This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements. Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation: • Translates business strategic aims to implementations • Defines the consequences and impacts of strategy • Isolates focussed business outcomes • Identifies the changes and deliverables that achieve business success Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.

1. Introduction To Business
Architecture – Part 1
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

2. Objectives
• First of a proposed four part introduction to Business
Architecture
• Intended to focus on activities associated with Business
Architecture work and engagements
January 19, 2016 2

3. Topics
• Introduction And Overview
• Business Architecture Change Dimensions
• Business Architecture Analysis
• Business Process Analysis And Design Summary
• Business Architecture Engagement
January 19, 2016 3

4. Introduction And Overview
January 19, 2016 4

5. Business Change And Business Architecture
• Business change without a target business architecture and a
plan is likely to result in a lack of success and even failure
• Too much planning wastes resources and delays necessary
change
• Objective is to create a change architecture that achieves a
balance with sufficient detail to enable effective
implementation without introducing constraints
January 19, 2016 5
Change Without An
Architecture And A
Plan
Too Much Detailed
Analysis and Planning

6. Business Change And Business Architecture
• An effective approach to business architecture and
business architecture competency is required to address
effectively the pressures on businesses to change
• Business architecture connects business strategy to
effective implementation and operation
− Translates business strategic aims to implementations
− Defines the consequences and impacts of strategy
− Isolates focussed business outcomes
− Identifies the changes and deliverables that achieve business
success
January 19, 2016 6

7. Business Architecture
• A structured approach to analysing the operation of an
existing business function or entire organisation with a
view to improving its operations or developing a new
business function, with a strong focus on processes and
technology
• Business architecture is not about business requirements –
it is about business solutions and organisation changes to
deliver business objectives
January 19, 2016 7

8. Business Architecture
• Defined process to address a specific area of business interest
and produce an architecture to guide further development and
implementation (of changes) in all of the core and extended
domains of change: business process, organisation, location
(facilities), application, data and technology
• A business area is a subset of the enterprise identified for the
business architecture activity
• Business Architecture provides the means to integrate the
components of the business within a business area
• Business architecture contributes significantly to the
achievement of IT being aligned to the needs of the business
• Business Architecture also divides a large business area change
program into a series of manageable releases designed to
achieve business results through a series of small successes
January 19, 2016 8

9. Business IT Needs And IT Alignment
January 19, 2016 9
Business Needs
Market Changes
Regulatory Changes
Customer Requirements
Organisational Changes
IT Function Underlying
Solution Delivery And
Operation Enablement
Structure
Business Solution Design
And Delivery
Alignment
New Products/ Services
Competitive Pressures

10. Business And Solution Architecture Are The Alignment Glue
January 19, 2016 10
Business Needs
Market Changes
Regulatory Changes
Customer Requirements
Organisational Changes
IT Function Underlying
Solution Delivery And
Operation Enablement
Structure
Business Solution Design
And Delivery
Alignment
New Products/ Services
Competitive Pressures
Business Architecture
Solution Architecture

11. What To Use Business Architecture For?
• Business architecture tends to be focussed on engagements within the
organisation
− Organisation and Business Function Transformation
• As part of implementation projects identified during transformation
− Process Redesign
• Takes a cross-functional view of new and existing processes to be replaced
• Uses process redesign and innovative thinking techniques to identify and overcome outmoded
approaches, views and assumptions
• Deals with organisational change dimensions of process redesign
− Process Improvement
• Performs detailed analysis of process activities, value and performance to identify options for
process improvement
− Customised Solution Implementation
• Provides the solution architecture, requirements analysis, modelling, and release phasing and
planning required to define, integrate, prioritise, and coordinate solution development and
implementation tasks within a business area or function
− Product-Based Solution Implementation
• Provides the solution architecture, requirements analysis, and modelling needed to identify
functional and technical requirements specification for product selection and implementation
and to integrate product-based solution with customised integration and implementation
− Technical Infrastructure Architecture
• Provides an approach to define architecture to direct infrastructure implementation including
hardware, software and communications infrastructure
January 19, 2016 11

12. Technology Is Both A Cause Of Change And An
Enabler of Change
January 19, 2016 12
Customers Demand Products and Services Are Delivered Using
New Technology
Competitors Avail of New Technologies to Improve Efficiencies, Reduce
Cost or Offer New Products and Services
New Technologies Offer Opportunities to Improve
Efficiencies, Reduce Cost or Offer New Products and Services

13. January 19, 2016 13
Business Architecture In Context
Enterprise Architecture
Information and Data Architecture
Business
Architecture
Solutions
and
Application
Architecture
Information
Systems
Architecture
Technology
Architecture

14. Business Architecture In Context
• Business Architecture sits within the overall enterprise architecture
framework
• Enterprise Architecture defines the overall IT operating boundaries
• Solution Architecture defines the solution boundaries
− There is a substantial overlap between Business Architecture and Solution
Architecture
• Business Architecture is not solely concerned with IT
− Where there is an IT dimension, it will be governed by Enterprise Architecture and
work with Solution Architecture to design the overall solution and its components
• There is a significant overlap between Business Architecture and Solution
Architecture
− Similar skills are required
− The roles may be performed by the same person or team
• Enterprise Architecture without Solution Architecture and Business
Architecture will not deliver on its potential
− Business Architecture is an essential part of the continuum from theory to practice
January 19, 2016 14

15. The Long And Winding Journey From Idea To
Operation And Use
January 19, 2016 15
Compromise
Options
Strategy
Exploration
Workaround
Concession
Operation
And UseIdea
Implementation
Business
Analysis
Business Architecture
Solution Architecture
Solution
Delivery
Solution
Operations

16. Business Architecture And Business Change
• Business changes assists the organisation to achieve greater
efficiency and/or competitive advantage
• Business architecture analysis needs to focus on both business
structures and processes as well as technologies
• Business architecture enables successful business change
• The greatest returns are achieved when technology is used to
improve/restructure business processes rather than just
automate existing processes
• Change is constant in technology
• Business architecture needs to be both independent of and
aware of technologies and their possibilities and potential
January 19, 2016 16

17. Scope of Business Architecture
• Scope can be a business function or entire business
January 19, 2016 17
Organisation
Business
Function/
Business
Area
Business
Function/
Business
Area
Business
Function/
Business
Area
Business
Function/
Business
Area

18. Scope of Business Architecture
January 19, 2016 18
Organisation
Business
Function/
Business
Area
Business
Function/
Business
Area
Business
Function/
Business
Area
Business
Function/
Business
Area
Cross Functional Business Process Area
Cross Functional Technology Initiative(s)
• Scope can also be a cross-functional business process area

19. Scope of Business Architecture
• This can be a vertical business function or a cross-functional business
area concerned with the delivery of a core business process or cross-
functional technology initiative
• Business architecture exercises are aimed at organisation or
business function/process area within the organisation that is
implementing significant change
January 19, 2016 19

20. Application Of Business Architecture
• Business architecture engagements are focussed on:
− Redesigning/redefining business processes
− Developing architectures for systems/applications, information or
technology infrastructure/communications
− Planning development of systems/applications
− Developing major integrated systems/applications
January 19, 2016 20

21. Typical Business Architecture Desired Outcomes
January 19, 2016 21
…Reduce Process Cycle Times
…Reduce Operational Costs
…Improve Service Quality
…Reduce Time To Introduce New Products/Services
…Improve Customer Satisfaction

