SlideShare a Scribd company logo
1 of 24
Download to read offline
Maximizing EA Impact:
Using Business Architecture
to Achieve Alignment
                                        David Baker
                                      Chief Architect,
         Diamond Management & Technology Consultants
                      david.baker@diamondconsultants.com

                                  October 25, 2006
Business / IT Alignment occurs when IT delivers the right solution,
at the right time, for the right cost


                                                             IT
            Business
                                                        Managers
          wants to know
                                                       want to know

                                 Enterprise
     How can I innovate?                                Have we done this before?
                                 Architecture
  How quickly can I get it?                              How do we get it done?
How much does it cost / save?                          How do I make sure it’s done
    What are the risks?                                         correctly?
     What’s possible?                                       What’s possible?

                             Technical
                               Staff
                           wants to know


                              What do I build?
                            What do I build it with?
                             When do I build it?
Alignment has traditionally been hard to achieve, one cause being
the siloed approach to Business and IT Strategies




               External     Business
                                                   IT Strategy
                            Strategy




                          Organizational              IT
               Internal




                          infrastructure        infrastructure
                          and processes         and processes


                             Business         Information Technology

                                     Old Model
                             (Henderson and Venkatraman 1993)
Additional roadblocks often thwart alignment


 IT does not engage the Business
      Technology driven solutions “offered” to the Business
      Solutions looking for problems to solve
      Organizational anomalies
 Business strategy is too vague
     Mission, vision, goals exist
     Then what?
 Complexity of the business
     Do we plan for the whole enterprise?
 Enterprise Architecture considered “too complex”, “too
  costly”
What you can do to achieve alignment


 IT should engage the Business
 Eat the elephant one bite at a time
 Measure the result (Business metrics, not IT metrics)
 Change the organization
Alignment can be achieved through collaboration on a business-
driven plan

                                          Business owns
         Business Architecture                  Leadership
            (strategy & operations)
                                                Business SMEs
                                          IT Facilitates


         Solution Architecture            IT owns
            (platform independent)        Business approves



         Technical Architecture
                                          IT owns
          (infrastructure & processes)    Governed by Business and
                                           Solution Architecture
     Suggested Approach
The result is a business-capability driven blueprint that integrates
business strategy, business operations and IT solution support

                                Business Architecture
                                     Business                   Business
                                     Strategy                  Operations

                                    Desired Business Capabilities



                                                                                           Blueprint &
                       Solution Architecture
                                                                                             Roadmap
                            Information           Application             Interface
                               Model                Model                   Model


                                              Infrastructure Model




      Technology Architecture

         Data       App         Development        Execution     Operations     Network   Security
        Models     Models         Models            Models        Models        Models    Models
Business architecture and blueprinting must be integrated into the
IT operating model


                                 As-Built Architecture

                     Approved Projects


Business      Enterprise           Release                     Project
                                   Planning                                Business
Strategic    Architecture                                     Execution
                                    (Portfolio
                                                                (SDLC)    Operations
Planning     Blueprinting            Mgmt)


                                     IT Governance (incl. EA)


                                  Objectives & Measurement Indicators
                                                                          Business
                                         Architecture Benefit Results      Metrics

                                          Business Benefit Results
Engage the Business through development of Business Guiding
Principles


 A collection of position statements used to assist decision
  making
 Positions unlikely to change over the next two to three
  years
 Filters for decision-making . . . guidelines, not hard and fast
  rules
 Eliminate blueprint solutions that are not consistent with the
  organization’s goals and objectives
 Defined jointly by Business and IT leadership
There are two ways to engage the Business in development of
Guiding Principles

   To what extent should common1 business processes across business units
   be standardized?

            None                                                                               All

        Business Units are                      A sub-set of common                 Business processes are
       free to use their own                       processes are                    standardized across all
           standards for                        standardized across                     business units
        common processes                           business units
                                                                                            Current Position

           1Common
                                                                                            Desired Position
                     is defined as being shared by two or more business units



           Workbook Method                                              Workshop Method
       Create workbooks                                                Create workbooks
       Distribute to business SMEs                                     Hold consensus building workshop
       Collect results                                                 document results
       Hold feedback / consensus meeting
Engage the Business by documenting, and driving additional detail
into, the business strategy

Strategic Business Architecture                                A comprehensive statement covering
                                 MISSION                        the major functions and operations
                                                                that the program addresses
KEY DRIVERS & GUIDING




                                                               An inspirational, forward-thinking
                                  VISION                        view of what the program wants to
                                                                achieve
     PRINCIPLES




                                                               The top priorities that would achieve
                        GOAL    GOAL   GOAL   GOAL              the vision

                                                               A set of realistic outcomes tracked by
                                              PERFORMANCE       performance indicators that
                               OBJECTIVE       INDICATORS       collectively support goal attainment


                           CAPABILITIES                        A description of how the business
                                                                plans to achieve the objectives

                           REQUIREMENTS                        A description of what should be
                                                                implemented
Strategic Business Architecture deliverables from a Federal
 Agency EA
  SBA Doc               What it is                      What was done                Working Documents
               • Guiding principles provide      • Used a Guiding Principles
  Guiding        filters and guidelines to ensure workbook to gather individual
 Principles      that solutions are consistent     SME opinions, held feedback
                 with DOJ’s strategic goals and    meetings to reconcile        • Word doc & PowerPoint
                 objectives.

