

Mandate – Business

Ownership

IT Architecture

Mandate – IT

Ownership

Business Architecture

MandateUndefined


Getting Closer to BusinessBusiness Stakeholders are seeking more value, but are often receiving more complexity

TOGAFBusiness Stakeholder Relationship Management

Who is best qualified to own

this space?


Discipline ConfusionConfusion reigns around which disciplines are used for what situations

STRATEGIC PLAN

MARKETING PLAN

OPERATIONAL PLAN

DELIVERY & EXECUTION OPERATIONS

PlanningDeliverin

gOperatin

g

PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT

BUSINESS ARCHITECTURE

ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN

BUSINESS PLANNING SOLUTIONS ARCHITECTURE

SOLUTIONS DEVELOPMENT

ENTERPRISE DESIGN

BUSINESS ANALYSIS

Environment analysis / SWOT, competitor / Business motivation / Product and portfolio analysis / Strategic Options

Market analysis and forecasting Model the business / Evaluate and select strategy / Risk and funding analysis

Project, portfolio and program management, solutions delivery

Daily operations, run the business


Discipline Confusion

The confusion and lack of results is often a caused by the breakdown of inter-discipline relationships, and not necessarily internal discipline operating models

BUSINESS PLANNING

OPERATIONS MANAGEMENT

ENTERPRISE ARCHITECTURE

PORTFOLIO / PROJECT

MANAGEMENT

SOLUTIONARCHITECTURE

SOLUTION DEVELOPMENT

Business Direction

Runs the Enterprise

Delivers

Structured Direction

Resources

Archite

ctural

Directi

on

EN

TE

RP

RIS

E

PL

AN

NIN

G

Project Management Governance

Delivers

*Adapted from TOGAF 9.1


Business Architecture and Business AnalysisWhich of these disciplines are the most qualified to handle the relationship with the stakeholder?

Context of Work

Und

erly

ing

Com

pete

ncy

Detail Focus Big Picture

Foun

datio

nal

Adva

nced

Entry level BA

JuniorBA

Inter- mediate BA

Senior BA

Advanced

Generalist BA

Analyst

BizArch

Senior BizArch

Principal BizArch

Master BizArch

Distinguished BizArch

Business Analysis

Business Architectur

e

Strategic Business Architect

Principal Business Architect

Business

Architect


Overlap in BA and BA type roles

Adding Additional Business Domains provides a greater Insight into the different role types

Environ. Models,

Competitor Analysis, Strategic Diagnosis

Segmentation

Positioning, Strategy

Map, Decision

Trees

Perceptual mapping,

distribution channels and

models

Customer Experience,

Journey Maps,

Learning Maps

Campaign Models,

Advertising Messages,

Key Messages

Competitor Strategy, Expansion Strategy,

Innovation Strategy

Marketing Mix, Product

Lifecycle Model,

Pricing and Cash Flow analysis

Regression Analysis and forecasting, Platform and Expansion

Plans

Design models,

Value Maps, Product and

Offering Maps, Design

Models

Product Line plans

Motivation Model, Driver

Trees, Systems Theory

Org. Model and

Structures, Org. Culture, Partner and

supplier models

Change Models,

Organization Unit model,

Org. learning models

Resource Management

and Scheduling procedures

Contracts, Time and Expense

Procedures

Performance, Business

Structures, Value Maps

Risk Models, Growth Models, Capital

Structure Models

Performance Alignment

model, Root Cause Model

Balanced Scorecard, Financial reporting

Financial Reporting

Procedures, EPM

Value Chain, Value

Streams, Decisions &

Events

Capability Models

Process MapsFunction Models

Use CasesProcess Models

Workflows & Activities

Operating procedures

Info Mgt PrinciplesInfo Use Policies

Meta-Data DefinitionSubject

ClassificationInformation

Classification

Enterprise Info Model,

Info Lifecycle Model, Human

Interface Model

Custodian Model,

Integration View,

Presentation Models

Security Rules, BI

Reports, User Interface,

Warehouse and

datamarts

Health AssessmentApplication Principles

Application Framework

Current StateTarget State

Services Definitions

Function ModelsWiring

DiagramsActivity Views

Patterns

Deployment Model

Application StandardsResource

Estimates?