22. Architecture
• Unites constituent components and their relationships into an whole
• Architecture ensures components and relationships are clearly identified
• Defines the process and flow context for the interoperation of components
• Architecture defines vision, principles, standards and limits
• Taking an architectural approach ensures all the elements are integrated
appropriately
January 19, 2016 22

23. Business Architecture And Business Changes
• Business architecture is implicitly concerned with changes
across the core and extended organisation domains to increase
efficiency, reduce cost, increase return and improve
competitive advantage
• Business changes both require and cause:
− Process changes
− Technology changes
− Organisation changes
• Changes in customer expectations and demands, competitive
pressure and underlying available technology require greater
responsiveness and flexibility
• This requires changes in process, organisation and technology
January 19, 2016 23

24. Drivers Of Business Change
January 19, 2016 24
• Merger/ Acquisition/ Divestment
• Customer Requirements / Expectations
• Regulatory Changes
• Market Changes
• New Products / Services
• Competitive Pressure
• Organisational Changes
• Business Needs
• Technology Changes

25. Business Architecture Change Dimensions
January 19, 2016 25

26. Core Areas Of Business Architecture Changes
January 19, 2016 26

27. Core Areas Of Business Architecture Changes
• Location and Offices – existing and new locations and facilities of the
organisation, their types and functions and the principles that govern the
selection of new locations
• Business Processes – current and future business process definitions,
requirements, characteristics, performance
• Technology, Infrastructure and Communications – current and future
technical infrastructure including security, constraints, standards,
technology trends, characteristics, performance requirements
• Applications and Systems – current and future applications and systems,
characteristics, constraints, assumptions, requirements, design principles,
interface standards, connectivity to business processes
• Information and Data – data and information architecture, data
integration, master and reference data, data access and management
• Organisation and Structure – organisation resources and arrangement,
business unit, function and team structures and composition, relationships,
reporting and management, roles and skills
January 19, 2016 27

28. Business Architecture – Core Internal Organisation
Areas
• Business
architecture is
concerned with
changes in one or
more of these areas
and co-ordinating
changes across
these areas to
deliver the greatest
benefit
January 19, 2016 28
Business
Architecture
Location and
Offices
Business
Processes
Technology,
Infrastructure
and
Communications
Applications and
Systems
Information and
Data
Organisation and
Structure

29. Business Architecture – Extended Areas
January 19, 2016 29
Business
Architecture
Location and
Offices
Business
Processes
Technology,
Infrastructure
and
Communications
Applications and
Systems
Information and
Data
Organisation and
Structure
Overall
Organisation
Strategy
Organisation
Operating
Environment
and
Landscape

30. Organisation Extended Business Landscape
January 19, 2016 30
Organisation
Business
Customer
Contractor
Outsourcer
Regulator
Partner
Dealer
Agent
FranchiseeRepresentative
Sub-Contractor
Intermediary
Client
Distributor
Researcher
Shareholder
Collaborator
Counterparty
Retail
Customer
Service
ProviderCompetitor
Supplier
Public

31. Organisation Extended Business Landscape
• Organisations typically operate in a complex environment
with multiple interactions with different communication
with many parties of many different type over different
channels
• As part of the extended view, business architecture should
examine current and new ways of interacting with some or
all of these external parties
• Business architecture is not always about customer
interactions, though this may be its main focus
January 19, 2016 31

32. Organisation Extended Business Landscape
Business
Customer
Retail
Customer
Shareholder
Shareholder
Partner Dealer
Outsourcer
Competitor
Supplier
Regulator
Contractor
Service
Provider
Distributor
Intermediary Collaborator
Sub-Contractor
Franchisee
Counterparty
Intermediary Representative Agent
Researcher
Client
Public
January 19, 2016 32

33. Organisation Business Landscape
• Not third-parties the organisation interacts with have
equal importance or of equal value
• Each third-party and communications channel has
different characteristics:
− “Distance” from the core of the organisation – composite
measure of value and importance to the organisation
− Volume of interactions
− Complexity of interactions
− Type of interaction – informational or transactional
• Every organisation will have a different third-party and
distance profile
• Follow the value in any business architecture engagement
January 19, 2016 33

34. Business-Related Areas Of Business Architecture
Changes
• Areas of change relating to business and organisation
January 19, 2016 34

35. Technology-Related Areas Of Business Architecture
Changes
• Areas of change relating to business and organisation
January 19, 2016 35

36. Process-Related Areas Of Business Architecture
Changes
January 19, 2016 36

37. Importance Of Areas Of Business Architecture
Changes May Vary Depending On The Organisation
January 19, 2016 37

38. Business Architecture Analysis
January 19, 2016 38

39. Business Architecture Analysis Design Fundamentals
January 19, 2016 39
Business
Architecture
Analysis
Define Vision
and Principles
Create Energy
for Change and
Alignment
Redesign New or
Replacement
and Improve
Existing Business
Processes
Develop
Architecture to
Integrate and
Join-Up
Phase
Implementation
Using Series of
Releases
Enhance
Business
Operation and
Performance

40. Define Vision and Principles
• Establish a convincing and pervasive vision and case for
action to motivate change in the business function or
overall organisation
• Describe what the business will be like in the future after
change has been accomplished
• Describe structure and detail expected benefits and
measures to achieve success
• Define principles for six areas of business change that will
direct subsequent development and implementation
January 19, 2016 40

41. Overarching Business Architecture Vision and
Principles
Simplification Standardisation
IntegrationSegmentation
January 19, 2016 41

42. Overarching Business Architecture Vision and
Principles
• Simplification
− Eliminate unnecessary complexity across the six business
architecture domains
• Standardisation
− Define and adhere to standards
− Research and adopt proven practices that work for others
• Integration
− Ensure components and operations integrate and interoperate
• Segmentation
− Create standard, reusable components
January 19, 2016 42

43. Create Energy for Change And Alignment
• Essential to build and continuously verify and validate
stakeholder support for the programme of business
change that will be defined as part of the business
architecture exercise
• Without such support, any change programme is likely to
fail
• All stakeholders need to clearly understand the basis for
the proposed change
• Define a business case that details the need for action and
the likely consequences of not taking action in a way that
is convincing and directly relevant to all stakeholders
− Business case is the basis for developing and obtaining support
January 19, 2016 43

44. Redesign New or Replacement and Improve Existing
Business Processes
• Analyse, document, redesign and improve the business
processes of the organisation/business function/cross-
functional area
• Focus on improving performance through process
optimisation
• Scope of process improvement should encompass entire
organisation/business function/cross-functional area
• Process improvement implementation can therefore direct
activities in all other areas: organisation, location,
application, data and technology
January 19, 2016 44

45. Develop Architecture to Integrate and Join-Up
• Integrate systems, processes, business functions, information
• Create an inventory of the applications, data and technology
capabilities required to support the business processes
• Develop an architecture to achieve the integration of the
applications, data and technology
• Architecture defines the components and their relationships
between the components that allow them to be implemented
separately and then connected to form an integrated totality
• Integration requires identifying the organisation, location and
distribution of the applications, data and technology
January 19, 2016 45

46. Phase Implementation Using Series Of Releases
• Divide the changes planned for the organisation/business
function/cross-functional area into a sequence of releases
that can be more easily implemented
• Each release needs to include a value to the business
• Each release can contain changes in all the business charge
areas
January 19, 2016 46