               • Identifies forces for change    • Research and document
Key Drivers      that affect how DOJ conducts      legislation, directives, and
                 its business and approaches       department level strategic
                 the UFMS program.                 documents                       • Excel spreadsheet

 Mission,      • The mission, vision, goals, and • Utilized existing mission,
 Vision,         objectives articulate the         vision and goals. Leveraged
  Goals,         program’s strategy in a           SMEs to verify and drive out
Objectives       structured manner.                objectives (per goal)           • PowerPoint

               • Identifies metrics to measure IT • Utilized existing performance
Performance      performance. Establishes a         indicators, linked indicators to
 Indicators      clear line of sight from the       their appropriate objectives
                 strategy to the measures.                                           • Excel spreadsheet

               • These statements describe, in • Worked with SMEs to develop
 Business        business terms, how the goals   detailed enterprise-level
Capabilities     and objectives are realized and capabilities, linked those
                 prioritize their individual     capabilities to appropriate
                 importance to the business.     objectives                  • Excel spreadsheet
Excerpted capabilities (4 of 55 total)

               Capability                                  Linked Goal

 Maintain common processes centrally          Improve financial performance
  across the Department to support
  centralized administration and
  standardization
 Support ad hoc data access across all        Improve operating efficiency of financial
  LOBs. This will provide a simplified,         management and procurement functions
  single source for report information in a
  timely fashion
 Generate performance and                     Consistently comply with federal,
  accountability reports, within OMB            accounting, and system standards
  specified timeline
 Capability for drill-down to transaction     Improve financial performance
  level information
Engage the Business by documenting, and avoiding excessive
     detail in, the business operations

                                                  Operational Business Architecture
                                                                      BUSINESS CONTEXT
Business Architecture


                        Functional Diagrams
   Domain Level




                                                LEVEL 0 FUNCTION                   ORGANIZATION
                             Business




                                                LEVEL 1 FUNCTION       STAKEHOLDER               LOCATION
                        Process Diagrams




                                                                                   Process design usually
Process Design




                                              PROCESS / SUB-PROCESS
 Project Level




                                                                                    done AFTER a blueprint
                            Business




                                                                                    exists, as part of a funded
                                                                                    project.
                                                      TASK
Operational Business Architecture deliverables from a Federal
  Agency EA
                                                                                      Deliverables & Working
                         What it is                      How to do it                       Documents

               • Describes the functional     •   Work with LOB to define high-
Operational      concept for the LOB,             level organization and
 Business        comprising process,              responsibilities, create
Architecture     organization, and data classes   business context diagram,
 document        that are foundational to         identify business locations      • Visio diagrams & Word
                 business operations                                                 document

               • Top-down description of level•   Defined best-in-class, end-to-
 High-Level      0 and level 1 LOB func. Each     end IDEF-0 maps and
 Functional      level has 5-10 steps. Used to    definitions for relevant
Descriptions     assess any gap with detailed     financial management and
                 processes.                       procurement functions            • Visio diagrams

Capabilities   • Detailed mapping of SBA       • Examined the level 1
Mapped to        business capabilities to their processes and identify the
  Level 1        supporting level 1 functions    characteristics that enable
 Functions                                       the business capabilities
                                                 (from the SBA)                    • Excel spreadsheet

               • Observations, risks,        • Compare the high-level
                 implications and planned      processes with the current
                 resolutions for observed      state detailed processes
Gap Analysis
                 gaps between high-level     • Identify new capabilities and
                 processes and current state   the process required to
                 (detailed processes)          support them                  • PowerPoint presentation, Word
                                                                               document, & Visio diagrams
Use the Business and Solution Architectures to derive a roadmap
  of business capabilities
Operational Business Architecture                    Strategic Business Architecture                Solution Architecture
                                                                                                                                                     Presentation Services
                                                                                                                                        Internet Services Platform                                                                                  Third-Party
                                                                                                                                                                                                                                                    Applications
                                                                                                           WAP                              Web                      S / MMS                     Proxy and Traffic
                                                                                                          Server                           Server                     Centre                         Server                                      W-LAN              Streaming
                                                                                                                                                                                                                                                 Service             Services
                                                                                                                                    Personliza      Rules                                       Community    Location
                                                                                            Personal Information
                                                                                                Management
                                                                                                                         Email
                                                                                                                      Attachment                             Self Care        Q-Space            Services   Based App.                                                RIM
                                                                                                                                       -tion        Engine                                                                                 Unified
                                                                                                                                                                                                                                                                    Corporate
                                                                                                                                                                                                                                          Messaging
                                                                                                                                       Content                    Search
                                                                                                                                                                                                                                                                    Messaging
                                                                                           M Commerce                                                             Engine
                                                                                                                                     Management
                                                                                                                                       Customer Facing Applications                                                                       Consumer                   Remote
                                                                                                                                                                                                                                          Messaging                 Monitoring