Class/Module View

Configuration Models

Data Principles

Reference Data Stds

Data Dictionary,

Data quality processes

Data Directory

Field Level Views

Technology WatchHealth

AssessmentAsset

LifecycleTechnology Principles

Tech Reference

ModelCurrent StateTarget State

Service Catalogue

Service Definition

Mud Maps (N/W, etc.)Technology Standards

CMDB Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology

Enterprise Architect

Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business Architect


PrincipalBusiness Architect

Senior Business Analyst / Senior Business ArchitectAnalyst Business Architect

Business Analyst


Overlap in BA and BA type roles

This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space

Environ. Models,

Competitor Analysis, Strategic Diagnosis

Segmentation

Positioning, Strategy

Map, Decision

Trees

Perceptual mapping,

distribution channels and

models

Customer Experience,

Journey Maps,

Learning Maps

Campaign Models,

Advertising Messages,

Key Messages

Competitor Strategy, Expansion Strategy,

Innovation Strategy

Marketing Mix, Product

Lifecycle Model,

Pricing and Cash Flow analysis

Regression Analysis and forecasting, Platform and Expansion

Plans

Design models,

Value Maps, Product and

Offering Maps, Design

Models

Product Line plans

Motivation Model, Driver

Trees, Systems Theory

Org. Model and

Structures, Org. Culture, Partner and

supplier models

Change Models,

Organization Unit model,

Org. learning models

Resource Management

and Scheduling procedures

Contracts, Time and Expense

Procedures

Performance, Business

Structures, Value Maps

Risk Models, Growth Models, Capital

Structure Models

Performance Alignment

model, Root Cause Model

Balanced Scorecard, Financial reporting

Financial Reporting

Procedures, EPM

Value Chain, Value

Streams, Decisions &

Events

Capability Models

Process MapsFunction Models

Use CasesProcess Models

Workflows & Activities

Operating procedures

Info Mgt PrinciplesInfo Use Policies

Meta-Data DefinitionSubject

ClassificationInformation

Classification

Enterprise Info Model,

Info Lifecycle Model, Human

Interface Model

Custodian Model,

Integration View,

Presentation Models

Security Rules, BI

Reports, User Interface,

Warehouse and

datamarts

Health AssessmentApplication Principles

Application Framework

Current StateTarget State

Services Definitions

Function ModelsWiring

DiagramsActivity Views

Patterns

Deployment Model

Application StandardsResource

Estimates?

Class/Module View

Configuration Models

Data Principles

Reference Data Stds

Data Dictionary,

Data quality processes

Data Directory

Field Level Views

Technology WatchHealth

AssessmentAsset

LifecycleTechnology Principles

Tech Reference

ModelCurrent StateTarget State

Service Catalogue

Service Definition

Mud Maps (N/W, etc.)Technology Standards

CMDB Management

Contextual

Conceptual

Logical

Physical

Implementation

Market Application Data Technology

Enterprise Architect

Solution Architect

Products & Services Organizational Performance

Process & Function Info

Business Architect


PrincipalBusiness Architect

Senior Business Analyst / Senior Business ArchitectAnalyst Business Architect

Business Analyst


Lack of Opportunity

The Current Business Analysis Career Path Dilutes the true ValueThe progression or the business analyst often moves from business understanding to management and delivery type functions

Time

Know

ledg

e O

f Bus

ines

s

Entry Level BA

Junior BA

Intermediate BA

Senior BA

BA Project Lead

BA Program Lead

BA Practice Leader

Business Relationship

Manager


Strategic BusinessArchitect

Delivering PathThought leadership in terms of the utility layer, standards, replicating, reliability etc. Managing Path

Thought leadership in terms of management, delivery,

change and politics

Planning PathThought leadership in terms of innovation,

business models and mixes


WHAT


Why is there Lack of Opportunity?

• Risk driven» Activities that produce consistent, predicable outcomes are more likely to attract investment due to lack of risk

• Utility Driven» Business Analysis as well as business architecture are often seen as utility disciplines that provide the building blocks for the “actual” business

• Delivery Driven» The business is in a delivery phase and the focus is therefore on delivery of outcomes through projects and programs

• Organization Driven» Due to organization structures, there is less room at the top and hence less opportunity for those types of individuals.

• Performance Driven» It is easier to measure the reliability dimension

• Politically Driven» “In Corporate settings, high level heuristics are generally in the hands of highly paid executives who, out of sheer self interest, are reluctant to

share that space and skill”

» There is strong ownership of the business outcomes and hence business is reluctant to relinquish control to what it sees as “outside” the business

• Mandate Driven» Ultimately all of the above are driven by the mandate

» If the mandate from the business is for improved business performance or market share then the opportunity will exist


Improve project performance

Improve enterprise wide investment performance

Improve Business Performance

Improve Market Performance

A

B

VA

LUE

MANDATE

C

E

Improve Product and & Service Performance D

Responsibility Depends Upon The Mandate from BusinessThe EA Mandate - Value Increases when Mandate Increases.