47. Enhance Business Operation and Performance
• Core objective of business architecture is to improve
overall business performance
• Business performance improvement can involves changes
to integration, coordination, communication, flexibility
and responsiveness
• Maintain focus on business architecture objectives:
− Reduction of process cycle times
− Reduction of operational costs
− Improvement of service quality
− Reduction time to market/introduction of new products/services
− Improvement in customer satisfaction
January 19, 2016 47

48. Elements Of Approach To Business Architecture
January 19, 2016 48
Core
Elements Of
Approach To
Business
Architecture
Understand the Real Business
Needs
Focus on Business Processes
Improve Business Process Performance
Business Process Redesign For New or
Replacement Processes
Business Process Improvement Of
Existing ProcessesAddress Required Changes In Their
Entirety
Be Aware of and Use Best Practices
Appropriately
Exploit New Information Technology
Capabilities
Exploit New Organisational Methods and
Styles
Drive Change with Vision
Support Vision with Case for Action
Establish Overall Guiding Principles
Architect for Performance
Locate Applications, Infrastructure and
Information Effectively
Split Applications and Data as Needed
Plan Releases as a Series of
Appropriately Sized Achievements

49. Understand The Real Business Needs
• Maintains a business orientation and focus at all times
• Seek to understand and support the business strategy
• Seek to understand and satisfy customer expectations
• Sees to align the processes, systems and organisation to
serve the dominant value discipline
• Balances multiple perspectives and dimensions when
measuring performance and establishing performance
goals
January 19, 2016 49

50. Focus on Business Processes
• Recognise process change as the source of business value
• Uses information technology and organisational change as
the primary enablers of process change
• Plan business change around business processes
− Business processes can cross across multiple functions,
organisations and applications
− Existing business processes are often inefficient and must be
redesigned to remove fragmentation, simplify coordination and
eliminate wasted time and effort
January 19, 2016 50

51. Business Process Performance
• Seek to improve business process performance
• Performance can be measured along a number of
dimensions
− At a minimum these performance dimensions include time, cost,
and quality
− May also include other measurements such as capital
requirements, staff requirements, variety, flexibility, innovation,
and learning
• Process performance goals are driven by the expectations
of external and internal customers, by best practice and by
competitor performance
January 19, 2016 51

52. Business Process Redesign
• Replacement of an existing business process with a
completely new or substantially redesigned one
• Redesign is generally accompanied and enabled by
changes in the use of information technology and people
• Business process redesign derives the essential process
from the required outputs
• Actively challenges and rejects old paradigms by escaping
from the normal patterns of perception and developing
new ideas
• Business process redesign seeks to achieve order-of-
magnitude improvements in performance, either out of
competitive necessity or to leap ahead of the competition
January 19, 2016 52

53. Business Process Improvement
• Incremental improvement of a business process or
portions of a business process
• Business process improvement strives to achieve a set of
improvements that together amount to significant
improvement
• Begin with an analysis of the current process to identify
improvement leverage points
• Devise process, technology, or organisational changes to
improve performance
January 19, 2016 53

54. Address Required Changes In Their Entirety
• Business change needs to be addressed as a whole to be
successful
• Not sufficient to simply modify a process or create a new
computerised system
• Must address all the changes required in all six core
domains of change
• First determine the change required in the business
process
• Then determine the change required in the other domains,
making the change in all domains aligned and mutually
supportive
January 19, 2016 54

55. Be Aware of and Use Best Practices Appropriately
• Use best practice information as a yardstick for
comparison and a source of new ideas
• Two leading enablers of business change in general and
process redesign in particular are
− Information technology
− Organisational change
January 19, 2016 55

56. Exploit New Information Technology Capabilities
• Information technology is often used to redesign business
processes by enabling changes in the basic operating
principles of the business
− Data integration
− Business intelligence and analytics
− CRM
− Communications
− Hardware
− Automation
− Workflow and business process management
− Enterprise content management
− Mobile technologies
January 19, 2016 56

57. Exploit New Organisational Methods and Styles
• Organisational changes based on new concepts and
supported by technologies can also facilitate radical
redesign of business processes
• Geographically separate teams
January 19, 2016 57

58. Drive Change with Vision
• Begins with a vision of the future and works backwards toward the
present
• Seek to escape from the trap of incremental thinking and planning
and can lead to discontinuous and often dramatic change
• Vision serves to align and stimulate the development of change
• Focus on developing the future rather than correcting the present
• Correct vision will make powerful business sense at every level, but
the results envisaged will not always be justifiable by short-term
financial return
• Establish performance measures and challenging performance goals
as part of defining the future state
− Use these goals to stimulate creative thinking and new approaches
− Uses the measures to demonstrate achievement
January 19, 2016 58

59. Support Vision with Case for Action
• Develop a business area Case for Action
• Justify the business area Business Vision
• Clearly communicates the need for change
January 19, 2016 59

60. Establish Overall Guiding Principles
• Establish a set of principles in all the domains of change
• Serve to implement the vision and guide all subsequent
design decisions in those domains
• Newly established principles represent a shift from
ingrained behaviours
January 19, 2016 60

61. Architect For Performance
• Develop application, data, and technology architectures
that meet the performance requirements of the business
processes
• Select the most suitable technologies for each business
requirement
• Partition, distribute, and integrate applications, data, and
technology platforms as necessary to support the business
requirements
January 19, 2016 61

62. Locate Applications, Infrastructure and Information
Effectively
• Locate the applications and data based on business
process performance requirements, such as availability,
responsiveness, flexibility, security, maintainability, and
volatility
January 19, 2016 62

63. Split Applications And Data As Needed
• Maintain a balance between integration and flexibility
through N-tier architectures
• N-tier processing is a driving concern of technical
infrastructure design since it introduces system
management problems not present in more centralised
approaches
• Data location may be transparent to users
January 19, 2016 63

64. Plan Releases As A Series Of Appropriately Sized
Achievements
• Discard the idea of big-bang projects that almost always
cost more than anticipated, arrive later than expected, and
deliver less than needed
• Plan development as a series of releases that fit together
based on a common architecture developed for the
business area
• A release is a subset of business area components that will
be developed, integrated, and deployed at the same time
− Implements the principle of a series of small achievements
− Has an ideal duration of three to six months
− Has a maximum duration of much less than a year
− Must achieve real business benefits
January 19, 2016 64

65. Factors For Business Architecture Success
January 19, 2016 65
Unwavering Business Focus
Vision and Dedication
A Suitable Level of Detail
Focus on the Management of Organisational Change
Creation of Delivery Projects

66. Success Factor - Unwavering Business Focus
• Success depends on constantly being aware of the
business reason for each technical decision
• Every decision should be made to support improved
business performance and to realise the business vision,
objectives and targets
January 19, 2016 66

67. Success Factor - Vision and Dedication
• Moving an organisation in a new direction requires the
executives to establish and communicate a vision of the
future
• A compelling vision drives and draws the organisation
toward the target future
January 19, 2016 67

68. Success Factor – A Suitable Level of Detail
• Business architecture is intended to plan and coordinate
development
• You may be convinced to analyse requirements in more
detail than is really necessary
• Details that can be postponed to the subsequent
development phase should be deferred
January 19, 2016 68

69. Success Factor - Focus on the Management of
Organisational Change
• Business change defined in business architecture will ultimately
put pressure and strain on the organisation as it undergoes
changes in culture, work force structure, and skills and
competencies needed to perform newly defined or changed
processes
• Individuals in the organisation may be afraid of change and
actively or passively oppose these changes
• Specific organisational interventions may be required to move
the organisation from the current state to the target future
state
• These interventions occur in business architecture and
throughout the development, integration and deployment
phases
January 19, 2016 69

