This document outlines a presentation on capability-based planning using TOGAF and ArchiMate. It begins with an agenda and definitions of key concepts. It then proposes research questions and a methodology. A literature review and survey are summarized. A 3-phase method for capability planning is described and applied to an insurance case study. Extensions to ArchiMate are proposed and validated. Conclusions discuss implications and recommendations for a company to develop tools and training to support the proposed approach.
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Capability-based planning with TOGAF & ArchiMate
1. Capability-based planning with TOGAF® and ArchiMate®
Papazoglou Anastasios
EXAMINATION COMMITTEE
Dr. Maria-Eugenia Iacob
Dr. Maya Daneva
Dr. Dick Quartel
Capability-based planning with 1
TOGAF® and ArchiMate®
04/07/2014
2. Agenda
Basic concepts & standards
Research Questions
Research methodology
Literature review & online survey
A method for capability-based planning
Modeling capability-based planning
Application on the ArchiSurance case
Validation
Conclusions
Implications
Recommendations for BiZZdesign
Discussion
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4. Enterprise Architecture
The process of translating business
vision and strategy into effective
enterprise change (Gartner 2008)
processes people
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information
technology
5. TOGAF®
The Open Group Architecture Framework
→Architecture Development Method
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6. ArchiMate®
EA modeling language
open and independent
Open Group Standard
Enables the description, analysis, and
visualization of the relationships among
business domains
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7. Simplified ArchiMate metamodel
(Iacob, Quartel, et al. 2012)
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8. Architecture viewpoints
Viewpoints define abstractions on the set
of models representing the enterprise
architecture.
Example: Organization Viewpoint
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9. Capability
A capability is an ability, capacity or
potential that an organization, person or
system possesses.
Expressed in general and high-level terms
Requires a combination different assets (e.g.
people, processes, and technology)
Help in initiating discussion on business
outcomes
Processes are too detailed, applications are
too technical and projects focus on short
term results
Capabilities encapsulate and abstract
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10. Capability-based Planning
Capability-based planning focuses on the
planning, engineering, and delivery of
strategic business capabilities to the
enterprise. (The Open Group, 2011)
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12. Research Questions
How can ArchiMate support organizations
that have adopted TOGAF to perform
capability-based planning?
RQ1:What are the definitions found in scientific
literature and in the practice regarding
capability-based planning and other related
concepts?
RQ2: What would constitute a good method for
capability-based planning in TOGAF?
RQ3: How do the new, capability-based
planning concepts fit within the existing
ArchiMate metamodel?
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15. LITERATURE REVIEW & ONLINE
SURVEY
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16. Literature review
Adapted from (Kitchenham 2004)
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17. Concepts in literature
8 specializations and variations of
capability
Relationship of capability with 5 other
concepts
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18. Online survey
Platforms:
LinkedIn groups (e.g. TOGAF, ArchiMate,
The Enterprise Architecture Network)
E-mails and mailing lists
About:
Difference between fundamental concepts
Capabilities and capability-based planning
within organizations
Measuring of capability performance
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29. APPLICATION ON THE
ARCHISURANCE CASE
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30. Current situation in ArchiSurance
Three independent insurance companies
merged
Challenges:
Where to focus new investments
How to homogenize business vocabularies
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31. Phase I: Strategy Validation
Step A: Start with the Business Strategy
New mission statement
New vision statement
New core values
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32. Phase I: Strategy Validation
Step B: Perform scenario planning
Identification of major forces on key issues
Selection of the two less predictable forces
Selection of scenario based on risk and
criticality
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33. Phase II: Capability Analysis
Step C: Define high-level target
capabilities
Ref.
number Name Description
1.0 Vision and Strategy Development
Involves the definition of the business concept and long-term vision, as
well as the development of the business strategy and the management
of strategic initiatives.
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2.0
Products and Services
Development and Management
Includes the study, design, planning, promotion, and overall
management of product and service portfolio and the determination of
product prices and reserve levels.
3.0 Investment Management
Covers the ability to manage, construct, or acquire fixed assets that
represent economic value that is expected to provide long-term
benefits.