Business Architecture is seen

as a positive progression away

from IT

Maximize Product Profitability

Maximise Market ShareMaximise Customer Lifetime

Value

…but in fact business

architecture spans this entire

curve.

Therefore the higher the

mandate, the higher the value

*Adapted from Ruth Malan, Dana Bredemeyer


How Does the Mandate Affect Business Roles?

There are three areas that we can align to general BABOK languageLets Call this space the Enterprise Planning and

Performance space

Lets Call this space the Business Improvement

space

Lets Call this space the Business Transition

space





A

B

VA

LUE

MANDATE

C

E

Improve Product and & Service Performance

D


What are the Dominant Skills Across the Mandate?The required Skills will therefore vary across the mandate





A

B

VA

LUE

MANDATE

C

E


D

ElicitationBusiness Analysis PerformanceRecommendation of Improvements

Enterprise analysisDetermine business processes

Business Improvement space

Requirements analysis mngmnt and comms

Addressed by SFIA

Addressed by SFIA

Lean thinkingSix SigmaTQMTOC

Planning and monitoring Solution assessment and validation

Program and Portfolio mngmnt and GovernanceRisk mngmntChange MngmntBenefit Realisation

Business Transition

space

Gap in SFIA

Shareholder Value AnalysisValue Maps and Driver treesStrategic PlanningOrganisation DesignEconomics and AccountingSystems Thinking Corporate Governance

Enterprise Planning and

Performance space

Quantitative AnalysisProduct StrategyDesign ThinkingEnterprise Planning


What might the roles look like across the Mandate?The true value of each role is reached when they operate within their “sweet spot”





A

B

VA

LUE

MANDATE

C

E


D

Entry Level BA

Junior BA

Intermediate BA

Senior BA


BA Project Lead

BA Program Lead

BA Practice Leader Business

Relationship Manager

Strategic BA

Distinguished BizArch

Master BizArch

Business Architect

Analyst BizArch

BABOK does not recognise a hybrid overlap between the Business Analyst and

the Business architect

Senior BizArch


Strategies for Moving up the Curve to Open the OpportunitiesOrganizational Rhythms: Closer alignment to the planning cycle


‘Enterprise Lifecycle's2014 © Enterprise Architects PTY LTD

PER

OR

MA

NC

E

TIME

ENTERPRISE

BRAND PLATFORM

BUSINESS MODEL

BUSINESS CAPABILITIES

PRODUCT

Constant change is moving upwards fasterorganizations…and architects need to be able to provide the means to enable this change


Strategies for Moving up the Curve to Open the OpportunitiesProvide Structural insight into strategic scenarios

• Strategic option analysis - for a more informed understanding of the potential impact of each scenario on the business.

• This helps the business to compare investment choices and effort before executing


Strategies for Moving up the Curve to Open the OpportunitiesCreation of a Unified Team of cross enterprise disciplines

Change Manager

Finance

PMO

Business Improvement

Strategy

Technology

• Combination of People, Process & technology to drive out an outcome through projects


Strategies for Moving up the Curve to Open the OpportunitiesScenario 1: Business improvement - spawning initiatives from the strategy map

STRATEGIC THEMES

Initiative 5

Initiative 6

STRATEGIC THEMES

Initiative 1

Initiative 2

STRATEGIC THEMES

Initiative 3

Initiative 4

Mandate: Improve enterprise wide program and portfolio performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Initiatives straight from strategy often results in loss of cohesion


Strategies for Moving up the Curve to Open the Opportunities

Strategic Planning

Business Planning

Portfolio and Project Manageme

nt


Solution Architecture

Solution Developme

nt

Scenario 1: Business improvement - spawning initiatives from the strategy map.

