Engaging Real Business People in Real Business Architecture
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The document discusses the importance of engaging business executives in enterprise architecture (EA) to create effective business architecture, which is often neglected in organizations. It highlights strategies for improving communication and collaboration between IT architects and business leaders, as well as methods to develop comprehensive business architecture frameworks. The speaker, Graham McLeod, shares insights from various industries and suggests improvements for TOGAF to enhance its business architecture perspective.
Engaging Real Business People in Real Business Architecture
- 1. Engaging Real Business People In Real Business Architecture Graham McLeod Chief Architect PROMIS Solutions AG April 2009 Open Group EAPC London UK
- 2. Engaging Real Business People in Real Business Architecture Abstract We often hear I.T. Architects complain that the business strategy is not clear and that they cannot get business owners and executives to participate in the EA activity, thus leaving the whole ship, in a sense, “rudderless”. When we look at what is discussed with business people as “business architecture” we are not too surprised. EA in most organizations (and in TOGAF) has “grown upwards from IT” towards the business process management space. Few organizations are doing real Business Architecture. This talk is part evangelism for relevant and comprehensive Business Architecture as well as an experience report, drawing upon work with organizations in telecommunications, health care, banking, assurance, government and software industries over many years. We will cover the scope of business architecture, a meta model for business architecture, how to deal with scenarios and “what ifs”, ideas on how to engage the real owners and executives of the business and illustrate the ideas with examples from experience. We hope to provoke some discussion on how these ideas could be incorporated into TOGAF. Audience Implementors of EA methods; business architects; business executives. The TOGAF working group community. Key takeaways 1. A new perception of the scope of and potential for real Business Architecture 2. A meta model to assist in understanding, information gathering and organization of models 3. Ideas on how to constructively engage business owners and executives and get real direction flowing into other architecture effort
- 3. Agenda Who we are Why Business Executives don't Come to the Party... What is Business Architecture? Promis View on Business Architecture Process Architecture vs Process Modeling Meta Model for BA Example Models and Artifacts Value Derived Scenarios Engaging Delivery Integration to Other Architecture Dimensions Implications for Architects Suggestions for TOGAF Summary, Questions and Discussion
- 4. PROMIS Solutions AG Specialists in Strategy, Enterprise Architecture and Business Process Modelling (30 years IT; 19 years EA) Offices Europe (Switzerland; UK; Germany; Spain) USA, South Africa Associates and Distributors (Benelux, Saudi Arabia, New Zealand) Own IP EVA Netmodeler – Innovative collaborative enterprise modeling and knowledge management toolset (TOGAF Certified) Unique integrated Frameworks, Meta Models and Reference Models (EA, NGOSS, Banking) Associated Consulting Services and Training (including TOGAF)
- 5. Why Exec's Won't Party We talk tech We talk detail We take too long We are stuck in history and constraints We don't add value for them now... We wouldn't know the business issues if they bit us!
- 6. What is Business Architecture? Zachman Motivation, Time, Process, Entity, Location, Organizationess units TOGAF (Traditional) Organization, Process, Goals IAF (Cap Gemini) Organization, Products/Services, Channels, Stakeholders, Markets, People, Clients Views are somewhat limited and only IAF is looking “outside”
- 7. TOGAF 9 View on BA
- 8. Archimate View Business Actors and Roles Business Services Business Process Application External Services Components Technical External Services Components
- 9. Business Architecture - PROMIS Services andProducts are Competitors Context delivered tocustomers in markets via channels Full Business Customers Channels Concerns Markets Includes Process Cross Cutting Culture Culture Concerns Risks Opportunities Products Products Cost Partners participate in Pe s d e n t r i Resources Resources Services Services VP VP VP Risk Mi o n ni Mi o n ni Mi o n ni Mi o n ni M in io n the business process O rganiza t iot n O r g a n iza ion CONTROL Res ourc es a nd Te c hnolo gy a re O t he r Quality CONTROL use d in the bus ine s s proc e s s to Sta k ehold e rs produc e the produc ts and s e rv ic e s Performance SERVICE In c lu de s hare holde rs , Partners SERVICE c o mmu n it y e t c . Business Business Governance Suppliers contribute inputs SUPPORT SUPPORT Deals Deals Model Model Prov id e a nd e x pe ct a v a r ie t y of t h in g s to the products and services Co n rt a c t C o n rt a c t Business Business Processes Processes Technology Goals Goals Suppliers
- 10. Process Architecture O rga niz a t ion B us ine s s R ule s L o cat io n o ccurs at g overn initiates Pa rt ne rs B us in e s s respon sibile Ev e nt fo r Business P rocess St a k e holde r Decision Decision Decision Decision trig g ers Step Step Step Step Step su p p o rts received by mo n ito red B u s ine s s by uses/ Goal chang es in clu d es state of uses/ gen erates D si n eci o D si n eci o D si n eci o D si n eci o S te p S tep S te p S tep S te p su p p o rted by/uses Business SubProc e s s used Object K ey by Business Indic a t ors p ro d u ces Communication provid es has has associated associated R e s ou rc e Ap p lic a t io n C ont ro ls R is k s Produc t /Se rv ic e
