Today's businesses face a turbulent environment in which constant economic, regulatory and technological disruption has become the norm. Businesses need flexible, adaptable systems which can also deliver satisfactorily on 'Business as Usual' (BaU).
The discipline of Enterprise Architecture (EA) has become an important tool in the enterprise's efforts to undertake major transformational changes that are aimed at achieving strategic goals. EA holds out the possibility of aligning Business and IT long-term goals, so that IT is responsive to business change and the business derives real value from its current and future investments in IT.
Most EA frameworks recognise 3 basic architectures that together constitute EA. They go by different names in different frameworks, but generically the 3 are:
Information Systems Architecture
Information Technology Architecture
Business Architecture is about designing the components of the business itself, such that fit-for-purpose business systems are created and sustained, in line with the organisation's mission and strategic goals. These components include business services and business processes, as well as organisation structure units and infrastructure facilities, such as locations.
Given the importance of this work, some authorities, especially in recent times, suggest that Business Architecture should not be seen as part of EA at all, but as part of a more general concern for architectural work that is holistic enough to embrace the entire fabric of the enterprise, including 'soft' issues, such as style and culture. We respect this point of view, but consider the scope of this to be far too wide for our purpose, covering areas well outside the traditional role of the IS/IT function. Hence our focus in this course is on the role of BA within EA.
Business Architecture within EA is derived by considering the required Business and Operating Models, as communicated by the leadership of the organisation. It must also pay attention to the various governance requirements demanded by legislation and regulatory authorities. The definition of a Business Architecture, which should be seen as a joint Business/IT initiative, starts with consideration of the strategic intent of the enterprise and continues until all the relevant business components are defined that support those goals.
With such a definition in place, we can proceed to design the Information System services required to support the business, and identify the required application and data components that will deliver those services. Using this IS blueprint, we can design the required components of Information Technology. Once all 3 architectures have been specified in this way, we will have the model of an EA, which connects strategic goals to the use of Information Technology. Typically the required EA is planned for deployment as a strategic roadmap, showing the incremental delivery of enhanced business, IS and IT capabilities in a coordinated way.
The course that we offer takes the delegate through the process of deriving a Business Architecture, explaining the components required, and suggesting techniques, models and tools that assist with the process. We also show how eventually these components can be connected to suitable IS and IT services.
The approach taken is loosely aligned to the TOGAF and Archimate standards, but this is not intended to be a formal course on either framework. No knowledge of these frameworks is required, although it would be desirable.
The course would benefit delegates already qualified in TOGAF and/or Archimate, or in some other EA framework, for example Zachman. The course would benefit Enterprise Architects, Business Architects and also Business Analysts and Senior Business Analysts looking to move up into an architectural role. The course would suit the awareness needs of roles such as Programme Manager
The course would benefit delegates already qualified in TOGAF and/or Archimate, or in some other EA framework, for example Zachman. The course would benefit Enterprise Architects, Business Architects and also Business Analysts and Senior Business Analysts looking to move up into an architectural role. The course would also suit the awareness needs of roles such as Programme Manager, and similar roles in the Change and Transformation environment.
Context and Content of Business Architecture
Business Models, Value Proposition and Operating Models
5+1 Views of Business Architecture
The Motivation and Governance View
The Activity and Capability View
The Process, Service and Information Views
The Structure View
The Socio-cultural View
There are no prerequisites, although knowledge of an Enterprise Architecture Framework (TOGAF, Archimate, Zachman etc.) would be beneficial, as would any knowledge of, or experience with, strategic planning and implementation processes.
The course uses practical exercises, scenarios and a case study to illustrate and rehearse the topics included in the subject matter material. Delegates will be able to:
Discuss the role of Business Architecture in the context of Enterprise Architecture and strategic planning for the enterprise.
Explain the need for metamodels of Business Architecture and a repository.
Discuss some of the processes involved in running a Business Architecture practice.
Describe the components of a Business Motivation and Governance Model.
Identify some components of a Business Motivation and Governance Model from a business scenario.
Describe the components of a Business Model, based on the Business Model Canvas.
Describe the meaning of a Value Proposition, explain and distinguish the elements that make up models of value, and apply techniques to identify value elements from a business scenario.
Describe the components of a Business Plan and a Governance hierarchy. Apply techniques to identify elements of a Business Plan and a Governance hierarchy from a business scenario.
Define the terms Business Model and Operating Model. Distinguish different approaches to designing an Operating Model from a Business Model.
Explain the meaning of Capability. Apply techniques to identify Capabilities. Describe a Capability Map (Business Anchor Model). Describe the dimensions and elements of business systems that realise capabilities. Identify elements and dimensions from a business scenario.
Discuss the importance of stakeholder engagement in Business Architecture. Recognise techniques to identify and analyse stakeholders.
Discuss the role of Business Functions in a Business Architecture.
Explain the meaning of Value Streams and their relationship with Value Chains. Identify and document a Value Stream from a business scenario. Discuss the relationship between Value Streams and Capabilities.
Discuss the need for Capability-based Planning. Recognise the elements of a strategic roadmap.
Explain the role of processes in Business Architecture. Identify process elements from a scenario and produce an architectural model of a process.
Explain the role of information in Business Architecture. Identify information elements from a scenario and produce an architectural model of information.
Explain the role of services in a service-orientated style of Business Architecture. Identify service elements from a scenario and produce an architectural model of a service.
Recognise the need for a structural view of Business Architecture. Explain the relationship between Structure and Process. Identify and document structural elements from a business scenario.
Recognise the need for a socio-cultural view of Business Architecture. Identify and document socio-cultural elements from a business scenario.
Discuss the general approach to Business Architecture recommended by the BIZBOK.
If you need training for 3 or more people, you should ask us about onsite training. Putting aside the obvious location benefit, content can be customised to better meet your business objectives and more can be covered than in a public classroom. It's a cost effective option.
Submit an enquiry from any page on this site, and let us know you are interested in the requirements box, or simply mention it when we contact you.