                                                                                         Operations Support Systems                                          Business Application Systems
                                                                                                                                                       Common Application Services

                                                                                         EAI                       ORB/            Common         System           Single                                                                             Location         Data
                                                                                                                                                                               Media Services       Profiling            GIS                        Information       (ETL)
                                                                                       Services                    SRB               API          Services        Sign-On                                                                             Services
                                                                                                                                                                                                                                                                     Services

                                                                                                                                                             Persistence Framework
                                                                                                                                                                 Data Services
                                                                                                                                                                                                                                                                  For Launch
                                                                                                                          Application               Enterprise             File Mgt              User Profile                     Location/
                                                                                                                                                                                                                               Geographic Data
                                                                                                                                                                                                                                                           Future Offerings
                                                                                                                          Data Stores               Data Stores            Services                 Data




                                                         1H06      2H06      1H07      2H07
                                     Capability 01
                   Theme 1




                                     Capability 12
                                     Capability 04
                                                                                                                                                                            Roadmap of
                                     Capability 07
                   Theme 2 Theme 3




                                                                                                                                                                            when each
                                     Capability 09                                                                                                                          capability is
                                     Capability 02                                                                                                                           delivered
                                     Capability 03
                                     Capability 05
                                     Capability 08
   Business Capabilities
   Requiring IT Support
Tackle the enterprise, one Line of Business (LOB) at a time


           Enterprise      Business Domains / LOBs          Project / Release

                          Domain 1 models        Project / Release Architecture
                                                 Project / Release Architecture
                                                 Project / Release Architecture


                          Domain 2 models        Project / Release Architecture
Enterprise level models
                                                 Project / Release Architecture
                               ...               Project / Release Architecture



                          Domain n models        Project / Release Architecture
                                                 Project / Release Architecture
                                                 Project / Release Architecture



                                 EA Repository
The Business Architecture generates metrics by which IT progress
can be measured and governed


 Performance Indicators
     Business specific metrics linked to objectives and goals
 Alignment Metrics
      Number of projects involved with each goal
      Exception and deferral impact on goals
      IT spend per goal
      IT spend per objective
      Quantitative view of blueprint delivery progress
      Blueprint value management
Example: Value Creation Report

   Purpose: To provide visibility into the alignment of the actual release state with original target
    release goals
   Description: The Value Creation Report illustrates the current status of each function in
    accordance with its alignment with functional and technical business capabilities. This report
    takes into account the impact of exceptions and deferrals on the intended release state of each
    domain and exposes any gaps that have formed between target and actual end-states




   Empty circle - Not addressed in release
   Half circle - Core functionality met, high exception score
   3/2 circle - Core functionality met, low exception score
   Full Circle - On target with goal
Consider organizational changes that increase the likelihood of
achieving Business/IT alignment


 Consider dedicated Enterprise Architects
     Assigned to specific Business domains
     Oversee Business and Solution Architecture
 Consider combining Business and IT strategy functions
     Single “Strategy” organization
 Consider a dedicated EA Governance organization
     Lightweight, few resources
     Tiered governance, focusing on high dollar, high risk projects
Avoid some common pitfalls when building a Blueprint


 Do not start with requirements, start with capabilities
     Requirements are good for implementation but bog down the
       planning process
     Capabilities provide a manageable level of detail for
       prioritization and release planning
 Do not start with processes, start with functions
     Process engineering requires a tremendous amount of detail
     Functions allow coarse-grained prioritization and justification for
       follow-on detailed process work
 Hold off on reference architectures until a couple blueprints exist
     Ensure you are working on the highest priority common
        services
You do NOT need an EA tool to get started


 All work was accomplished with MS Office
       Excel (linking), and PowerPoint (models), and Word (reports)
 Major drawbacks are that the work is static and difficult to update
     EA tools are necessary to scale beyond one or two domains
 The experience gained hand-crafting the architecture is invaluable to
  appropriately evaluate and select an EA tool
     Assess standard meta-model
     Assess ability to link from Strategic to Operational to Solution
       models
     Assess ability to track and report progress
     Visualization is different from modeling
Key Takeaways


 IT must engage the Business
      Develop Guiding Principles
      Document the Strategic Business Architecture
      Document the Operational Business Architecture
 Eat the elephant one bite at a time
     Divide the enterprise into manageable domains
     Blueprint each one in succession
 Measure the result
     Use Business Architecture metrics to manage and govern
 Change the organization if needed
     Create “renaissance” roles for Enterprise Architects, Business
      Architecture, and Governance
Thank You


Questions?