... ... ...
10.0
Document Processing
Management
Covers the supporting capability to create, input, edit, and produce
documents.
35. Phase II: Capability Analysis
Step D: Create target capability/heat map
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36. Phase II: Capability Analysis
Step E: Create present capability/heat
map
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37. Phase II: Capability Analysis
Step F: Identify capability gaps
Capability Present
Maturity
Target
Maturity
Maturity
Delta
2.1.1 Evaluation of
performance of existing
products/services against
market opportunities
0 1 -1
2.1.3 Discovery research 3 5 -2
2.1.4 Alignment of
product/service concepts
with business strategy
4 5 -1
2.2.1 Products and
services designing,
building, and evaluation
5 4 1
2.2.2 Market testing for
new or revised products
and services
3 2 1
2.2.3 Service delivery
preparation
5 4 1
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38. Phase III: Capability Development and Delivery
Step G: Plan (evaluate, prioritize, and
select)
Selection of capabilities based on
Strategic importance
Collective Balance of Investment
Winning combination
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39. Phase III: Capability Development and Delivery
Capability Present Maturity Target Maturity Maturity Delta
2.1.1 Evaluation of performance of existing products/services against market
opportunities
0 1 -1
2.1.3 Discovery research 3 5 -2
2.1.4 Alignment of product/service concepts with business strategy 4 5 -1
2.2.1 Products and services designing, building, and evaluation 5 4 1
2.2.2 Market testing for new or revised products and services 3 2 1
2.2.3 Service delivery preparation 5 4 1
4.1.2 Market opportunities evaluation & prioritization 1 4 3
4.2.3 Channel strategy definition & management 3 2 1
4.4.6 Sales partners & alliances management 0 1 -1
5.1.1 Customer service segmentation/prioritization (e.g., tiers) development 5 4 1
5.1.2 Customer service policies & procedures definition 3 2 1
5.2.1 Customer service work force planning & management 0 1 -1
5.3.3 Account member setup & maintenance 4 3 1
5.4.2 Member inquiry intake management 4 2 2
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40. Phase III: Capability Development and Delivery
Capability Motivation View
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41. Phase III: Capability Development and Delivery
Step G: Engineer (define increments,
dimensions, timeline)
Dimensions of capability ‘4.1.2 Market
opportunities evaluation & prioritization’
Information
Management
5
4
3
2
1
0
Infrastructure
Business Processes
Research and
Development
Analytical
competency
Expertise
Capability increment 1
Capability increment 2
Capability increment 3
Capability increment 4
Capability increment 5
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42. Phase III: Capability Development and Delivery
Capability Realization View
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43. Phase III: Capability Development and Delivery
Capability Increment Assessment View
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44. Phase III: Capability Development and Delivery
Step I: Deliver
Monitoring
Performance
Risks
Ensuring resource and skills availability
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45. VALIDATION
The definitions
The method
The extensions to the abstract and the concrete syntaxes
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46. Validation
4 EA practitioners
Definitions: “clearly defined”
Method: “complete and appropriate”, but
structure could be improved
Abstract syntax: different perceptions
Viewpoints: “appropriately defined”
Concrete syntax: not favorable for
‘Resource’
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48. Conclusions
Many concepts, only few essential
regarding capabilities and capability-based
planning
A method constructed, inspired by the
business world and the national defense
world, consisting of three phases and
nine steps
Four concepts and four viewpoints to be
added to the ArchiMate metamodel
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50. Implications
For research:
Offers consolidated vocabulary
Justifies the need for research on qualitative
vs quantitative capability assessment
Fuels validation research
For practice:
Common language and modeling
enablement
A flexible method for capability-based
planning
Business and IT alignment
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52. Recommendations for BiZZdesign
A solution for capability-based planning
Handbook with:
Simplified method
Best practices in defining and mapping capabilities
Tool that supports:
The language additions
Simplified capability definition, measurement,
visualization
Quantitative capability assessment
Different views using lenses
Training for customers
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