The Central Role of Business Analysis in EA

The Central Role of Business Analysis in Enterprise Architecture

presentation to the

IIBA Western Cape ChapterNov 2007

by Graham McLeod

inspired!IT Consulting Training Research Tools


Coverage

Background (myself and Inspired)Enterprise ArchitectureComponents of EABusiness ArchitectureBusiness Process ArchitectureBusiness Process EngineeringRequirements DefinitionImpact into other EA dimensions

InformationApplicationsTechnology

Scoping InitiativesExamples and Case StudiesDiscussionReferences and Further Info


What is an Enterprise Architecture?

1. A map of the forestWhat have we got?How good is it?RedundanciesGapsRisks

2. Blue PrintHigh Level Conceptual DesignCovers whole business/ enterpriseA current "best plan"Guides acquisition and implementation choices

3. Policies, Procedures and Processes

Whereby Strategy and Visionare transformed into Designsand Initiatives to realise them

Business

ProcessProcess

ApplicationsApplications

InformationInformation

Tech-Tech-nologynology

Context


Why We Need Enterprise ArchitectureImprove business benefit derived from I.T.Reduce costs associated with I.T.Reduce riskEnable desirable business changes, pursuit of opportunitiesShorten lead times to realizing benefitsExploit emerging technologies which can provide strategic advantageProvide framework for decision making and practice within development, technology purchase and operationsBasis for good governanceIf your company is listing and needs to be SOX compliantIf you want budget in the US Federal Govt.


EA Frameworks and Methods

ZachmanFEAFIAFDODAF/C4ISRTOGAFInspiredRelated:

COBITITIL


The Inspired Frameworks

Technical ArchitectureTechnical ArchitectureUser Access Application Enablers Data Storage and Management

User Interfaces Connectivity Platforms Services

Business ArchitectureBusiness Architecture Markets Products Services Channels Suppliers Deals Resources Technology Processes Culture Competitors


Types/Classes InventoryTypes/Classes Inventory


Types/Classes InventoryTypes/Classes InventoryDriv

ers

Process Mgmt.

Models, Methods, Tool Support


Business Architecture

Include shareholders,community etc. Provide and expect a variety of things

Channels

ProductsProducts

ServicesServices

Partners

Customers

Services and Products are delivered to customers in markets via channels

Markets

Resources and Technology are used in the business process to produce the products and services