PMO drives the architecture

efforts

Business Analysis


Strategies for Moving up the Curve to Open the OpportunitiesScenario 2: Business Transition - developing the unified business model

STRATEGIC THEMES

Capability 5

Capability 6

STRATEGIC THEMES

Capability 1

Capability 2

STRATEGIC THEMES

Capability 3

Capability 4

Mandate: Improve Business Performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Creating a single unified business model helps build cohesion across the enterprise



Strategic Planning

Business Planning



nt


Solution Developme

nt

As business architecture provides more value, its is being positioned above the delivery and execution space

Business Analysis



Injecting Business Architecture into the strategic scenarios will Improve the Strategic Decisions as well as the execution of that strategy

Mandate: Improvemarket

performance

Scenario 3: Planning and Performance - defining the business model for candidate strategic scenarios

Mission Vision VISIONARY

Str

ate

gie

sG

oals

STR

ATEG

IC

Tactics Objectives TACTICAL

Semi Integrated Universal

Bank

Product Specialist

Customer Owner

Infrastructure

Provider



Strategic Planning


Business Planning


nt


Solution Developme

nt

Facilitating Business Architecture as a strategic tool in the planning process is where the greatest value lies

Business Analysis


Enterprise Design


Strategic Planning

Service Design


Business Planning

Portfolio and Project Managemen

t


Solution Developme

nt

Combining business architecture with design thinking provides a much broader value proposition where customer experience and value is linked directly to the architected components of the business. In other words the entire enterprise is architected to improve the experience the end customer has with the organization. Outside in as opposed inside out.

Business Analysis



• High maturity organizations have a clear linkage between Business architecture, strategic goals, and performance management

• These organizations also have a feedback loop which helps measure the progress towards objectives

• This feedback loop will also inform the next iteration of business strategy and architecture.

Piggy back off enterprise performance management as an onramp for business architecture


Strategies for Moving up the Curve to Open the OpportunitiesAligning to value

What value is created?

How is value

created?

How is value

measured?

Senior managersmust have a solid analytical

understanding of whichperformance variables drive

the value of the company

An important part of VBM is a deep understanding of the performance variables that will actually create the value of the business – the key value drivers. Such an understanding is essential because an organization cannot act directly on value. It has to act on things it can influence – customer satisfaction, cost, capital expenditures, and so on.

The problem lies here


Strategies for Moving up the Curve to Open the OpportunitiesCo-Design with your stakeholders

C U S T O M E R P E R S O N A S

S E RV I C E M O D E LE M PAT H Y M A P

V P C A N VA S



• Provide executives with a cohesive, non-project based view of the investment spend

• Address Capex and Opex conflicts

• Address duplication of effort across the portfolio landscape

• Maintain alignment of the ensuing programs

• Allows business stakeholders to have a consistent business focussed view of the project investment and its status

Support the investment planning cycle and cohesion of programs


Strategies for Moving up the Curve to Open the OpportunitiesChoose your architecture sponsor carefully since it has a direct effect on the success of the architecture function.

= significant improvement

External consultants, or other individuals with recognized credibility, strengthen your business case.

Highly placed business executives provide access to funding and help assert governance over business architecture. Executives with cross-functional responsibility will make the best allies for your architecture efforts

Executive sponsors involved in change are more open to new initiatives and have access to discretionary funding.

(Source: Info-Tech Research Group; N=43)

External consultant respon-sible for business architec-

ture

Most highly-placed executive

Person responsible for change area

Business architect employed by the company

Person integrating multiple departments

0% 50% 100%

48%

50%

40%

60%

64%

94%

77%

76%

70%

69%

Involvement of business sponsors affects success of the Architecture

function

Involved in sponsorship Not involvedIf you have a choice of Architecture

sponsors, look for external consultants, high-placed executives, or those in charge of change areas.



• Find the heuristic super powers and use the business architecture techniques to develop the algorithms.

• Understanding the heuristics puts you in a position of strength, since rewards and status tends to go to those individuals with the best and most reliable heuristic.

• Motivation Models, cohesion planning, cross functional capabilities, journey maps, learning maps and value maps are all techniques to help understand the heuristic recipe

Improve the speed through the knowledge funnel using business architecture techniques


Unresolved Business

Challenges

Rules of thumb

Robust, repeatable

and replicable formulas & processes


Strategies for Moving up the Curve to Open the OpportunitiesMoving unresolved business problems into the utility space is a journey across the complexity space

that is supported by both the business architects and business analysts

Software Automation

Projects

Funds investment

Widget assembly

Credit card approval

Inventory Management

Outsourcing Projects

Major re-design

projects

Six-sigma based process

improvement analysts

New Product design

Deals with other companies

International Delivery

On-line purchasing

ERP based process

improvement

Complex Processes, not part of company’s core competency: Outsource

Complex, dynamic processes of high value:

undertake business process improvement efforts that focus on

people

Straightforward, static commodity processes:

use automated ERP-Type applications and / or

outsource

Straightforward, static, and valuable: automate

to gain efficiency

High

Hig

h

Low

Low


Very important to success, high value added to products

and services

Strategic Importance

Proc

ess

Com

plex

ity a

nd D

ynam

ics

Complex negotiation, design, or decision process


Some business rules


Organization Heuristics

Principal Business Architects

Business Analysts


Senior Business Analysts

*Adapted from “Business Process Change” by Paul Harmon


Strategies for Moving up the Curve to Open the OpportunitiesAddress concerns based architecture through standardisation and simplicity


