Engaging Real Business People In Real Business...
Transcript of Engaging Real Business People In Real Business...
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Graham McLeodCTO, PROMIS Solutions AG
February 2009
Open Group EAPC San Diego
Engaging Real Business PeopleIn Real Business Architecture
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Engaging Real Business People in Real Business Architecture
AbstractWe 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 the 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 drawing upon our experience of doing this 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.
AudienceImplementors of EA methods; business architects; business executives
Key takeaways1. A new perception of the scope of and potential for real Business Architecture2. A meta model to assist in understanding, information gathering and organization of models3. Ideas on how to constructively engage business owners and executives and get real direction flowing into other architecture effort
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AgendaWho we areWhy Business Executives don't Come to the Party... What is Business Architecture?Promis View on Business ArchitectureProcess Architecture vs Process ModelingMeta Model for BAExample Models and ArtifactsValue DerivedScenariosProgramme Management, Delta ModelsIntegration to Other Architecture DimensionsImplications for ArchitectsSuggestions for TOGAFSummary, Questions and Discussion
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• Specialists in Strategy, Enterprise Specialists in Strategy, Enterprise Architecture and Business Process Architecture and Business Process Modelling (30 years IT; 19 years Modelling (30 years IT; 19 years EA)EA)OfficesOffices Europe (Switzerland; Germany; Spain)Europe (Switzerland; Germany; Spain) UK, USA, South AfricaUK, USA, South Africa Associates and sub-distributors Associates and sub-distributors
(Benelux, Saudi Arabia, New Zealand)(Benelux, Saudi Arabia, New Zealand)
Own IPOwn IP EVA Netmodeler – Innovative collaborative EVA Netmodeler – Innovative collaborative
enterprise modeling and knowledge enterprise modeling and knowledge management toolsetmanagement toolset
Unique integrated Frameworks, Meta Unique integrated Frameworks, Meta Models and Reference Models (EA, NGOSS, Models and Reference Models (EA, NGOSS, Banking)Banking)
Associated Consulting Services Associated Consulting Services and Training (including TOGAF)and Training (including TOGAF)
PROMIS Solutions AG
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Why Exec's Won't Party
We talk techWe talk detailWe take too longWe are stuck in history and constraintsWe don't add value for them now...We wouldn't know the business issues if they bit us!
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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”
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TOGAF 9 View on BA
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Archimate View
Business
Actors and Roles
Business Services
Business Process
Application
External Services
Components
Technical
External Services
Components
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Business Architecture - Promis
Context• Full Business
ConcernsIncludes Process
• Cross Cutting Concerns
CostRiskQualityPerformanceGovernance
Channels
ProductsProducts
ServicesServices
Partners
Customers
Services and Products are delivered to customers in markets via channels
Markets
Re s ourc e s a nd Te c hnology a re us e d in t he bus ine s s proc e s s t o produc e t he produc t s a nd s e rv ic e s
ResourcesResourcesPartners participate in the business process
Business Business ProcessesProcesses Technology
CultureCulture
Suppliers
Suppliers contribute inputsto the products and services
CONTROLCONTROL
SERVICESERVICE
SUPPORTSUPPORT
Competitors
O t he r St a k e holde rs
Inc lude s ha re holde rs ,c ommunit y e t c . Prov ide a nd e x pe c t a v a rie t y of t hings
President
VP
Minion Minion
VP VP
Minion Minion Minion
O rga niza t ionO rga niza t ion
ContractContract
BusinessBusinessModelModelDealsDeals
Risks
GoalsGoals
Opportunities
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Process Architecture
Pa rtne rs
BusinessCommunication
Locat ion
Step Step Step Step Step Decision Decision Decision DecisionSt a k e holde r