More Related Content

What's hot

Business Driven Architecture for Strategic Transformation
Business Driven Architecture for Strategic TransformationBusiness Driven Architecture for Strategic Transformation
Business Driven Architecture for Strategic TransformationDavid Baker
 
Best practices in BPM adoption and establishing Centre of Excellence
Best practices in BPM adoption and  establishing Centre of ExcellenceBest practices in BPM adoption and  establishing Centre of Excellence
Best practices in BPM adoption and establishing Centre of ExcellenceSM007
 
SSCG Strategy, Business Services and Operating Model Dimensions
SSCG Strategy, Business Services and Operating Model DimensionsSSCG Strategy, Business Services and Operating Model Dimensions
SSCG Strategy, Business Services and Operating Model DimensionsEugene Nizeyimana
 
Establishing a Business Process Management Center of Excellence - Impact 2012
Establishing a Business Process Management Center of Excellence  - Impact 2012Establishing a Business Process Management Center of Excellence  - Impact 2012
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
 
Target Operating Model Definition
Target Operating Model DefinitionTarget Operating Model Definition
Target Operating Model Definitionstuart1403
 
Using Business Architecture To Drive Business Services
Using Business Architecture To Drive Business ServicesUsing Business Architecture To Drive Business Services
Using Business Architecture To Drive Business ServicesDavid Baker
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEScott Simmons
 
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Taking a Performance-Based Services Approach to Improve the Effectiveness of ...
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
 
Strategic architecture
Strategic architectureStrategic architecture
Strategic architectureBas van Gils
 
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthMEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
 
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan LockardThe Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockardagilemaine
 
Benefits Identification, Assessment, Validation and Realisation for Informati...
Benefits Identification, Assessment, Validation and Realisation for Informati...Benefits Identification, Assessment, Validation and Realisation for Informati...
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
 
Getting Some Respect - How to Measure and Communicate Your EA Success
Getting Some Respect - How to Measure and Communicate Your EA SuccessGetting Some Respect - How to Measure and Communicate Your EA Success
Getting Some Respect - How to Measure and Communicate Your EA SuccessDavid Baker
 
7 Essential Elements Of EA
7 Essential Elements Of EA7 Essential Elements Of EA
7 Essential Elements Of EADavid Baker
 
Introduction to Business Process Management
Introduction to Business Process ManagementIntroduction to Business Process Management
Introduction to Business Process ManagementAlan McSweeney
 
The Key Role of Business Analysis in Project Success and Achieving Business V...
The Key Role of Business Analysis in Project Success and Achieving Business V...The Key Role of Business Analysis in Project Success and Achieving Business V...
The Key Role of Business Analysis in Project Success and Achieving Business V...Alan McSweeney
 
Advanced Operating Model Research Insights: Healthcare Operations
Advanced Operating Model Research Insights: Healthcare OperationsAdvanced Operating Model Research Insights: Healthcare Operations
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
 

What's hot (20)

Business Driven Architecture for Strategic Transformation
Business Driven Architecture for Strategic TransformationBusiness Driven Architecture for Strategic Transformation
Business Driven Architecture for Strategic Transformation
 
Best practices in BPM adoption and establishing Centre of Excellence
Best practices in BPM adoption and  establishing Centre of ExcellenceBest practices in BPM adoption and  establishing Centre of Excellence
Best practices in BPM adoption and establishing Centre of Excellence
 
SSCG Strategy, Business Services and Operating Model Dimensions
SSCG Strategy, Business Services and Operating Model DimensionsSSCG Strategy, Business Services and Operating Model Dimensions
SSCG Strategy, Business Services and Operating Model Dimensions
 
Establishing a Business Process Management Center of Excellence - Impact 2012
Establishing a Business Process Management Center of Excellence  - Impact 2012Establishing a Business Process Management Center of Excellence  - Impact 2012
Establishing a Business Process Management Center of Excellence - Impact 2012
 
Understanding Business Architecture
Understanding Business ArchitectureUnderstanding Business Architecture
Understanding Business Architecture
 
Target Operating Model Definition
Target Operating Model DefinitionTarget Operating Model Definition
Target Operating Model Definition
 
Using Business Architecture To Drive Business Services
Using Business Architecture To Drive Business ServicesUsing Business Architecture To Drive Business Services
Using Business Architecture To Drive Business Services
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoE
 
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Taking a Performance-Based Services Approach to Improve the Effectiveness of ...
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...
 