70. Success Factor – Creation of Delivery Projects
• By focussing on certain activities while shifting focus from others,
you can modify business architecture to serve the needs of several
different types of projects
• Some business architecture project issues considerations include:
January 19, 2016 70

71. Business Process Analysis And Design Summary
January 19, 2016 71

72. Business Process Analysis And Design
• Analysis of existing business processes and their
improvement or redesign or design of new processes is a
core business architecture activity
• Business process analysis includes roles, organisation
structures, technologies and locations where processes are
performed
• This section is not intended to be a complete description
of business process analysis and design
January 19, 2016 72

73. January 19, 2016 73
Common Core High Level Business Process Structure
Vision,
Strategy,
Business
Management
Operational Processes With Cross Functional Linkages
Management and Support Processes
Develop and
Manage
Products and
Services
Market and
Sell Products
and Services
Deliver
Products and
Services
Manage
Customer
Service
Human
Resource
Management
Information
Technology
Management
Financial
Management
Facilities
Management
Legal,
Regulatory,
Environment,
Health and
Safety
Management
External
Relationship
Management
Knowledge,
Improvement
and Change
Management
Vision and
Strategy
Business
Planning,
Merger,
Acquisition
Governance
and
Compliance

74. Common High Level Business Process Structure
• Every organisation will have at its high-level organisation
business process structure three process groups
1. Vision, Strategy, Leadership, Business Management
2. Operational Processes With Cross Functional Linkages
3. Management and Support Processes
• Processes are what organisation must do to operate
successfully
− Processes are not the same as business units or business functions
• Operational processes deliver value
• Management and support processes assist operational
processes
• Business architecture business process analysis is mainly
concerned with operational and management and support
processes
January 19, 2016 74

75. January 19, 2016 75
Common Extended High Level Business Process Structure
Business
Controlling
Process
Processes That
Direct and Tune
Other Processes
Core Processes
Processes That Create Value for the Customer
Customer
Acquisition
Product
Delivery
Order
Fulfilment
Customer
Support
Enabling Processes
Processes That Supply Resources to Other Processes
Channel
Management
Supply
Management
Human
Resources
Information
Technology
Business
Acquisition
Business
Measurement
Process
Processes That
Monitor and
Report the
Results of Other
Processes
Customer’s Process Needs
Supplier’s Processes
Business Environment
Competitors, Governments Regulations and Requirements, Standards, Economics

76. Approaches To Business Process Analysis
• Business Process Improvement (BPI) – identification of
problems and options and opportunities for improvement
of existing business processes
• Business Process Redesign (BPR) – develop new processes
to replace existing processes
• Process analysis is about dividing the process into its
constituent parts
• Business architecture should focus on taking a process-
oriented approach separate from business functions
January 19, 2016 76

77. Getting Business Process Analysis Right
• Create an overall vision for process change
• Design the unconstrained process first and then add constraints
• The process and design changes to it deliver value while organisation
and technology changes are secondary enablers
• Process value is maximised when the totality of changes are
achieved across all business architecture domains
• Put customer focus at the core of process design
• Do not restrict the process design to just internal processes – look at
processes that are external to the organisation
• Question all existing assumptions and principles related to any
existing processes
• Concentrate on the why and the what of the process and leave the
how to later
January 19, 2016 77

78. Business Process Design Standards And Approaches
• Set of principles to apply when designing processes and
the associated organisation structure and technologies
January 19, 2016 78

79. Business Process Design Standards And Approaches
January 19, 2016 79
Process Simplification
Ensure Work Is Process
Focussed
Reduce Or Eliminate
Handoffs
Reduce Work
Fragmentation
Reduce Complexity
Where Possible
Reduce The Requirement
For Reconciliation
Reduce The Need For
Controls
Reduce The Requirement
For Co-ordination
Process Efficiency And
Effectiveness
Reduce Or Eliminate
Non-Value Adding
Activity
Reduce Movement of
Work
Reduce Searching For
Information
Match Process Costs
With Value Generated
Process Quality
Reduce Or Eliminate
Variability
Focus On Getting The
Right Result
Reduce Or Eliminate
Rework
Reduce Or Eliminate The
Requirement For Review
Process People And
Organisation
Devolve Decision Making
Authority
Structure Teams By
Process and Required
Skills

80. Business Process Design Standards And Approaches
January 19, 2016 80
Process Workflow
Introduce Parallel
Processing Where
Possible
Reduce Or Eliminate
Breaks In Workflow
Have A Workflow Status
Dashboard
Separate Simple Cases
From Complex Cases
Reduce The Requirement
For Reconciliation
Allow Multiple Workflow
Versions In Parallel
Process Improvement
Enable Process
Improvement
Provide Analysis Of
Process Performance
Encourage Process
Feedback From Users
Process Technology
Link Systems To
Organisation And Work
Structures
Collect Process
Information And Build
Knowledge Database
Reduce Or Eliminate
Manual Data Entry
Reduce Or Eliminate
Variation
Automate Work As Much
As Possible
Automate Controls As
Much As Possible
Process Location
Locate Work
Appropriately
Centralise Or
Decentralise As
Appropriate

81. Cross Functional Business Processes
• Any business architecture-related business process
analysis and design should focus on cross-functional
business processes
• Cross-functional processes are those that really affect
customers – from start to end
− Internal processes focus on operational functions
− Cross-functional view links internal processes to get end-to-end
customer view of organisation
• Business architecture change domains should seek to
optimise cross-functional operation to generate value
• Structure process analysis and design to take a cross-
functional view
January 19, 2016 81

82. January 19, 2016 82
Cross Functional Processes – Crossing “Vertical”
Operational Organisational Units

83. January 19, 2016 83
Core Cross Functional Processes
• Three cross-functional processes that are common to all
organisations
− Product/service delivery
• From order/specification/design/selection to
delivery/installation/implementation/provision and billing
− Customer management
• From customer acquisition to management to repeat business to up-sell/cross-sell
− New product/service provision
• From research to product/service design to implementation and commercialisation
• These processes cross multiple internal organisation boundaries and
have multiple handoffs but they are what concern customers
• Cross-functional processes deliver value
− Value to the customer
− Value to the company
• Integrated cross-functional processes means better customer service
and more satisfied and more customers

84. January 19, 2016 84
Cross Functional Processes Link Operational
Processes
• Need a clear
understanding
of the
organisation’s
operational
processes
• Need to ensure
that the
operational
processes are
optimised
• Cross-functional
processes
involve
collaboration
between
operational
processes

85. January 19, 2016 85
Cross Functional Processes and Strategy
• Effective cross-functional
processes deliver on the
organisation’s strategy
• Cannot divorce the
organisation’s strategy from
operational processes and their
execution
• Collecting information on the
performance of cross-functional
processes will allow the
execution of strategy to be
effectively measured
• Linkage between strategy, cross-
functional processes and
operational processes means
individual process
measurements can be linked to
overall performance
• Allows goals to be connected to
operational processes
Strategy
Cross-Functional
Processes
Operational Processes
Delivered By
Consisting Of
Set Goals
Measure
Achievement
of Goals