Strategies for Moving up the Curve to Open the OpportunitiesMix up the architecture to show its true value


Strategies for Moving up the Curve to Open the OpportunitiesLevelling, levelling, levelling

Level AValue Chain

Level BCapabilities

Level CCore Processes in cross functional capabilities

Level DBusiness Process Flows

Level EOperational Process Flows

Level FDetailed Process Flows

Value Chain Objectives Scorecard

Capability Groupings Ownership Services

Core Processes Delivery Units Products

Processes Delivery Teams Systems

Sub Processes Roles System Functions

Detailed Processes Detailed Roles Transactions

x

x

x


Did not use Did use0%

50%

100%

33%

61%


• Always tie models into existing strategic planning artifacts

• Mould architecture to current artifacts.

• Document to resonate, explain and communicate.

• Get to the bottom line. The absence of metrics outlining the efficiency, effectiveness, and agility gains of the business analysis and architecture discipline will drive the business away.

• Don’t think it’s your job to introduce business leaders to the practice of modeling - Business models may not look like EA models, but you have to find the link between the two paradigms to achieve business engagement in target state design

Tie target state models into existing strategic planning materials.

Usage of pre-existing business process diagrams drives business engagement

% b

usi

ness

eng

ag

ed

(Source: Info-Tech Research Group; N=44)



• Value and differentiation still require the use of the utility

• Its this utility that must be optimised through the creation of algorithms

• You need the utility and the algorithms to help build reliability and repeatability

• Capital investment is predominantly directed towards this reliability and utility area since it is predictable and manageable

Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives

Utility(Foundation)

Innovate

Build Advantages

Assemble

Prolong Advantages

Mix

Reduce Disadvantag

es


TOGAF, BABOK and BIZBOK

The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them

Supporting Techniques for completing the outputs, workproducts and artefacts

Defined list of outputs, workproducts and artefacts (Business Domain)

Standardised technique for defining outputs

A method to execute for the Business Domain

A method to execute for the Enterprise

An classification scheme

Competency model for the Business Domain

Practice development for the Business Domain

0 1 2 3 4 5

BABOK v2BIZBOK 3.0TOGAF 9.1


TOGAF and the Other ToolsTOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light

BIZBOK

Body of Knowledge Resources

Framework “Glue”

Complementary Methods and Frameworks


Frameworks and standardsTOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise

A Method of

Execution

A Classification

System

Structure of Views and

Models


HOW


“Architecture Thinking”

MOTIVATION MODEL BUSINESS MODEL

SERVICE MODEL

CAPABIL ITY MODEL

Peop le

ROADMAP

GOVERNANCE

* Closed feedback loop to Motivation Model

Vision

Strategy

Blueprinting

Roadmapping

Governance

In format ion

Technology

Process

Design Thinking: Empathise, Define, Ideate, Prototype, Test

MARKET MODEL

MEANS ASSESSMENT

INFLUENCERS

ASSESSMENT

MEANS ENDS

MACRO ENVIRONMEN

T

INDUSTRY SCAN

SWOT PERFORMANCE• Financial• Customer• Internal (current)• Internal (long-

term)


A Method of ExecutionTOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed content and methods for

the domains

Preliminary

A.Architecture

VisionB.


C.Information

Systems Architectures

F.Migration Planning

D.TechnologyArchitecture

E.Opportunities & Solutions

G.Implementation

Governance

H.Architecture

Change Management

Requirements Management

• The business “hat” is worn in these phases since it involves the innovate, mix and assemble activities

• The strength of the business architect in this space is understanding the context and applying the right tools for that context

• At this point it is advantageous to introduce the motivation model, with specific reference focus as to how the customer experience drives out the outcomes in the motivation model.