Strategic architecture
Strategic architectureStrategic architecture
Strategic architecture
 
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthMEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
 
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan LockardThe Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
 
Benefits Identification, Assessment, Validation and Realisation for Informati...
Benefits Identification, Assessment, Validation and Realisation for Informati...Benefits Identification, Assessment, Validation and Realisation for Informati...
Benefits Identification, Assessment, Validation and Realisation for Informati...
 
Getting Some Respect - How to Measure and Communicate Your EA Success
Getting Some Respect - How to Measure and Communicate Your EA SuccessGetting Some Respect - How to Measure and Communicate Your EA Success
Getting Some Respect - How to Measure and Communicate Your EA Success
 
Wilson perumal operating model design
Wilson perumal   operating model designWilson perumal   operating model design
Wilson perumal operating model design
 
It Finance
It FinanceIt Finance
It Finance
 
7 Essential Elements Of EA
7 Essential Elements Of EA7 Essential Elements Of EA
7 Essential Elements Of EA
 
Introduction to Business Process Management
Introduction to Business Process ManagementIntroduction to Business Process Management
Introduction to Business Process Management
 
The Key Role of Business Analysis in Project Success and Achieving Business V...
The Key Role of Business Analysis in Project Success and Achieving Business V...The Key Role of Business Analysis in Project Success and Achieving Business V...
The Key Role of Business Analysis in Project Success and Achieving Business V...
 
Advanced Operating Model Research Insights: Healthcare Operations
Advanced Operating Model Research Insights: Healthcare OperationsAdvanced Operating Model Research Insights: Healthcare Operations
Advanced Operating Model Research Insights: Healthcare Operations
 

Similar to Maximizing EA Impact: Using Business Architecture to Achieve Alignment

What We Do
What We DoWhat We Do
What We DodotNFS
 
Enterprise Architecture: Making it Real
Enterprise Architecture: Making it RealEnterprise Architecture: Making it Real
Enterprise Architecture: Making it Realraudet
 
Architecture Driven IT Modernization & Migration roadmap
Architecture Driven IT Modernization & Migration roadmapArchitecture Driven IT Modernization & Migration roadmap
Architecture Driven IT Modernization & Migration roadmapiCMG International
 
Enterprise analysis – the dark domain
Enterprise analysis – the dark domainEnterprise analysis – the dark domain
Enterprise analysis – the dark domainKathy Vezina
 
Company presentation Morgan Clark & Company
Company presentation Morgan Clark & CompanyCompany presentation Morgan Clark & Company
Company presentation Morgan Clark & CompanyMobiquity Consulting
 
On Kue Business Architecture101
On Kue Business Architecture101On Kue Business Architecture101
On Kue Business Architecture101Carolyn N. Evans
 
What is Enterprise Architecture?
What is Enterprise Architecture?What is Enterprise Architecture?
What is Enterprise Architecture?Brett Colbert
 
The Role Of The Architect In Turbulent Times
The Role Of The Architect In Turbulent TimesThe Role Of The Architect In Turbulent Times
The Role Of The Architect In Turbulent TimesDavid Chou
 
Delivering enterprise architecture
Delivering enterprise architectureDelivering enterprise architecture
Delivering enterprise architectureBas van Gils
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process Modelingguest2c3da5c7
 
Enterprise Architecture J.P Morgan Chase
Enterprise Architecture J.P Morgan ChaseEnterprise Architecture J.P Morgan Chase
Enterprise Architecture J.P Morgan ChaseHampus Ahlqvist
 
Un Architecture
Un ArchitectureUn Architecture
Un Architecturechrisonea
 
EAdirections Fundamental Concepts 6 15 2010
EAdirections Fundamental Concepts 6 15 2010EAdirections Fundamental Concepts 6 15 2010
EAdirections Fundamental Concepts 6 15 2010Tim Westbrock
 
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud ComputingDave Chen
 
The Enterprise Reference Architecture and Tools
The Enterprise Reference Architecture and ToolsThe Enterprise Reference Architecture and Tools
The Enterprise Reference Architecture and ToolsSoftware Park Thailand
 
Building a Business Technology Alignment: Techniques to Gaining HR Business T...
Building a Business Technology Alignment: Techniques to Gaining HR Business T...Building a Business Technology Alignment: Techniques to Gaining HR Business T...
Building a Business Technology Alignment: Techniques to Gaining HR Business T...HR Network marcus evans
 
Making Architecture Business Value Driven
Making Architecture Business Value DrivenMaking Architecture Business Value Driven
Making Architecture Business Value DrivenIASA
 

Similar to Maximizing EA Impact: Using Business Architecture to Achieve Alignment (20)