86. January 19, 2016 86
Barriers to Taking an Effective Cross-Functional View
• No Focus on Cross-Functional Processes
− No overall cross-functional business model
− Too many point solutions without an overarching context
• No Accountability for Cross-Functional Processes
− No one is accountable for start-to-end activities
− End-to-end processes not defined or even understood
• No Measurement of Cross-Functional Process Metrics
− No measurement of activities comprising cross-functional
processes from start-to-end
− Traditional rather than start-to-end metrics are pervasive
− Designed to provide an inside-out view of organisation

87. Organisation And Processes
• An organisation can be viewed as an assembly of processes that co-
ordinate activities to design, develop, produce, market, sell and
deliver products and services to customers and provide subsequent
support
• These are the core value-adding activities
• There are many supporting processes and activities
• Core value-adding processes and their activities are grouped into
primary process groups
• Each primary process group contains one or more value-adding
process activity sets as well as management and supporting
processes
• Process activity set is the set of activities performed to respond to a
business event
− These can be sub-divided until the Fundamental Business Process Activity Set
level is reached
January 19, 2016 87

88. Fundamental Business Process Activity Set
• This is the lowest level of business activity that:
− Is performed by a single person within the organisation either entirely
manually or with system support
− Is performed by that person within a single session
• Fundamental Business Process Activity Set are at the core of
business analysis and design in the context of business
architecture
• We need to identify the minimum set of Fundamental Business
Process Activity Sets that comprise the business process
− These will be the subject of further analysis
• This set of Fundamental Business Process Activity Sets should
assume that there are no constraints across the business
architecture domains
− Constraints and limitations can be added later
January 19, 2016 88

89. Organisation Business Process Partial Hierarchy
Organisation
Primary Process
Groups
Process Activity
Sets
Sub-Process
Activity Sets … Sub-Process
Activity Sets
Fundamental
Business
Process Activity
Set
…
Fundamental
Business
Process Activity
Set
Management
and Supporting
Processes
Sub-
Management
and Supporting
Processes
…
…
Organisation
Level
Management
and Supporting
Process Groups
… …
January 19, 2016 89

90. Organisation Business Process Partial Hierarchy
• This is not a full decomposition of processes down to
individual tasks and steps
• Fundamental Business Process Activity Set are the sets of
tasks and steps that business architecture needs to
concentrate on
January 19, 2016 90

91. January 19, 2016 91
Business Process Complete Hierarchy
• Cross-functional
processes need
to be aligned
with actions
• Performance of
actions rolls-up
to performance
of process
Business
Process
Hierarchy
Cross Functional
Process
Process
Sub-Process
Activity
Task
Step Step
Task
Step Step
Activity
Sub-Process
Process
Cross Functional
Process
Process Process
Consists of one or
more of …
Consists of one or
more of …
Consists of one or
more of …
Consists of one or
more of …
Consists of one or
more of …

92. Sample High-Level Business Process Decomposition
January 19, 2016 92
Customer Product/
Service Inquiry/ Order
Handle Customer Call
and Generate Order
Provide Customer
With Product/ Service
Details and Negotiate
Price and Delivery
Customer Confirms
Product/ Service
Order
Product/Service Order
Fulfilment
Product/ Service
Provided To Customer
Triggering Action
Triggering Action
Output or Result
Output or Result
= Fundamental Business Process Activity Sets

93. Sample High-Level Business Process Decomposition
• Fundamental Business Process Activity Sets:
− Handle Customer Call and Generate Order
− Product/Service Order Fulfilment
• Each of these process activity sets will consist of multiple tasks
and steps such as:
− Handle Customer Call and Generate Order
• Respond to Customer
• Identify Product/Service Bundle
• Check Availability
• Take and Validate Customer Details
• Agree Price
• Process Payment/Agree Credit
• Handle Exceptions
• Agree Delivery/Provision Schedule
− This decomposition and level of detail is not required at this stage
− We just need to know that its has to be and can be done later
January 19, 2016 93

94. Business Architecture Engagement
January 19, 2016 94

95. Business Architecture Engagement High Level
Actions
January 19, 2016 95
1. Survey Current Business
2. Survey Current
Systems
3. Survey Best Practices
and Technology Trends
4. Survey Customer
Perspectives
5. Define Business
Vision and Case for
Action
6. Design Future
Business Processes
7. Develop Conceptual
Entity Model
8. Decide On Production
Selection Direction
9. Define Technical
Infrastructure
Requirements
10 Define Application
Architecture
11. Define Information
and Applications
Locations
12. Design Conceptual
Infrastructure and
Application Architecture
13. Define
Organisational Changes
14. Analyse Costs and
Benefits
15. Plan Change
Releases

96. Business Architecture Engagement High Level
Actions
• Describes a formal and structured approach to a business
architecture engagement
• Full set of possible activities and their sequence that comprise the
architecture definition process for a business area or function
• High-level set of actions
• Use this as a framework to define analysis and design actions and
plan work
• Understand the steps to be performed, the effort involved, the
resources required and the likely timescale
• Develop a engagement-specific tailored set of activities
• Objective is to gather sufficient information to allow informed
decisions to be made
• Do it properly to get it right
January 19, 2016 96

97. Business Architecture Engagement Actions
Activity Description
1. Survey Current
Business
Create an inventory of existing business processes and describe the detail of these processes for
the area being analysed including the roles involved and where in the organisation process tasks
are performed
2. Survey Current Systems Create an inventory of applications, information and infrastructure for the area being analysed
3. Survey Best Practices
and Technology Trends
Research examples of similar organisations or similar business functions in dissimilar
organisations that have similar issues being experienced or that have solved similar problems or
delivery better performance
4. Survey Customer
Perspectives
Identify and research the customers of the business function that is the subject of the
engagement and identify any pressures for changes
5. Define Business Vision
and Case for Action
Create, describe and document a vision for the future state of the business function that is the
subject of the engagement, listing the benefits of the achieving the vision and the affects of any
failure to take action
6. Design Future Business
Processes
Identify the Primary Process Groups to realise the business vision developed above. Define the
Process Activity Sets within the Primary Process Groups. Define their expected performance.
Design the Process Activity Sets and identify their Fundamental Business Process Activity Sets.
7. Develop Conceptual
Entity Model
The Conceptual Entity Model is a high-level view of the business function showing its major
entities and their relationships based on the business architecture change domains. This model
should be defined to support the operation of the business function
8. Decide On Production
Selection Direction
Decide on the need to conduct a product selection process. If one is deemed necessary or
beneficial establish the application architecture to be detailed in advance of the selection
January 19, 2016 97

98. Business Architecture Engagement Actions
Activity Description
9. Define Infrastructure
Requirements
Create a set of major infrastructure requirements based on the future business processes and
the Conceptual Entity Model across the business architecture domains
10. Define Application
Architecture
Create a set of major application components based on the future business processes and the
Conceptual Entity Model across the business architecture domains. List the functionality of
these major application components
11. Define Information
and Applications
Locations
Create a structure for the location of sets of information and major applications
12. Design Conceptual
Infrastructure and
Application Architecture
Design a high-level architecture for applications and infrastructure and for overall processing.
Define the business functions where process will take place. Describe how the processes will
operate in the context of the conceptual architecture
13. Define Organisational
Changes
Define the new future state organisation structures, working arrangements, work processing,
management and reporting. Identify the organisation changes required to move the organisation
from its current state to the desired future state
14. Analyse Costs and
Benefits
Analyse the realistic costs and achievable benefits from the business changes planned as part of
the business architecture engagement
15. Plan Change Releases Create a high-level plan for the phased delivery of the planned changes in order to achieve
results incrementally
January 19, 2016 98