ResourcesResourcesPartners participate in the business process

Business Business ProcessesProcesses Technology

CultureCulture

Suppliers

Suppliers contribute inputsto the products and services

CONTROLCONTROL

SERVICESERVICE

SUPPORTSUPPORT

Competitors

Other Stakeholders

President

VP

Minion Minion

VP VP

Minion Minion Minion

OrganizationOrganization

ContractContract

BusinessBusinessModelModelDealsDeals

RisksOpportunities

Copyright Inspired 1991-2007


Business Process Architecture

Partners

BusinessCommunication

Location

Step Step Step Step Step Decision Decision Decision DecisionStakeholder

BusinessEvent

Business Process

Step Step Step Step Step

Decision Decision Decision Decision

govern

Business Rulesoccurs at

triggers

includes

BusinessObject

responsibilefor

Organization

initiates

BusinessGoal

supports

uses/generates

uses/changesstate of

Product/Service

produces

Resource

usedby

provides

receivedby

KeyIndicators

monitoredby

SubProcess

Supportedby

Application

Deals

supports

involves

Risk


Process Architecture Example

Time to DeliveryReturn Rate

CustomerDelivery Partner

Supplier

Stakeholders

Discount Policy

Business Rules

SalesPurchasing

Customer RelationsDelivery Partner

Accounting

Organizations

Customer Sale

Bussiness Goals

Low Cost per SaleIncreased Sale

VolumeGood customer

experience

Locations

Our retail premisesSupplier Delivery Partner

Key Indicators

Purchase RequestDelivery Request

Delivery Note

BusinessCommunication

CustomerProductSupplier

OrderSupplier Order

Delivery RequestBusiness Partner

BusinessObject

Goods

Order TakingCustomer

ManagementFullfillment

Debtors

New Customer

Applications Product or Service

Business Objects/State

Sub-Processes

Sales People

Resources

Staff ExpertiseNon-Integrated

SystemsStock Outage

Risks


Confirm Sale with Salesperson

CaptureSale

Deliver Goods

Advise Customer

CheckCredit

.2

.8

Cash Sale

Credit

Supplier

Sales Person

.9

.1

IssueStock

Customer

.95Sufficient

.05 Insufficient

StockReceived

Obtain +Stock exSupplier

DeliveryDate

Sales

Storeman

Vehicle

Retail Store

Customer Relations

Warehouse

OK

Not OK

Business Process Model


PROGRAM MANAGEMENT

Relationship between Strategy, Architecture, Program and Project 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


Project Delta Example

Moderator

VendorRegistration

Bank

Subscriber

Retail Vendor

CreditPaySystem

SubscriberBillingSystem

SMSGateway

ProductManager

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

MTN Decision

Invoice

Request for facility

mPAY System Context

NewExisting unmodifiedExisting modified


BA Plays Major Role in

Shaping the business approachEvaluating environmental impacts and imperativesFocussing effort of analysisDefining Desirable ScenariosEnvisioning Future ProcessesCreating new relationships

Defining RequirementsFunctional RequirementsProcess RequirementsOrganization/Job DesignBusiness RulesInformation RequirementsScoping of Information Systems, Change Initiatives, Projects


Layers of Models

ConceptualLogicalSolution ArchitecturePhysical


CaptureSale

Advise Customer

ConcludeSale

Supplier

Sales Person

Customer Creditworthy

.9

.1

CheckStock

Customer

.95 Sufficient

.05Insufficient

StockReceivedPurchaseOrder Filled


DeliveryDate

CashSale

CreditSale

.2 .8

ApproveBackorder

ApproveBackorder

Stock

SaleCreatedProduct Valid

Not Creditworthy

Stockon orderPurchase Order created

BackorderCreated

CustomerDebitedStockIssued

Salecomplete

Deliver Goods

Delivery Note

D1

Rule D1Discount CalculationAllow Discount only for Category 1 and 2 Clients on Product with Margin > 25%

PurchaseRequest

PurchaseOrder

Logical TxSale

Logical TxBackorder

Example: System Level Model


CaptureSale

Advise Customer

ConcludeSale

Supplier

Sales Person

Customer Creditworthy

.9

.1

CheckStock

Customer

.95 Sufficient

.05Insufficient

StockReceivedPurchaseOrder Filled


DeliveryDate

CashSale

CreditSale

.2 .8

ApproveBackorder

ApproveBackorder

Stock

SaleCreatedProduct Valid

Not Creditworthy

Stockon orderPurchase Order created

BackorderCreated

CustomerDebitedStockIssued

Salecomplete

Deliver Goods

REP003

D1

Rule D1Discount CalculationAllow Discount only for Category 1 and 2 Clients on Product with Margin > 25%

UI001

EDI002

WindowsClient Unix Server

Delivery Note Prt

Record Sale

Record Back Order

Example: Design Level Model


Clear Linkage from Business

Goals and Events toBusiness ServicesSystem ServicesTechnology Services and InfrastructureInformation Services

Requirements TraceabilityGovernance TraceabilityImpact Analysis

BA needs a high level of Domain Knowledgeviz. Assurance vs Banking vs Retail...Certainly a requirement for international positions


4 Layer Model Example

Short video clip illustrating modeling from the business dimension, thru process, down to application and technology


Third Dimension



Business ArchitectureBusiness Architecture Goals Markets Products Services Channels Suppliers Processes Resources Technology Culture Competitors




Types/Classes Inventory

Methods

QualityCosts

Models can be enhancedwith additional dimensions of

Methods, Process, DeliverablesCostsMetrics and Quality

The above can reflect both Current PositionBenchmarks from Industry/ CompetitorsGoals

TIMING and RISK can also be brought into the picture..