- 11. Meta Model Meta Model Content Model Defines the necessary concepts, Application Retail relationships and Type Application Function Transactional Banking properties Covers domains of categorises provided Logical categorises provided business, process, by by application, information, part technology Application of Scenario BankMaster part of 2006 Optimistic Distinguishes between logical and Physical physical Status Upgrade to Rel 3 Maps domains & layers Framework Maps to notation to Provides represent / model User Defined
- 12. BA Meta Model Note: Excerpt from complete model copyright Promis
- 13. Healthcare Example R evenu e by Pr od uct Fundamentally affects 70 Fee for Service priorities, allocation of Managed Health Care resources, system services 60 required, information Pe rc e nt 50 architecture and technology plans 40 30 R even u e fr o m C h an n el NOW 2 YRS 5 YRS 10 YRS 80 70 60 Supplier Fax Percent 50 Client Correspondence 40 Electronic (MHC) 30 20 10 0 NOW 2 YRS 5 YRS 10 YRS
- 14. Banking Experience Multinational Private and Investment Bank Aggressive growth by acquisition across three continents Culture in BU of “do what you like, just make the numbers” Problems of uncompetitive cost ratios. Spiraling infrastructure and integration costs – esp to implement Basel II Decided to do a “Zero Base” project to re-justify all structures, responsibility allocation and infrastructure spend Assisted over a period of 11 weeks to model Business Units and org structure Products, channels, market segments Processes and supporting system and information services Resulted in major (but smooth) restructuring and rationalisation Major cost savings and improved cost ratios Eased implementation of Basel II and reaching compliance while maintaining agility
- 15. Assurance Growth Plan Customer/ Channel/ Market Local Market Paper Technology Contract e r t/ ov duc C ro vice fe P r Li Se
- 16. Assurance Growth Plan Global Market Local M arket Paper C ontr act Electronic er Media ov C t fe Li en m s t es ve c In ervi S
- 17. Driving Initiatives Scoping Projects ces luen Vision al Inf Desired Future Exter n Architecture Business Strategy Formulation App Info Technology Current Reality ENT Business AGEM MAN JECT PRO PROGRAM App Info MANAGEMENT Technology Delta Models As Is Architecture Initiatives
- 18. Example Delta Model mobileP AY S ystem Context Call Centre M od e ra t or Vendor Request Request Account/Facility Facility Details Decision Produc t Request Vend Acc Statistics Ma na ge r R e ta il Vendor Conf or Deny Registration Ve nd or Req. Paym Credit Check Subscriber Conf or Deny Conf or Deny Billing Confirm Tx Req Auth. Setup Confirm Tx System PIN Vendor OK or Encrpt. Payment No PIN Confirm Payment CreditPay SMS System Gateway Invoice Funds Tfr B a nk New Subs c ribe r Existin g unmodified Request for facility Existin g mo dified
- 19. Scenarios Makes assumptions explicit. Allows “What if” analysis. Identifies our options under Current different conditions. Current Current Allows reuse of models, building blocks and Future 1 architecture elements across scenarios BUT with a unique view of each per scenario Comment
- 20. Linking into Other Domains Visibility and traceability for business elements thru to infrastructure
- 21. Implications for Architects • Need business knowledge and expertise – Especially relevant to the particular industry and domain • Must play the role of a facilitator • Models and content must belong to the executives • BUT we can – ask good questions – bring techniques – hold up a mirror – ADD VALUE
- 22. Summary • Enterprise Architecture involves – Context of Enterprise – All aspects of the Enterprise • Competent and comprehensive meta models are required • Enterprise Architects, properly qualified, can add enormous value to organizations today which are facing huge challenges and have to transform quickly • TOGAF should expand its view of Business Architecture, but also be careful not to encourage use of techniques which are too detailed..
- 23. Graham McLeod Graham has 29 years experience in the IT industry and business having held positions in software development, teaching, project management, product management, research, strategy and general management. He was a tenured academic for 12 years and is the author of textbooks in system development, project management, data management and strategy and architecture. He has authored many papers, presented at numerous conferences worldwide and delivered keynote addresses and tutorials at various universities and conferences in South Africa, UK, Germany, Switzerland, USA, Sweden, Canada, Italy, France, Norway and India. Mr McLeod has consulted to over 60 leading organizations worldwide in Banking, Finance, Assurance, Retail, Manufacturing, Telecommunications, Healthcare, Government, Education and Information Technology. He has shared ideas with Microsoft, Sun Microsystems, IBM, Fujitsu and NCR Corporation. Graham founded Inspired in 1991 and developed the Inspired Architecture Frameworks and associated meta models. He is the architect of the the web based Enterprise Value Architect (EVA) Netmodeler collaborative enterprise modeling and knowledge repository tool. He is now Chief Architect and Chairman of Promis Solutions AG, based in Zug, Switzerland. PROMIS markets the EVA Netmodeler product, the Inspired Frameworks and meta models and associated services and training worldwide. Graham can be reached at: graham.mcleod@pro-mis.com If you would like a white paper on the Inspired/PROMIS frameworks and/or one on the difference between Process Architecture and Process Modeling, please drop us a line.