• The capability model often does not resonate here - so the introduction of the underlying resource mix is more effective e.g.. People, Process and tools

• A First iteration of these phases drives out the key enterprise differentiation resources required to reach the outcomes

• A Second iteration drives out the products and services model (4P’s - Product, Place, Price & Promotion) and what cross functional resources we need to deliver these

• Journey management is a crucial aspect of the business architect during this phase

• Some limited BABOK and BIZBOK techniques support this area


A Method of ExecutionThe Business Architect wears two hats when executing through this method

Preliminary

A.Architecture

VisionB.


C.Information





G.Implementation

Governance

H.Architecture

Change Management


• The business architect wears the architecture “hat” in these phases since they involve the reliability and utility activities

• The business architect has to understand architecture in order to apply it and help the teams downstream

• This space requires more of the traditional architecture models - the people, process and tools resources can now be assembled and clustered into capabilities

• The architecture community is strong in this space but tends to be weak at requirements management across the whole process

• Techniques and resources within the BizBok will support the business architect efforts within these phases

• There are a number of techniques within the BABOK that the business analyst will use in supporting the business architect across these phases


A Method of ExecutionThe Business Analyst already has a mature capability around requirements management

Preliminary

A.Architecture

VisionB.


C.Information





G.Implementation

Governance

H.Architecture

Change Management


• The business analyst primary focus is to seek to understand the business

• The focus of this understanding is more often delivery and project based

• The business analyst skill supports requirements elicitation across the whole lifecycle

• This complements the weakness of the architecture community

• There are a number of mature methods and techniques within the BABOK that support these activities


ComponentsTrain for Hard Skills, Coach for Soft SkillsBusiness Architecture Skills Maturity Curve Illustrative

Baseline Skills

• Modeling Business Context• Modeling Business Process• Modeling Business Requirements• Modeling Business Information• Using a Business Capability

Model• Use Case Modeling

“Success Differentiators”

• Application of Techniques• Soft Business Architecture Skills:

o Craft and Implement Strategyo Drive Collaborative behavioro Leadershipo Drive Innovation and Optimization

Coach for Soft Skills

Train for Hard Skills

Value to Business

Skills Maturity


Team Structure

• Pragmatist and visionary » The pragmatist follows the money and works with what he sees

» The visionary follows the vision and works with what he visualizes

• The challenge for the business architect is to deal with both the analytical stakeholder as well as the intuitive stakeholder and try create synergy between these two

• Team works well when there is a common vision and a common purpose

• Mix the team on Myers Briggs scores


Team ProfilesCreating the right mix is crucial for a successful business team

Role Type Temperament & Personality

Strengths

Business Architect ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better way, always eyeing new projects, new enterprises, new processes. Keenly pragmatic, and often become expert at devising the most effective means to accomplish their ends.

Journey Manager ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better way, always eyeing new projects, new enterprises, new processes. Keenly pragmatic, and often become expert at devising the most effective means to accomplish their ends.

Project Manager ENTJ Rational Field Marshall

Give structure and direction, visualize where the organization is going, communicate that vision to others. Organizational and coordinating skills

Business Analyst INFJ Idealist Counsellor Understand and use human systems creatively, and are good at consulting and cooperating with others. vivid imaginations and poetic imagery and storytelling

Customer Experience ESTP Artisan Promoter Men and women of action, excellent negotiators. Charming, confident, and popular, Promoters delight their friends and investors with their endless supply of stories and jokes

IT Architect ISTP Artisan Crafter Masterful operation of tools, equipment, machines, and instruments of all kinds. Action oriented


Upcoming events that should be on your radar

› As part of the official IIBA endorsement, EA is now happy to offer all IIBA members a permanent discount of 20% off the Applied Business Architecture Course. Link

15 Oct2014

IIBA Professional Development Day, Melbourne

Open Date

s

IIBA Endorsement of EA Business Architecture Course

› “The only conference that combines insights into Business Analysis, Business Architecture and Business Process” Link

2-6 Nov 2014

BBC 2014Fort Lauderdale, Florida

7 Oct 201

4

Webinar – Re-positioning the Value of the Architecture Practice

› “An exciting opportunity to learn important skills from some of the most respected experts in the world of Business Analysis” Link

› “This webinar helps you understand the current position of architecture in the market” Link

http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/

http://www.buildingbusinesscapability.com/

https://www.eventbrite.com.au/e/iiba-australia-chapter-melbourne-ba-development-day-2014-tickets-12543320409

http://bit.ly/B_A_

Driving your BA Career - From Business Analyst to Business Architect

Business

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