99. Business Architecture Goals And Objectives
• The objective of the engagement is to define the optimum set
of changes across the business architecture domains and to
understand the effort and impact of their implementation
• The business architecture engagement has been completed
when:
− Business vision has been developed and communicated
− Business processes have been designed, including relationships to
organisations, technology and facilities
− Applications and data entities have been defined, allocated and
integrated across platforms and locations
− Architecture has been designed at the conceptual level for technical
infrastructure
− Releases within the business change program have been defined,
interrelated and scheduled
January 19, 2016 99

100. Business Architecture Engagement – Possible
Deliverables
• Lists a full set of possible
deliverables from
business architecture
engagement grouped in a
hierarchy
• Use this list as a menu to
agree what is required
and thus what work is
needed
• Generates a work
breakdown for the
business architecture
engagement
Level 1 – Groups Of
Deliverables
Level 2 – Group-Specific
Sets of Deliverables
Level 3 – Specific
Deliverables
Level 4 (Optional) –
Specific Deliverables
January 19, 2016 100

101. Business Architecture Engagement – Possible
Deliverables
• Detailed set of logical deliverables that can be combined to
create a smaller set of physical deliverables
• Designed to create a comprehensive view of the results of
the business architecture engagement and proposed
changes
January 19, 2016 101

102. Business Architecture Engagement – Key Level 1
Groups Of Sets Of Possible Deliverables
• Analyses – a series of across the core areas of business
architecture as well as overall organisation
• Plans – plans for achievement of business architecture
changes
• Reports – summaries of results of architecture
engagement
• Products/Solutions – analysis of possible commercial
products and solutions to deliver the out
• Prototypes – possible prototypes to validate elements of
solution
January 19, 2016 102

103. Business Architecture Engagement – Possible Key
Level 1 And Level 2 Groups Of Deliverables
Analyses
Business Organisation Analysis
Business Process Analysis
Organisation Analysis
Location Analysis
Application Analysis
Information and Data Analysis
Technology and Infrastructure Analysis
Plans
Transformation and Change Plans
Overall Master Achievement Project Plan
Reports
Business Architecture Engagement Summary Report
Technical Architecture Options
Products/Solutions
Options
Product Options and Comparisons
Prototypes
Application Viability and Validity Prototypes
Proof-of-Technical-Concept Prototype
January 19, 2016 103

104. Business Architecture Possible Key Deliverables
• Comprehensive set of possible deliverables generated by
business architecture engagement exercise
• Only a subset of these deliverables may be required
− Decide what is appropriate or needed at the start of the
engagement and keep under review during the engagement
• These key deliverables will enable effective decisions to be
made on the way to progress the implementation of the
business architecture
January 19, 2016 104

105. Full Set Of Possible Business Architecture
Deliverables
Business Architecture Engagement
Analyses
Business Organisation Analysis
Business Objectives
Specific Strategies
Critical Success Factors
Critical Business Issues
Performance Measures
Case for Action
Business Vision
Key Business Policies
Business Rules Assessment
Business Process Analysis
Business Process Standards
Business Process Principles
Business Process Constraints
Business Process Assumptions
Business Processes
Business Process Hierarchy
Business Process Definitions
Business Event Definitions
Business Result Definitions
Conceptual Flow Diagrams
Process Flow Diagrams
Business Process Performance
Customer Needs Summary
Best Practice Summary
Competitor Performance Summary
Process Activity Sets Performance Model
Business Process Value and Performance Model
Business Process Performance Measurement Model
Organisation Analysis
Organisation Standards
Organisation Principles
Organisation Constraints
Organisation Assumptions
Organisation Status Organisation Profile
Organisation Key Stakeholders
Organisation Composition
Organisation Structure
Organisation Competencies
Organisation Work Functions
Future Organisation
Organisation Structure
Organisation Competencies
Organisation Work Functions
Organisation Transition Organisation Changes
Location Analysis
Location Standards
Location Principles
Location Constraints
Location Assumptions
Locations Current Location Inventory
Locations and Processes
Future Locations Future Location Inventory
Locations and Processes
Application Analysis
Application Standards
Application Principles
Application Standards and Conventions
Application Constraints
Application Assumptions
Applications Application Inventory
Application Relationships
Application Architecture
Application Architecture Standards
Application Internal and External Interfaces
Applications and Processes
Future Applications
Information and Data Analysis
Information And Data Standards
Information And Data Principles and Standards
Information And Data Constraints
Information And Data Assumptions
Information And Data Status
Information And Data Inventory
Information And Data Model
Information And Data Processing and Use
Information And Data Future Model
Information and Data Architecture
Future Information And Data Entitles and Relationships
Information And Data Business Rules
Technology and Infrastructure Analysis
Technology and Infrastructure Standards
Technology and Infrastructure Principles
Technology and Infrastructure Constraints
Technology and Infrastructure Assumptions
Technology and Infrastructure Trends
Technology and Infrastructure Risks
Technology and Infrastructure Status Technology and Infrastructure Inventory
Technology and Infrastructure Architecture
Future Technology and Infrastructure
Technology and Infrastructure Components and Capabilities
Technology and Infrastructure Architecture
Technology and Infrastructure Relationships
Technology and Infrastructure Performance
Plans Transformation and Change Plans
Overall Master Achievement Project Plan
Reports Business Architecture Engagement Summary Report
Technical Architecture Options
Products/ Solutions Options Product Options and Comparisons
Prototypes Application Viability and Validity Prototypes
Performance, Capacity and Throughput PrototypesJanuary 19, 2016 105

106. Full Set Of Possible Business Architecture
Deliverables
• These are logical deliverables that can be combined into a
small set of physical deliverables
• The scope may seem unreasonable but bear in mind that
you are architecting businesses and business functions
− Analysis and design is needed to get it right
− Need to have a good idea of what is required before
implementation starts to reduce risk of problems
− Any problems will affect business operations and ultimately
profitability and service
January 19, 2016 106

107. Business Organisation Analysis – Level 3 Deliverables
• If the scope of the business architecture engagement is a
business function or areas then you will need to reconcile
and align the business function-level analysis with the
direction of the overall organisation
• Describes the lower-level collection of deliverables within
the Business Organisation Analysis set
January 19, 2016 107

108. Business Organisation Analysis – Level 3 Deliverables
January 19, 2016 108
•Define what the organisation wishes to achieve
•Reconcile business objectives for the business function with the objectives for the organisation
Business
Objectives
•Describe how the organisation intends to achieve the business objectives
•Reconcile the specific strategies for the business function with those for the organisation
Specific
Strategies
•Detail the core areas that require specific attention for the organisation to achieve its objectives and fulfil its vision
•Reconcile Critical Success Factors for the business function with those of the overall organisation
Critical Success
Factors
•Identify opportunities, problems, trends, threats weaknesses, problems, issues or situations requiring specific work or resolution
Critical
Business Issues
•Create or update a balanced set of performance measures and goals for measuring the performance of the organisation based on the
Business Objectives and Critical Success Factors
Performance
Measures
•Create a clear and precise summary of the primary business issues giving rise to the business architecture engagement to generate the
reason for necessity for change
•Identify the justification for why action is required and justify the future business vision
•Indicate the motivation for change. Reconcile the Case for Action for the business function with the one for the organisation
Case for Action
•Develop a short and convincing description of the future when the changes within this business function have been completed
•Reconcile the Business Vision for the business area with the one for the organisation
Business
Vision
•When key decisions are made and when key issues are resolved , document the results
Key Business
Policies
•As deep-seated and ingrained opinions and assumptions are identified, challenged, and changed, list them as current-state and future-
state business rules
Business Rules
Assessment