Application

Technology

ChannelChannel

Platform

Resource

Project DBMS

President

VP

Minion Minion

VP VP


Business UnitBusiness Unit

DealsDeals

Cost CentreCost Centre

President

VP

Minion Minion

VP VP


President

VP

Minion Minion

VP VP


Business UnitBusiness Unit

Enhancing the Models - Cost Perspective

Turns out that most of the cost elements are

already in the architecture models!

We need to add attributes to individual

items to record the various relevant costs;

then implement a mechanism to

accumulate them. This adds a model element for Cost Centre. Costs accumulated there can, in turn, be apportioned across business units.

This is a flexible approach that allows

various cost categories to be monitored - various

models can be simultaneously implemented


Architectures and Process Management Enable Quality Improvement



Business ArchitectureBusiness Architecture Goals Markets Products Services Channels Suppliers Processes Resources Technology Culture Competitors




Types/Classes Inventory

Product Process

Applicat'n Database

Platform

ProfitQuality of Deliv.

ThruputError Rate

UptimeUser Satisfaction

MTBFMTTR

Data QualityAvailability


Standards for Interorganizational Systems

DIRSVC Messaging Bus

RulesFlowFlowFlow

ConditionFlow

Workflow Engine

BPELBPMN

Policies & Rules

STD API

ORG 1

ORG 2

APPLIC.COMPONENT

APPLIC.COMPONENT

APPLIC.COMPONENT

STD API STD API STD API

BPMNBusiness Process Modeling Notation

BPELBusiness Process Execution Language

Messaginge.g. SOAP/XMLor MQ Seriesor CORBA

STD APIe.g. Web Serviceor CORBA object

Directory Servicee.g. UDDI, LDAP, X500, Active Directory

Modeling Tool


Conclusion & Discussion

Very large overlap between Business Analysis and EA scopeAlso between required skill sets..BA's have a very central role to play in EAEA role is a career growth path for analysts, particularly in the Business and Process Architecture dimensions


References and Futher InfoArchi Collaborative Enterprise Modeling Tool: http://www.inspired.orgBPMN: http://www.bpmi.org http://www.omg.orgCover page image of development of universe simulation:T. Di Matteo, J. Colberg, V. Springel, L. Hernquist & D. Sijacki, “Direct Cosmological Simulations of the Growth of Black Holes and Galaxies,” Astrophysical Journal, 2007 (forthcoming).General EA Coverage: (Extensive site!) http://www.enterprise-architecture.info/Inspired Enterprise Architecture Frameworks: http://www.inspired.orgTOGAF - Open Group: http://www.opengroup.orgZachman - ZIFA: http//www.zifa.com


Contact Us

Graham McLeod [email protected] +27 82 578 1834

Inspiredwww.inspired.org+27 21 531 5404


Inspired

Established 1991: Consulting, Training and ResearchSmall but highly skilled I.T. consulting houseCape Based, UK and Spain Blue Chip clients in

Assurance, FinanceRetailTelecommsSoftware/ITGovernment and EducationMediaHealthcare

Deep Expertise InLinking Business and IT StrategyEnterprise ArchitecturesProcess ImprovementProject and Program ManagementSystem Delivery Methods and TechniquesRepository/Knowledge Managemente-Commerce, CRM, Knowledge Management, Web Services, SOA, TOGAF

Independent of vendors, but richly networked

ConsultingTraining

MethodsToolsResearch

Strategy Architecture

InitiativeManagement

Delivery

Governance

Quality Improvement


Archi Collaborative Enterprise Engineering Tool

Benefits of CollaborationInvolvement of more perspectives and subject expertsHigher quality input and modelsDistribution of effort and greater total effort appliedReduction of time to produce resultsHigher awareness and buy in of all relevant parts of the organization => higher architectural complianceGreater agility

The Central Role of Business Analysis in EA

Business

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