B us ine s sEv e nt
Business Process
S tep S te p S tep S te p S te p Decision Decision Decision Decision
govern
B us ine s s R ule soccurs at
triggers
includes
BusinessObject
responsibilefor
O rga niz a t ion
initiates
B us ine s sG oa l
supports
uses/generates
uses/changesstate of
Produc t /Se rv ic e
produces
R e s ourc e
usedby
provides
receivedby
K e yIndic a tors
monitoredby
SubProc e s s
supported by/uses
Applic a t ionR is k s
hasassociated
hasassociated
C ont rols
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Meta Model
Defines the necessary concepts, relationships and properties
Covers domains of business, process, application, information, technology
Distinguishes between logical and physical
Maps domains & layers
Maps to notation to represent / model
FrameworkProvides
User Defined
A pplic at ionFunc t ion
A pp lic ationTy pe
A pplic ation S c enar io
c ategor is es prov ided by
par t of
Status
Trans ac t ional
B ank Mas t er
R et a ilB ank ing
2006 Opt im is t ic
Upgrade to Rel 3
c ategor is es prov ided by
par t o f
Meta Model
Logical
Physical
Content Model
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BA Meta Model
MARKETSEGMENTMARKET
SEGMENT
LOCATION
CONTROL
RESOURCEAPPLICATION
SERVICE
BUSINESSOBJECT
BUSINESSCOMMUNICA
TION
KEYINDICATOR
BUSINESSPROCESS
BUSINESSEVENT
BUSINESSRULE
RISK
TECHNOLOGY
BUSINESSUNIT
BUSINESSGOAL
OPPORTUNITY
DEAL
ROLE
STAKEHOLDER
STAKEHOLDER
TYPE
SERVICE
COMPETITOR
CUSTOMERTYPE
CHANNEL
PRODUCTTYPE
BRANDBUSINESSINITIATIVE
BUDGET
Note: Excerpt from complete model copyright Promis
BUSINESSCAPABILITY
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Healthcare Example
NOW 2 YRS 5 YRS 10 YRS30
40
50
60
70
Perc
ent
Fee for ServiceManaged Health Care
Revenue by Product
NOW 2 YRS 5 YRS 10 YRS0
10
20
30
40
50
60
70
80P
erc
en
t Supplier FaxClient CorrespondenceElectronic (MHC)
Revenue from Channel
Fundamentally affects priorities, allocation of resources, system services required, information architecture and technology plans
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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
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Assurance Growth Plan
Loca
l Mar
ket
Paper Contract
L ife C
over
Technology
Product/
Service
Cus
tom
er/
Cha
nnel
/M
arke
t
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Assurance Growth Plan
Inves
tment
Service
s
Electronic Media
Glo
bal M
arke
tLo
cal M
arke
t
Paper C ontract
Life C
over
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Driving InitiativesScoping Projects
PROGRAM MANAGEMENT
StrategyFormulation
Business
App
Technology
Info
Business
App
Technology
Info
Exte
rnal
Influences
CurrentReality
Desired FutureArchitecture
Vision
As Is Architecture
PROJECT MANAGEMENT
InitiativesDelta ModelsDelta Models
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Example Delta Model
Mode ra t or
VendorRegistration
B a nk
Subs c ribe r
R e t a il Ve ndor
CreditPaySystem
SubscriberBilling
System
SMSGateway
Produc tMa na ge r
Call Centre
Request Vend Acc
Conf or DenyReq. Paym
Conf or Deny
Confirm Tx
Credit Check
Conf or Deny
Req Auth. Confirm Tx
Encrpt. PIN
VendorPayment
SetupPIN
OK or No
Confirm Payment
Funds Tfr
RequestFacility
Statistics
Account/FacilityDetails
Vendor Request
Decision
Invoice
Request for facility
mobilePAY System Context
NewExisting unmodifiedExisting modified
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Scenarios
CurrentCurrent
CurrentFuture 1
Comment
Makes assumptions explicit.Allows “What if” analysis. Identifies our options under different conditions. Allows reuse of models, building blocks and architecture elements across scenarios BUT with a unique view of each per scenario
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Linking into Other Domains
Visibility and traceability for business elements thru to infrastructure
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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
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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..
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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 CTO 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: [email protected]
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.