109. Business Process Analysis – Breakdown Of Work And
– Levels 3 And 4 Deliverables
Business Process Standards
Business Process Principles
Business Process Constraints
Business Process
Assumptions
Business Processes
Business Process Hierarchy
Business Process Definitions
Business Event Definitions
Business Result Definitions
Conceptual Flow Diagrams
Process Flow Diagrams
Business Process
Performance
Customer Needs Summary
Best Practice Summary
Competitor Performance
Summary
Process Activity Sets
Performance Model
Business Process Value and
Performance Model
Business Process
Performance Measurement
Model
January 19, 2016 109

110. Business Process Standards – Level 4 Deliverables
January 19, 2016 110
• Define and document the key principles that underpin process design
Business
Process
Principles
• Describe how the organisation intends to achieve the business objectives
• Reconcile the specific strategies for the business function with those for the organisation
Specific
Strategies
• Detail the core areas that require specific attention for the organisation to achieve its
objectives and fulfil its vision
• Reconcile Critical Success Factors for the business function with those of the overall
organisation
Critical
Success
Factors

111. Business Processes – Level 4 Deliverables
January 19, 2016 111
•List the business processes in the hierarchy Primary Process Groups, Process Activity Sets and
Fundamental Business Process Activity Sets for both the current situation, if applicable, and desired
future situation
Business
Process
Hierarchy
•Create summary descriptions of the steps of the processes
Business
Process
Definitions
•List the events and circumstances that trigger the processes
Business
Event
Definitions
•List the outputs from and the results of the processes
Business
Result
Definitions
•Create process flow diagrams for the Fundamental Business Process Activity Sets that relate to the
desired future situation
Process
Activity
Maps

112. Business Process Performance – Level 4 Deliverables
January 19, 2016 112
•Define what the organisation wishes to achieve
•Reconcile business objectives for the business function with the objectives for the organisation
Customer
Requirements
•Research and describe the proven best practices adopted by others to achieve outstanding performance
Business
Process Best
Practices
•Research and describe the performance of competitors and the means by which they achieve it
Competitor
Performance
•Document the actual and planned cost, time and quality at the Process Activity Sets summary level for
existing and planned processes
Process
Performance
•Define the measures to be used to assess process cost, time and quality performance
Process
Performance
Measurement

113. Organisation Analysis – Breakdown Of Work – Levels
3 And 4 Deliverables
January 19, 2016 113
Organisation
Standards
Organisation
Principles
Organisation
Constraints
Organisation
Assumptions
Organisation
Status
Organisation
Profile
Organisation Key
Stakeholders
Organisation
Composition
Organisation
Structure
Organisation
Competencies
Organisation Work
Functions
Future
Organisation
Organisation
Structure
Organisation
Competencies
Organisation Work
Functions
Organisation
Transition
Organisation
Changes

114. Organisation Standards – Level 4 Deliverables
January 19, 2016 114
• Define and document the key principles that underpin organisation design and change
Organisation
Principles
• Define the features and attributes that act as constraints to organisation design and change
Organisation
Constraints
• Define the features and attributes that contains assumptions on organisation design and
change
Organisation
Assumptions

115. Organisation Status – Level 4 Deliverables
January 19, 2016 115
• Document the organisation and the business function(s) that are the subject of the
business architecture engagement including the composition of the personnel, the
organisation capabilities and culture
Organisation
Profile
• Identify and documents the significant groups or individuals who can influence or will be
influenced by the proposed organisation change
• Identify the stakeholders who will be affected by each set of proposed changes
Organisation
Key
Stakeholders

116. Organisation Composition – Level 4 Deliverables
January 19, 2016 116
• Describe the decision-making capabilities that are needed to achieve the defined
organisation change
Organisation
Structure
• Describe the skills, experience and knowledge required to perform the organisation
processes
Organisation
Competencies
• Document the working structures, their roles, their required competencies
• Cross-reference business work functions and their roles with Fundamental Business Process
Activity Sets
Organisation
Work
Functions

117. Future Organisation – Level 4 Deliverables
January 19, 2016 117
• Document the organisation structure and identify the locations of stakeholders
• Describe the administrative and management operation of the organisation
Organisation
Structure
• Describe the changes to administrative and management operation needed to enable the
operation of the future business model
Organisation
Competencies
• Describe the work functions required to enable the operation of the future business model
• Cross-reference these new and changed business work functions and their roles with
proposed new and changed Fundamental Business Process Activity Sets
Organisation
Work
Functions

118. Location Analysis – Breakdown Of Work – Levels 3
And 4 Deliverables
January 19, 2016 118
Location Standards
Location Principles
Location Constraints
Location Assumptions
Locations
Current Location Inventory
Locations and Processes
Future Locations
Future Location Inventory
Locations and Processes

119. Location Standards – Level 4 Deliverables
January 19, 2016 119
• Define and document the key principles that underpin location selection and the allocation
of processes and work to locations
Location
Principles
• Define the features and attributes that act as constraints to location selection and the
allocation of processes and work to locations
Location
Constraints
• Define the features and attributes that contains assumptions on location selection and the
allocation of processes and work to locations
Location
Assumptions

120. Locations – Level 4 Deliverables
January 19, 2016 120
• Create an inventory of the locations and their types where the organisation and its
business functions operate
Current
Location
Inventory
• Identify the locations where Fundamental Business Process Activity Sets are performed
Locations
and
Processes

121. Future Locations – Level 4 Deliverables
January 19, 2016 121
• Create an inventory of the planned or recommended future locations and their types
where the organisation and its business functions operate
Current
Location
Inventory
• Identify the planned or recommended future locations where planned future Fundamental
Business Process Activity Sets are to be performed
Locations
and
Processes

122. Application Analysis – Breakdown Of Work And –
Levels 3 And 4 Deliverables
January 19, 2016 122
Application
Standards
Application Principles
Application Standards
and Conventions
Application Constraints
Application Assumptions
Applications
Application Inventory
Application Relationships
Application
Architecture
Application Architecture
Standards
Application Internal and
External Interfaces
Applications and
Processes
Future Applications

123. Application Standards – Level 4 Deliverables
January 19, 2016 123
•Define and document the key principles that underpin application design including toolsets, deployment
and management, integration and use interface
Application
Principles
•Define standards and conventions for applications including naming, capacity , service continuity,
availability, service level, release, configuration, problem, security, monitoring, alerting, backup, recovery
management
Application
Standards
and
Conventions
•Define the features and attributes that act as constraints to application architecture and design
Application
Constraints
•Define the features and attributes that contains assumptions on application architecture and design
Application
Assumptions

124. Applications – Level 4 Deliverables
January 19, 2016 124
• Create an inventory of current applications, their components, their functions, roles,
security, their patterns of operation and use, their technical state and any known plans for
the future
Application
Inventory
• Define the relationships between applications
Application
Relationships