What We Do
What We DoWhat We Do
What We Do
 
Enterprise Architecture: Making it Real
Enterprise Architecture: Making it RealEnterprise Architecture: Making it Real
Enterprise Architecture: Making it Real
 
Child Wear Ea Blueprint V0.7
Child Wear Ea Blueprint V0.7Child Wear Ea Blueprint V0.7
Child Wear Ea Blueprint V0.7
 
Architecture Driven IT Modernization & Migration roadmap
Architecture Driven IT Modernization & Migration roadmapArchitecture Driven IT Modernization & Migration roadmap
Architecture Driven IT Modernization & Migration roadmap
 
Consulting
ConsultingConsulting
Consulting
 
Enterprise analysis – the dark domain
Enterprise analysis – the dark domainEnterprise analysis – the dark domain
Enterprise analysis – the dark domain
 
Company presentation Morgan Clark & Company
Company presentation Morgan Clark & CompanyCompany presentation Morgan Clark & Company
Company presentation Morgan Clark & Company
 
On Kue Business Architecture101
On Kue Business Architecture101On Kue Business Architecture101
On Kue Business Architecture101
 
What is Enterprise Architecture?
What is Enterprise Architecture?What is Enterprise Architecture?
What is Enterprise Architecture?
 
The Role Of The Architect In Turbulent Times
The Role Of The Architect In Turbulent TimesThe Role Of The Architect In Turbulent Times
The Role Of The Architect In Turbulent Times
 
Delivering enterprise architecture
Delivering enterprise architectureDelivering enterprise architecture
Delivering enterprise architecture
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process Modeling
 
Enterprise Architecture J.P Morgan Chase
Enterprise Architecture J.P Morgan ChaseEnterprise Architecture J.P Morgan Chase
Enterprise Architecture J.P Morgan Chase
 
Un Architecture
Un ArchitectureUn Architecture
Un Architecture
 
EAdirections Fundamental Concepts 6 15 2010
EAdirections Fundamental Concepts 6 15 2010EAdirections Fundamental Concepts 6 15 2010
EAdirections Fundamental Concepts 6 15 2010
 
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing
3rd Cloud World Forum Asia 2012 - Enterprise Architecture and Cloud Computing
 
The Enterprise Reference Architecture and Tools
The Enterprise Reference Architecture and ToolsThe Enterprise Reference Architecture and Tools
The Enterprise Reference Architecture and Tools
 
Building a Business Technology Alignment: Techniques to Gaining HR Business T...
Building a Business Technology Alignment: Techniques to Gaining HR Business T...Building a Business Technology Alignment: Techniques to Gaining HR Business T...
Building a Business Technology Alignment: Techniques to Gaining HR Business T...
 
Making Architecture Business Value Driven
Making Architecture Business Value DrivenMaking Architecture Business Value Driven
Making Architecture Business Value Driven
 
Career Summary
Career SummaryCareer Summary
Career Summary
 

Recently uploaded

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 

Recently uploaded (20)

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 

Maximizing EA Impact: Using Business Architecture to Achieve Alignment

  • 1. Maximizing EA Impact: Using Business Architecture to Achieve Alignment David Baker Chief Architect, Diamond Management & Technology Consultants david.baker@diamondconsultants.com October 25, 2006
  • 2. Business / IT Alignment occurs when IT delivers the right solution, at the right time, for the right cost IT Business Managers wants to know want to know Enterprise How can I innovate? Have we done this before? Architecture How quickly can I get it? How do we get it done? How much does it cost / save? How do I make sure it’s done What are the risks? correctly? What’s possible? What’s possible? Technical Staff wants to know What do I build? What do I build it with? When do I build it?
  • 3. Alignment has traditionally been hard to achieve, one cause being the siloed approach to Business and IT Strategies External Business IT Strategy Strategy Organizational IT Internal infrastructure infrastructure and processes and processes Business Information Technology Old Model (Henderson and Venkatraman 1993)
  • 4. Additional roadblocks often thwart alignment  IT does not engage the Business  Technology driven solutions “offered” to the Business  Solutions looking for problems to solve  Organizational anomalies  Business strategy is too vague  Mission, vision, goals exist  Then what?  Complexity of the business  Do we plan for the whole enterprise?  Enterprise Architecture considered “too complex”, “too costly”
  • 5. What you can do to achieve alignment  IT should engage the Business  Eat the elephant one bite at a time  Measure the result (Business metrics, not IT metrics)  Change the organization
  • 6. Alignment can be achieved through collaboration on a business- driven plan  Business owns Business Architecture  Leadership (strategy & operations)  Business SMEs  IT Facilitates Solution Architecture  IT owns (platform independent)  Business approves Technical Architecture  IT owns (infrastructure & processes)  Governed by Business and Solution Architecture Suggested Approach
  • 7. The result is a business-capability driven blueprint that integrates business strategy, business operations and IT solution support Business Architecture Business Business Strategy Operations Desired Business Capabilities Blueprint & Solution Architecture Roadmap Information Application Interface Model Model Model Infrastructure Model Technology Architecture Data App Development Execution Operations Network Security Models Models Models Models Models Models Models
  • 8. Business architecture and blueprinting must be integrated into the IT operating model As-Built Architecture Approved Projects Business Enterprise Release Project Planning Business Strategic Architecture Execution (Portfolio (SDLC) Operations Planning Blueprinting Mgmt) IT Governance (incl. EA) Objectives & Measurement Indicators Business Architecture Benefit Results Metrics Business Benefit Results
  • 9. Engage the Business through development of Business Guiding Principles  A collection of position statements used to assist decision making  Positions unlikely to change over the next two to three years  Filters for decision-making . . . guidelines, not hard and fast rules  Eliminate blueprint solutions that are not consistent with the organization’s goals and objectives  Defined jointly by Business and IT leadership
  • 10. There are two ways to engage the Business in development of Guiding Principles To what extent should common1 business processes across business units be standardized? None All Business Units are A sub-set of common Business processes are free to use their own processes are standardized across all standards for standardized across business units common processes business units Current Position 1Common Desired Position is defined as being shared by two or more business units Workbook Method Workshop Method  Create workbooks  Create workbooks  Distribute to business SMEs  Hold consensus building workshop  Collect results  document results  Hold feedback / consensus meeting
  • 11. Engage the Business by documenting, and driving additional detail into, the business strategy Strategic Business Architecture  A comprehensive statement covering MISSION the major functions and operations that the program addresses KEY DRIVERS & GUIDING  An inspirational, forward-thinking VISION view of what the program wants to achieve PRINCIPLES  The top priorities that would achieve GOAL GOAL GOAL GOAL the vision  A set of realistic outcomes tracked by PERFORMANCE performance indicators that OBJECTIVE INDICATORS collectively support goal attainment CAPABILITIES  A description of how the business plans to achieve the objectives REQUIREMENTS  A description of what should be implemented
  • 12. Strategic Business Architecture deliverables from a Federal Agency EA SBA Doc What it is What was done Working Documents • Guiding principles provide • Used a Guiding Principles Guiding filters and guidelines to ensure workbook to gather individual Principles that solutions are consistent SME opinions, held feedback with DOJ’s strategic goals and meetings to reconcile • Word doc & PowerPoint objectives. • Identifies forces for change • Research and document Key Drivers that affect how DOJ conducts legislation, directives, and its business and approaches department level strategic the UFMS program. documents • Excel spreadsheet Mission, • The mission, vision, goals, and • Utilized existing mission, Vision, objectives articulate the vision and goals. Leveraged Goals, program’s strategy in a SMEs to verify and drive out Objectives structured manner. objectives (per goal) • PowerPoint • Identifies metrics to measure IT • Utilized existing performance Performance performance. Establishes a indicators, linked indicators to Indicators clear line of sight from the their appropriate objectives strategy to the measures. • Excel spreadsheet • These statements describe, in • Worked with SMEs to develop Business business terms, how the goals detailed enterprise-level Capabilities and objectives are realized and capabilities, linked those prioritize their individual capabilities to appropriate importance to the business. objectives • Excel spreadsheet
  • 13. Excerpted capabilities (4 of 55 total) Capability Linked Goal  Maintain common processes centrally  Improve financial performance across the Department to support centralized administration and standardization  Support ad hoc data access across all  Improve operating efficiency of financial LOBs. This will provide a simplified, management and procurement functions single source for report information in a timely fashion  Generate performance and  Consistently comply with federal, accountability reports, within OMB accounting, and system standards specified timeline  Capability for drill-down to transaction  Improve financial performance level information
  • 14. Engage the Business by documenting, and avoiding excessive detail in, the business operations Operational Business Architecture BUSINESS CONTEXT Business Architecture Functional Diagrams Domain Level LEVEL 0 FUNCTION ORGANIZATION Business LEVEL 1 FUNCTION STAKEHOLDER LOCATION Process Diagrams  Process design usually Process Design PROCESS / SUB-PROCESS Project Level done AFTER a blueprint Business exists, as part of a funded project. TASK
  • 15. Operational Business Architecture deliverables from a Federal Agency EA Deliverables & Working What it is How to do it Documents • Describes the functional • Work with LOB to define high- Operational concept for the LOB, level organization and Business comprising process, responsibilities, create Architecture organization, and data classes business context diagram, document that are foundational to identify business locations • Visio diagrams & Word business operations document • Top-down description of level• Defined best-in-class, end-to- High-Level 0 and level 1 LOB func. Each end IDEF-0 maps and Functional level has 5-10 steps. Used to definitions for relevant Descriptions assess any gap with detailed financial management and processes. procurement functions • Visio diagrams Capabilities • Detailed mapping of SBA • Examined the level 1 Mapped to business capabilities to their processes and identify the Level 1 supporting level 1 functions characteristics that enable Functions the business capabilities (from the SBA) • Excel spreadsheet • Observations, risks, • Compare the high-level implications and planned processes with the current resolutions for observed state detailed processes Gap Analysis gaps between high-level • Identify new capabilities and processes and current state the process required to (detailed processes) support them • PowerPoint presentation, Word document, & Visio diagrams
  • 16. Use the Business and Solution Architectures to derive a roadmap of business capabilities Operational Business Architecture Strategic Business Architecture Solution Architecture Presentation Services Internet Services Platform Third-Party Applications WAP Web S / MMS Proxy and Traffic Server Server Centre Server W-LAN Streaming Service Services Personliza Rules Community Location Personal Information Management Email Attachment Self Care Q-Space Services Based App. RIM -tion Engine Unified Corporate Messaging Content Search Messaging M Commerce Engine Management Customer Facing Applications Consumer Remote Messaging Monitoring Operations Support Systems Business Application Systems Common Application Services EAI ORB/ Common System Single Location Data Media Services Profiling GIS Information (ETL) Services SRB API Services Sign-On Services Services Persistence Framework Data Services For Launch Application Enterprise File Mgt User Profile Location/ Geographic Data Future Offerings Data Stores Data Stores Services Data 1H06 2H06 1H07 2H07 Capability 01 Theme 1 Capability 12 Capability 04 Roadmap of Capability 07 Theme 2 Theme 3 when each Capability 09 capability is Capability 02 delivered Capability 03 Capability 05 Capability 08 Business Capabilities Requiring IT Support
  • 17. Tackle the enterprise, one Line of Business (LOB) at a time Enterprise Business Domains / LOBs Project / Release Domain 1 models Project / Release Architecture Project / Release Architecture Project / Release Architecture Domain 2 models Project / Release Architecture Enterprise level models Project / Release Architecture ... Project / Release Architecture Domain n models Project / Release Architecture Project / Release Architecture Project / Release Architecture EA Repository
  • 18. The Business Architecture generates metrics by which IT progress can be measured and governed  Performance Indicators  Business specific metrics linked to objectives and goals  Alignment Metrics  Number of projects involved with each goal  Exception and deferral impact on goals  IT spend per goal  IT spend per objective  Quantitative view of blueprint delivery progress  Blueprint value management
  • 19. Example: Value Creation Report  Purpose: To provide visibility into the alignment of the actual release state with original target release goals  Description: The Value Creation Report illustrates the current status of each function in accordance with its alignment with functional and technical business capabilities. This report takes into account the impact of exceptions and deferrals on the intended release state of each domain and exposes any gaps that have formed between target and actual end-states  Empty circle - Not addressed in release  Half circle - Core functionality met, high exception score  3/2 circle - Core functionality met, low exception score  Full Circle - On target with goal
  • 20. Consider organizational changes that increase the likelihood of achieving Business/IT alignment  Consider dedicated Enterprise Architects  Assigned to specific Business domains  Oversee Business and Solution Architecture  Consider combining Business and IT strategy functions  Single “Strategy” organization  Consider a dedicated EA Governance organization  Lightweight, few resources  Tiered governance, focusing on high dollar, high risk projects
  • 21. Avoid some common pitfalls when building a Blueprint  Do not start with requirements, start with capabilities  Requirements are good for implementation but bog down the planning process  Capabilities provide a manageable level of detail for prioritization and release planning  Do not start with processes, start with functions  Process engineering requires a tremendous amount of detail  Functions allow coarse-grained prioritization and justification for follow-on detailed process work  Hold off on reference architectures until a couple blueprints exist  Ensure you are working on the highest priority common services
  • 22. You do NOT need an EA tool to get started  All work was accomplished with MS Office  Excel (linking), and PowerPoint (models), and Word (reports)  Major drawbacks are that the work is static and difficult to update  EA tools are necessary to scale beyond one or two domains  The experience gained hand-crafting the architecture is invaluable to appropriately evaluate and select an EA tool  Assess standard meta-model  Assess ability to link from Strategic to Operational to Solution models  Assess ability to track and report progress  Visualization is different from modeling
  • 23. Key Takeaways  IT must engage the Business  Develop Guiding Principles  Document the Strategic Business Architecture  Document the Operational Business Architecture  Eat the elephant one bite at a time  Divide the enterprise into manageable domains  Blueprint each one in succession  Measure the result  Use Business Architecture metrics to manage and govern  Change the organization if needed  Create “renaissance” roles for Enterprise Architects, Business Architecture, and Governance