125. Application Architecture – Level 4 Deliverables
January 19, 2016 125
•Describe the current and planned future application architecture standards and approaches, including the
approach to addressing current application architecture problems
Application
Architecture
Standards
•Define the data exchanges and interfaces between applications and from external sources and systems
Application
Internal and
External
Interfaces
•Describe the use of applications by business processes
Applications
and
Processes
•Define the planned applications and any gaps between current applications
•Define the role these future applications will play in future planned operations and processes
Future
Applications

126. Information And Data Analysis – Breakdown Of
Work – Levels 3 And 4 Deliverables
January 19, 2016 126
Information And Data
Standards
Information And Data Principles
and Standards
Information And Data
Constraints
Information And Data
Assumptions
Information And Data
Status
Information And Data Inventory
Information And Data Model
Information And Data
Processing and Use
Information And Data
Future Model
Information and Data
Architecture
Future Information And Data
Entitles and Relationships
Information And Data Business
Rules

127. Information And Data Standards – Level 4
Deliverables
January 19, 2016 127
•Define and document the key principles that underpin information and data design including toolsets,
deployment and management, integration and use interface
Information
And Data
Principles
and
Standards
•Define the features and attributes that act as constraints to information and data architecture and design
Information
And Data
Constraints
•Define the features and attributes that contains assumptions on information and data architecture and
design
Information
And Data
Assumptions

128. Information And Data Status – Level 4 Deliverables
January 19, 2016 128
•Create an inventory of existing data types, data storage, their use, the associated applications and their
technical state
Information
And Data
Inventory
•Create a logical entity relationship model for information and data for the organisation and the business
function that is the subject of the business architecture engagement
Information
And Data
Model
•Describe the use of the information and data by processes and business functions and any issues that
exist
•Identify the business importance of the information and data
Information
And Data
Processing
and Use

129. Information And Data Future Model – Level 4
Deliverables
January 19, 2016 129
•Create an information and data architecture for the future information and data for the organisation and
the business function that is the subject of the business architecture engagement
Information
and Data
Architecture
•Create a logical entity relationship model for the future information and data for the organisation and the
business function that is the subject of the business architecture engagement
•Describe how information and data is organised and distributed
Future
Information
And Data
Entitles and
Relationships
•Define the business rules that apply to the future information and data for the organisation and the
business function that is the subject of the business architecture engagement
Information
And Data
Business
Rules

130. Technology and Infrastructure Analysis – Breakdown
Of Work – Levels 3 And 4 Deliverables
January 19, 2016 130
Technology and
Infrastructure Standards
Technology and
Infrastructure Principles
Technology and
Infrastructure Constraints
Technology and
Infrastructure Assumptions
Technology and
Infrastructure Trends
Technology and
Infrastructure Risks
Technology and
Infrastructure Status
Technology and
Infrastructure Inventory
Technology and
Infrastructure Architecture
Future Technology and
Infrastructure
Technology and
Infrastructure Components
and Capabilities
Technology and
Infrastructure Architecture
Technology and
Infrastructure Relationships
Technology and
Infrastructure Performance

131. Technology and Infrastructure Standards – Level 4
Deliverables
January 19, 2016 131
•Define and document the key principles that underpin technology and infrastructure architecture design
and change including processing, storage, communications, distribution and security
Technology and
Infrastructure
Principles
•Define the features and attributes that act as constraints to technology and infrastructure architecture
design
Technology and
Infrastructure
Constraints
•Define the features and attributes that contains assumptions on technology and infrastructure
architecture design
Technology and
Infrastructure
Assumptions
•Research key trends in technology and infrastructure, functionality and capability and cost that may
impact technology and infrastructure architecture design
Technology and
Infrastructure
Trends
•Describe the major technology and infrastructure risks, difficulties and challenges
Technology and
Infrastructure
Risks

132. Technology and Infrastructure Status – Level 4
Deliverables
January 19, 2016 132
• Create an inventory of current technology and infrastructure , their components, their
functions, roles, security, their patterns of operation and use, vale to the business, their
technical state and any known plans for the future
Technology
and
Infrastructure
Inventory
• Define the current technology and infrastructure architecture
Technology
and
Infrastructure
Architecture

133. Future Technology and Infrastructure – Level 4
Deliverables
January 19, 2016 133
•Define the technology and infrastructure requirements including hardware, system software and
communications for the organisation and the business function that is the subject of the business
architecture engagement
•Describe all the viable technology capabilities included
Technology and
Infrastructure
Components
and Capabilities
•Describe the future planned technology and infrastructure architecture
•Describe the standards being applied
•Describe the major technology components
•Define and operations model
•Describe the proposed physical components and likely technologies and vendors
Technology and
Infrastructure
Architecture
•Describe the technology and infrastructure locations and relationships
•Describe the associated applications and business processes
•Describe the associated business roles
Technology and
Infrastructure
Relationships
•Define the expected business volumes for information and data entities and business processes for the
organisation and the business function that is the subject of the business architecture engagement
•Define the performance requirements
•Define the likely pattern of growth and change in technology and infrastructure performance-related
volumetrics
Technology and
Infrastructure
Performance

134. Business Architecture Engagement Plans –
Breakdown Of Work – Levels 3 And 4 Deliverables
January 19, 2016 134
Transformation and
Change Plan
Proposed Transformation Change Releases
Proposed Transformation Overall and Release
Schedules
Proposed Transformation Overall and Release
Budgets
Overall Master
Achievement Project Plan
Project Definition and Statement of Scope
and Work
Overall Project Plan and Schedule
Product Structure and Resources

135. Transformation and Change Plan – Level 4
Deliverables
January 19, 2016 135
•Define the content and scope of each planned release within the overall delivery
•Describe the new and changes processes enabled by each release
•Describe the dependencies between planned releases
•Define the locations associated with each release
Proposed
Transformation
Change
Releases
•Define the schedule including expected start and end dates of each planned release within the overall
delivery
Proposed
Transformation
Overall and
Release
Schedules
•Define the costs and benefits of the each planned release within the overall delivery
Proposed
Transformation
Overall and
Release
Budgets

136. Overall Master Achievement Project Plan – Level 4
Deliverables
January 19, 2016 136
•Create and distribute for review and approval and finalise a definition and a statement of work of the
overall transformation project and its component releases including schedule, cost, objectives, scope,
assumptions, dependencies, risks, constraints, resources responsibilities and project success factors
Project
Definition
and
Statement
of Scope
and Work
•Create a project plan for each planned release within the overall delivery
Overall
Project Plan
and
Schedule
•Define the required project organisation structure including resources and staffing plan for each planned
release within the overall delivery
Product
Structure
and
Resources

137. Business Architecture Engagement Reports
• Business Architecture Engagement Summary Report
− Contains a summary of the results of the engagement including:
• Vision
• Case for action
• Description of future state
• Requirements
• Best practices
• Budget and savings
• Implementation approach and releases
• Plan and schedule
• Resources
• Technical Architecture Options Report
− Contains details on possible technology and technical options including:
• Technology standards and principles
• Options and alternatives including comparisons
• Viability of options
• Recommendations
January 19, 2016 137

138. Business Architecture Engagement
Products/Solutions Options and Comparisons
• Product and solutions assessment and evaluation
containing a summary of products/solutions/applications
examined and investigated to support any buy vs. build
recommendations
January 19, 2016 138

139. Business Architecture Engagement Prototypes
• If it is necessary and useful, simple prototypes may be
constructed to establish the viability and or validity
(including performance, capacity and throughput) of
recommended options or to evaluate alternatives
January 19, 2016 139

140. January 19, 2016 140
More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney