Business Driven Integrated Enterprise Architecture
Transcript of Business Driven Integrated Enterprise Architecture
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Achieving Competitive Advantage & Success T
Maintaining Global Standards while allowing for Local Differences.
- SB; 2003
Copyright Boettger 1999 to present (except as noted)
The Dark Matter (Void) of Business Driven Integrated Ente
Courtesy: HubbleImages
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References:
Copyright Boettger 2008 to present
Competitive Advantage (1985, 1998) by Michael PorterCompetitive Strategy (1980, 1998) by Michael PorterThe Fifth Discipline (1990) by Peter SengeThe Great Transition (1995) by James MartinCybercorps - The New Business Revolution(1996) by James Martin
Enterprise Business Architecture (2004) by Ralph Whittle and Conrad B. MyrickEnterprise Knowledge Infrastructures (2005) by Ronald Maier, Thomas Hadrich, Rene Peinl
The Economic Benefits of Enterprise Architecture (2005) by Jaap SchekkermanEnterprise Architecture As Strategy (2006) by Jeanne Ross, Peter Weill, David RobertsonWikinomics (2007) by Donald Tapscott
Ralph Whittle, the Co-Author of Enterprise Business Architecture, EBA SME and Professional C
Pradeep Anand, Jerry Ash, John Mahoney, and ALL of My Knowledge Management ColleaguesJohn Zachman, the Teacher of the Basics 5 Ws and the H; the Father of EA and ProfessionaPeter Senge, the Author of The Fifth Discipline, the definitive work on the Learning OrganizationChris Collison, the Author of Learning to Fly, the definitive work on Communities of PracticeBob Daniel, Industry SME on Enterprise Business Architecture and Professional ColleagueMike Ater, Industry SME on Enterprise Solutions, CEO Promis and Professional ColleagueAmy Crockett, Enterprise Architect and Professional Colleague
Acknowledgments:
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Preliminary Notes on Briefing
Copyright Boettger 2008 to present
Architecture (John Zachman)Architecture for anything is the total set of descriptive representations relevant for describinsuch that it can be created and that constitutes a baseline for changing the object once it has
oArchitecture is Architecture is Architecture
Architecture (ToGAF/IEEE)The fundamental organization of a system embodied in its components, their relationships the principles governing its design and evolution.
Enterprise ArchitectureA Set of Models relevant for describing an enterprise (abstractions, perspectives, relationsh
Enterprise Business Architecture (Ralph Whittle & Conrad Myrick)The EBA is a blueprint of the enterprise built using architectural disciplines to improThe EBA defines the enterprise value streams, their relationships to all external entities and ovalue streams, and the events that trigger instantiation. It is a definition of what the enterprisesatisfy its customers, compete in a market, deal with its suppliers, sustain operations and carIt is composed of architectures, workflows and events.
oWhen you integrate two different cross functional business processes in an engineerinhave the beginning of a Business Architecture (BA)oWhen you integrate several major cross functional business processes in an engineerhave the beginning of an Enterprise Business Architecture (EBA)
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Preliminary Notes on Briefing
Copyright Boettger 2008 to present
The Open Group's definition in TOGAF: There are four types of architecture that are accepted as subsets of an overall Enterprise Architecture:
business architecture:
odefines the business strategy, governance, organization, and key business processes.
data/information architecture:
odescribes the structure of an organization's logical and physical data assets and data ma
application (systems) architecture:oprovides a blueprint for the individual application systems to be deployed, their interactiorelationships to the core business processes of the organization.
Information Technology (IT) architecture:
osoftware infrastructure intended to support the deployment of core, mission-critical applicThis type of software is sometimes referred to as "middleware", and the architecture as a "techn
Ruth Malan, Bredemeyer Consulting: An enterprise is made up of many interacting s
kinds. Enterprise Architecture identifies:these systems,their key properties,
and their interrelationships,
and plans for and guides the evolution of the enterprise systems to support and enable the eventerprise in its pursuit of strategic advantage.
oThus, Enterprise Architecture is fundamentally a "system of systems", while software architecture is a(where systems produce stand-alone value, and components have to be composed into a system to pr
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Preliminary Notes on Briefing
Copyright Boettger 2008 to present
Value Chain (Michael Porter)The disaggregation of a corporations strategically relevant activities in order to understand the behexisting and potential sources of differentiation
oThe Organization of the Value Chain Structure provides opportunity to enable the firm to gain a competitive advantage activities more cheaply or better than its competitors.
Value Streams (James Martin)Simply an end to end set of activities that collectively create value for a customer or en
oEnd to end collection of activities that has a clear reason for existence - Delivering a result to a customer or end user. goal: to satisfy or to delight the customer. This is a well known term, familiar to both Six Sigma and Lean Manufacturing
Value Stream Behavior (Skip Boettger)Characteristics within the Value Stream that manifests behaviors of process and flow. (e.g. acting upon, inf
oOne of the most significant architectures EBA contains are the Value Stream Behavior Architectures that illustrate and
objects, processes, impacts, causes, effects, inputs, outputs, et al of both the primary and support activities that results
corporations, firms, or business units practices (Skip Boettger).
Domain Stack Reference Planning EA Model (Skip Boettger)The IEA Tactical Manifestation resulting from the thorough adherence to the Strategically focused Pyramid
oEither by hand (not encouraged), or utilizing a commercial off the shelf Object Oriented Based Enterprise Architecture
Enterprise Asset communicates relationship management and accountable traceability that enables a Corporation, Firm
more clearly for the benefit of better planning, change management, decision making, et al, by more effectively organiz
elements of an Enterprise.
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Inbound Logistics are activitiesassociated with receiving, storing, and disseminating inpOperations are activitiesassociated with transforming inputs into the final product.Outbound Logistics are the activitiesassociated with collecting, storing and physically dto buyers.Marketing and Sales are those activitiesassociated with providing a means by which buthe product and inducing them to do so.Service activitiesare associated with providing service to enhance or maintain the value
Preliminary Notes on Briefing
Copyright Boettger 2008 to present
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Realizing the Value of an Integrated Enterprise Architdriven by Business Area Architecture Structure
Realizing Better Integrity of a Known Space True Integrated EA is the Result
Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives,
form for Business Capability (Business Assets)
A better focused strategic initiative roadmap
Better understanding of the Whole not just the point solutions that make up the whole. Co
[Use the House, Car, or Airplane Example]
Clarifying Business Driven ensures Better and More Accurate Planning, because it is truly the Re
Envisioning Holistically enables the Future.
As Ralph Whittle states: What does it take to build these architectures?You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Mo st of the
understood, but not properly formatted and integrated.
Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline andrigor ra
integration and architecture skills are mechanical, capable of evolving into software.
However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate o
normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise bus
superior insight, unity of purpose and synergy for achieving break- through results.
Copyright Boettger 2008 to present
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Copyright Boettger 2002 to present
STRATEGY
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellencee.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
Leadership dev
throu
Designs, Builds anof the Enterp
Engineers and
to the Stra
Enabling Core Architectures
Infrastructure
Designs and Builds Architecturesto support Business Strategic Initiatives
Optimization for
Effectiveness and Efficiency
Enabling Business Driven Excellence
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Business & IT Transformation Eco
Run the Business
StrategicInformation
OperationalInformation
Excellence inIT Operations
BPManagement
BPAnalytics
Portfolio Management
ITSM
ALM & SOA Governance
PrimaryActivities
SupportActivities
Value Chains & Value Streams
Copyright Boettger 2002 to presentCopyright Boettger 2002 to present
E i A hi C bili L d
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Enterprise Architecture Capability Landscape
Capability Portfolio MgmtProject Alignment
Capability Assessment
Initiative Synchronization
Services Assessment
Capital Planning
Investment Management
Capacity Analysis
Enterprise Source
Control
(Single View)
Indexing
Intranet Enterprise Data Stores
(including EDW Capability)
Resultsfrom
Planning,Performance,Market,Risk,Requirements,etalAnalyses
Relationship Visibility & TraceabilityEasily Realized Alignment to any desired depth
Full Traceability of Impact, Cause & Effect
Custom Queries of Configurations
Planning Foundation for Innovation, Re-engineeringOpportunities Analysis
Object Oriented Management & ControlExtensive OOTB Reporting (See Samples)
Responsive to Real Business Questions
Extensible Custom ReportingPredictive Analysis for Strategic Planning, etc.Full Integration of PPM, CMDB Capabilities
Object Oriented Database Underpinning for EAManagement, Control, Design, Object Exploitation
EA Business Driven Capability
Enterprise Architecture Models & Data
Shared Access,Shared Browse,Managed ControlReports DistributionDashboard ResultsReal-time Asset Visibility
CollaborationContent AccessSearch CapabilityReport GenerationRequest Mgmt
Copyright Boettger 2002 to 2008 (except as noted)
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Needs & Opportunities
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People, Process, & Technology Elements
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Right Resources, Right Place, Right Time
H li i A h
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Holistic Approach Common Sense S
Instill Learning Circle Practices
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Enterprise Process ManagementManaging the Business as a System
Systems thinking & strategic alignment Business Frameworks and Models Enterprise process performance metrics & dashboardsProcess ManagementManaging specific processes
Process Ownership Process measurement & metric analysis SPC & performance reporting
The Enterprise Alignment Opportun
Process ImprovementManaging process improvement projects
Process improvement methods & tools Project/process selection based on current issues Project management methods
How do our pCustomer, Bu
How do we kchains are?
How do we k
aligned with o Goal: Underwe focus on!
Pause F How does this prochains and enterpris
Who/What is accouperformance?
What impact doesCustomer satisfactioperformance?
How will our process sustained?
What is the current anperformance?
What process improvappropriate?
How do we manage oefficiently?
So
ALIGNMENT
FEEDBA
CK
Modified by Boettger 2008
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What makes a VOID?
Copyright Boettger 2002 to present
The Dark Matter of Business Driven Integ
Th D k M tt (V id) f I t t d E t i A h
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The Dark Matter (Void) of Integrated Enterprise Arch
Just as in astrophysics where Dark Matter is thought to be responsible for the universe not flying apart
growth and stability of universe structure. In a solid Integrated Enterprise Architecture(IEA), the Dark Matter of IEAresponsible to ensure the complete integrity and cohesiveness of a true Integrated Enterprise Architecture that is c
Designs, Builds an
of the Enterp
Engineers and Maps to the Strategy,
Designs, Builds an
of the Enterp
Leadership develops and directs the Strategythrough Vision, Mission, and Goals
Designs and Builds Architectures
to support Business Strategic Initiatives
Optimization for
Effectiveness and Efficiency
Enabling Business Driven Excellence
The Dark Matter of Business Driven Integrated Enterprise Architecture
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VCoR_4 VCoR_nVCoR_5
VCoR_3VCoR_2VCoR_1
VSB_1VSB_2 VSB_4VSB_3
VSB_5VSB_n
The
Dark Matter(VOID)Of
Business DrivenIntegrated
Enterprise Architecture
Assured Customer and/or Member Satisfaction
Copyright Boettger 2008 to present
The Dark Matter
The Dark Matter of Business D
Leadership dev
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Copyright Boettger 2002 to present
STRATEGY
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellence
e.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
eade s p de
throu
Designs, Builds an
of the Enterp
Engineers and
to the Stra
Enabling Core Architectures
Infrastructure
Designs and Builds Architecturesto support Business Strategic Initiatives
Optimization for
Effectiveness and Efficiency
Enabling Business Driven Excellence
The Dark Matter of Business D
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Copyright Boettger 2002 to present
Example Illustrations of Value Streams &
l S l
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Insurance Value Stream Alignm
Channel
SalesUnderwriting Core Policy
Administration
Claims
Processi
Product Development
& Configuration
Integrated Solution Framework
1.1. DevelopDevelop
Products/Products/
ServicesServices
3.3. FulfillFulfill
DemandDemand
A. Customers/Clients
E. Reinsurance& Investors
C.Underwriting
& Claims
ServiceSuppliers
5.5. CollColla
1.1. DevelopDevelop
Products/Products/
ServicesServices
3.3. FulfillFulfill
DemandDemand
A. Customers/Clients
E. Reinsurance& Investors
C.Underwriting
& Claims
ServiceSuppliers
5.5. CollColla
Business Architecture
Copyright Boettger 2007 to present
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Claims Solution
Channel
SalesUnderwriting Core Policy
Administration
Product
Development &
Configuration
3.4 Claims Processing3.4.1 Record First Notice
3.4.1.1 Capture Claim & Claimant Information3.4.1.2 Validate Coverages
3.4.1.3 Investigate Initial Liability
3.4.1.4 Initiate Fraud/Abuse Detection
3.4.2 Administer Claim
3.4.2.1 Assign to Claims Desk
3.4.2.2 Contact Relevant Parties
3.4.2.3 Create Initial Reserve
3.4.2.4 Manage Relevant Charges
3.4.2.4.1 Establish Medical Case
3.4.2.4.2 Review Medical Claims Charges
3.4.2.4.3 Appraise Damage
3.4.2.4.4 Review Restoration Charges
3.4.2.5 Investigate Fraud/Abuse
3.4.2.6 Settle Claim
3.4.2.7 Manage Salvage & Subrogation
3.4.3 Manage Litigation
3.4.4 Maintain Regulatory Compliance
3.4.4.1 Identify Relevant Regulation
3.4.4.2 File Required Forms
3.4.6 Manage Catastrophes
3.4.7 Monitor Claims Processing
Claims Pr
Copyright Boettger 2007 to present
The Preferred Architecture
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The Preferred Architecture
Elegance inArchitecture and Design
StrategicVisioning
CustomerCentric
Aggregate
BusinessEnabling
Aggregate
AggregateValue
Streams
Enterprise
Aggregate
Insightto
Strategy
Visionto
eBusinessEnterprise
Conceptto
Development
Initiativeto
Results
Relationshipto
Partnership Ob
ResourceAvailability
toConsumption
Requisitionto
Payables
Forecastto
Plan
FulfillOrder
ReviewOrder
ChangeOrder
ReturnOrder
Orderto
Cash
Order to CashProspect
toCustomer
Orderto
Cash
Manufacturingto
Distribution
Copyright Whittle 2002 to present
Customer Centric Value Streams
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Customer Centric Value Streams
FulfillOrder
ReviewOrder
ChangeOrder
ReturnOrder
Orderto
Cash
Prospectto
Customer
GrowCustomer
Base
AcquireNew
Customers. . .
Manufacturingto
Distribution
BuildOrder
DeliverOrder
. . .
Copyright Whittle 2002 to present
Example Value Chain Built from Value Streams Components
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p p
Customers
FulfillOrder
FromOrder to CashValue Stream
ReplenishRawMaterial
SubmPurchOrd
DetermineNew
Products
Grow
CustomerBase
FromProspect to Customer
Value Stream
FromConcept to Development
Value Stream
Collaborates
BuildProduct
DeliverOrder
Man
Copyright Whittle 2002 to present
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Value Streams
Designed to focus on the customer
Engineered horizontally or cross-functionally
Extended to deal with external relationships
Time sensitive
Management and control
Focused on ensuring that the customer is satisfied
Analyze to eliminate work that does not add value
Utilized to optimize the enterprise
Value Stream Behavior
Copyright Boettger 2008 to present
Enterprise Value Stream Behavior Exampl
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p pDetermining Strategic Operational Planning Be
Retrieve
Change o
Create o
Receipt o
In Agree
Legend
Copyright Boettger 2008 to present
Leadership dev
throu
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Copyright Boettger 2002 to present
STRATEGY
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellencee.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
throu
Enabling Core Architectures
Infrastructure
Leadership dev
throu
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Copyright Boettger 2002 to present
STRATEGY
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellencee.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
throu
Designs, Builds an
of the Enterp
Engineers and
to the Stra
Enabling Core Architectures
Infrastructure
Designs and Builds Architecturesto support Business Strategic Initiatives
Optimization for
Effectiveness and Efficiency
Enabling Business Driven Excellence
Enterprise Architecture Capability Framework = VALUE
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=
Copyright Boettger 2002 to 2008 (except as noted)
Business Driven Domain St
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Business Driven Domain St
Value Stream Architectures, Operational Business Use Case, & Workflow R
Value Chain References
Strategy
Referential, Support, & Component Behavior Artifacts
IT & Infrastructure Landscape
Projects Landscape
Inter-related Referential Architectures
Enterprise Business Architecture
Business Area Architecture Structure
Potential Industry Specific Business Domain (s)
Potential Industry Specific Technical Domain (s)
Copyright Boettger 2002 to present
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Copyright Boettger 2002 to present
Sample Business Quest
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Understand Applications by BusinessCapability
Ensure Spend is aligned to BusinessValue
Plan Enterprise ApplicationRoadmap
Understand the Technology Roadmap Manage Technology Risks Identify Business Process Impacts
Understand Relationship acrossData Silos
Ensure Data is Complete andAccurate
Model the Entire Enterprise
Understand Business Demand Ensure Projects are aligned toStrategies
Ensure Spend is aligned to BusinessNeeds
Business&
IT
Executives
IT&
Financial
Planners
Enterprise
Architects
OtherIT
Stakeholders
Sample Business Quest
Make Certain They Are Asked and Answered
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Make Certain They Are Asked and Answered
Aligning of Corporate Strategy & Goals
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Aligning of Corporate Strategy & Goals
AlignedBusinessProcesses
Frameworks and methodology fordefining and improving processes,sub-processes and activities
Metrics are tied t
Best Practices Tiprocess or activi
BUSINESS
STRATEGY
G
C
IT
Applications
& IT Infrastructure
SpecifiIT Infrastructure Options
Organization of Value Chains and Lines of Businessgiven priorities through Priority Dimensions
Source: Value Chain Group Inc.
Enterprise Strategy Process
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CBA
Goals
Enterprise Strategy Process
Innovation
BusinessVision
BusinessStrategies
Core CompetenciesValue Statement
IntegratedEA
Value ChainClarification
Value StreamClarification
Value ChainValidation
Value StreamValidation
Core
Business
Processes
DomainPlans
TangibleBenefit
Design A
Design B
Design C
Disciplines: Bus Arch Process Arch IT Arch Web Arch
Recursive
= Results
Analyze & Identify Business Asthat reflect Necessary Asse
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IEA Being Proactive in Parallel
Note: Arrows are feed not always order or dependency
Develop Current State IEAPlanning Reference Model
Analyze to Identify
Enterprise & COSA Sperepresentative Value Chand resulting Value Stre
DevelPlann
Reconcile Business AsFunctions (BAFs)
with Other Reference M
IEA Planning ReferenceModel Integrity Baseline
Reconcile IEA PlanningReference Model to Identify
Gaps So Future StateIEA can be Realized
Enterprise Priorities Analysis& Potential Projects Identified
IT Projects, Procurements,
Budget Requests,Budget Recommendations(Agencies/VITA/DPB)
Strategic Plans &Performance Measures
Develo& Reconc
that reflect Necessary Asseto support Vision, Missio
Business Driven Integrated EA - Steps to Get There
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Business Driven Integrated EA Steps to Get There
1. Identification and Confirmation of Enterprise Asset Capabilities
2. Identify Value Chains, Map Core Processes to the Enterprise Asset Capabilities
3. Create Solution Candidates (Value Streams) supporting Value Chains, thereby identifying Core
Processes, and Shared Services
4. Create Current and Future Behavior Modelsa. Enterprise Business Architecture; Business Capability Models, as well as a Meta Model of
b. Create Reference Model Set
5. Iterate and Reconcile Asset Capabilities to Reference Planning Models
6. Evaluate Strategic Prioritization Regarding Needed Business Capability(ies)
7. Evaluate and Build Plans Reflecting Prioritization
8. Build Capability(ies) From Reconciled Results Per Prioritization
a. Solution Scenario Sets (Candidate Value Streams)
9. Generate Use Cases working with IT
10. Generate IT Workflows that reflect #8 and #9
Result: Filling in the void (Dark Matter) Realize a known solution space that is Accountable, M
The Dark Matter of Business Driven Integrated Enterprise Architecture
Managing The Knowledge of Business Area Architecture St
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Managing The Knowledge of Business Area Architecture St
Copyright Boettger 2002 to present
Leadership devthrou
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Copyright Boettger 2002 to present
STRATEGY
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellencee.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
Designs, Builds an
of the Enterp
Engineers and
to the Stra
Enabling Core Architectures
Infrastructure
Designs and Builds Architecturesto support Business Strategic Initiatives
Optimization for
Effectiveness and Efficiency
Enabling Business Driven Excellence
Realizing the Value of an Integrated Enterprise Archit
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driven by Business Area Architecture Structure
Realizing Better Integrity of a Known Space True Integrated EA is the Result
Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives,
form for Business Capability (Business Assets)
A better focused strategic initiative roadmap Better understanding of the Whole not just the point solutions that make up the whole. Co
[Use the House, Car, or Airplane Example]
Putting the Enterprise first ensures Better and More Accurate Planning, because it is truly the Ref
Envisioning Holistically enables the Future.
As Ralph Whittle states: What does it take to build these architectures?You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Mo st of the
understood, but not properly formatted and integrated.
Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline andrigor raintegration and architecture skills are mechanical, capable of evolving into software.
However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate o
normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise bus
superior insight, unity of purpose and synergy for achieving break- through results.
Copyright Boettger 2008 to present Fundamental to value add enab
Conceptual Model of Organizational Transformation B
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p g
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In ancient Athensthe model for the democracy envisioned by
our Constitutioncitizens met face to face in the agorato cond
debate civic issues, and drive government decisions.
"First, have a definite, clear, practical ideal; a goal; an objective.
Second, have the necessary means to achieve your
money, materials, and methods.
Third, adjust all your mea
- Aristo
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Copyright Boettger 1999 to present The Dark Matter of Business Driven Integrated Enterprise Architecture
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EBA & Zachman
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& ac a
BUSINESSSCOPE
BUSINESSMODEL
INFORMATIONSYSTEMSMODEL
TECHNOLOGYMODEL
TECHNOLOGYDEFINITION
INFORMATIONSYSTEM
List of things important to thebusiness.
ENTITY:
class of business thing
List of processes the businessperforms
PROCESS:class of business processes.
List of locations in which thebusiness operates
NODE: business location.
DATA PROCESS LOCATION
Business entities & their inter-
relationships
Flows between business processes Communications links between
locations
ENTITY: business entityREL'SHIP: business rule
PROCESS: business process
I/O: business resource(including information)
NODE: business unitLINK: business relationship
(org., product, information)Model of the business dataand inter-relationships
Flows between application functions Distribution network
ENTITY: data entityRELTNSHIP: data relationship
NODE: I.S. function (processor,
storage, etc.).
LINK: line characteristicsDatabase Design System Design System Architecture
ENTITY: segment, row, record
RELTNSHP: pointer, key, indexDatabase Schema andSubschema Definition
Program Code and Control Blocks Configuration Definition
ENTITY: fields, access privledge
RELTNSHP: access methods,
addressesData Storage Structures andAccess Mechanisms
Databases, data .....
Executable Code
Programs, jobs,transactions.....
System Configuration
Processors, networks,switches. monitors.....
Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.
PROCESS: application function
I/O: user views (set of data
elements).
PROCESS: computer function
I/O: screen/device formats
NODE: hardware/system software
LINK: line specifications
PROCESS: source codeI/O: control blocks
NODE: addressesLINK: protocols
List of business responsibilities.
RESP.: class of business responsibilities
List of business events.
EVENT: class of significant businessevents.
ROLE TIMING
Business Organization. Business Cycles.
RESP: work unit/structureWORK: business resources
EVENT: business event
CYCLE: lapse/lag
Model of the access requirements. Model of the process controlstructure.
RESP: system privilegeWORK: access requirements
Access Design Processing Environment
RESP: access authorizations
WORK: access groupAccess Definition Job Processing Definition
RESP: access object
WORK: access profiles
Access Privileges
User-ids, access controls.....
Processing Schedules
Batch jobs, transactions,run/rerun instructions .....
EVENT: logical process event
CYCLE: precedence/timing
EVENT: physical process event
CYCLE: processing calendar
EVENT: transactions, job submittal
CYCLE: job & region schedules
.. ..
..
Mainframe
IBM AS/400
IBM Compatible
EBA
Modified by Boettger 2008
EBA/VCOR Overlay with Zachm
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y
BUSINESSSCOPE
BUSINESSMODEL
INFORMATIONSYSTEMSMODEL
TECHNOLOGYMODEL
TECHNOLOGYDEFINITION
INFORMATIONSYSTEM
List of things important to thebusiness.
ENTITY:class of business thing
List of processes the businessperforms
PROCESS:class of business processes.
List of locations in which thebusiness operates
NODE: business location.
DATA PROCESS LOCATION
Business entities & their inter-relationships
Flows between business processes Communications links betweenlocations
ENTITY: business entityREL'SHIP: business rule
PROCESS: business process
I/O: business resource(including information)
NODE: business unitLINK: business relationship
(org., product, information)Model of the business dataand inter-relationships
Flows between applicationfunctions
Distribution network
ENTITY: data entity
RELTNSHIP: data relationship
NODE: I.S. function (processor,
storage, etc.).LINK: line characteristics
Database Design System Design System Architecture
ENTITY: segment, row, record
RELTNSHP: pointer, key, indexDatabase Schema andSubschema Definition
Program Code and Control Blocks Configuration Definition
ENTITY: fields, access privledgeRELTNSHP: access methods,
addressesData Storage Structures andAccess Mechanisms
Databases, data .....
Executable Code
Programs, jobs,transactions.....
System Configuration
Processors, networks,switches. monitors.....
Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.
PROCESS: application function
I/O: user views (set of dataelements).
PROCESS: computer function
I/O: screen/device formats
NODE: hardware/system software
LINK: line specifications
PROCESS: source codeI/O: control blocks
NODE: addressesLINK: protocols
List of business responsibilities.
RESP.: class of business responsibilities
List of business events.
EVENT: class of significant business
events.
ROLE TIMING
Business Organization. Business Cycles.
RESP: work unit/structureWORK: business resources
EVENT: business event
CYCLE: lapse/lag
Model of the access requirements. Model of the process controlstructure.
RESP: system privilege
WORK: access requirementsAccess Design Processing Environment
RESP: access authorizations
WORK: access groupAccess Definition Job Processing Definition
RESP: access objectWORK: access profiles
Access Privileges
User-ids, access controls.....
Processing Schedules
Batch jobs, transactions,run/rerun instructions .....
EVENT: logical process event
CYCLE: precedence/timing
EVENT: physical process event
CYCLE: processing calendar
EVENT: transactions, job submittal
CYCLE: job & region schedules
.. ..
..
Mainframe
IBM AS/400
IBM Compatible
EBA
VCOR
Modified by Boettger 2008
Product Value Stream Alignmen
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Vendors&
Suppliers
Customers/Clients
ShareholdersInvestors C
gBuild to
Analysis Results
Configuration
Marketing Channel Sales Order
Fulfillme
Product Research& Development
Integrated Solution Framework Business Architecture
Copyright Boettger 2007 to present
Product Value Stream Alignment
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Vendors
&
Suppliers
Customers/Clients
ShareholdersInvestors
Channels
RegulatoryCompliance & Standards
Logistics
Elements
Order Fu
Copyright Boettger 2007 to present
Build to
Analysis Results
ConfigurationMarketing Channel Sales
Product Research& Development
Sample Related Value StValue ChainDemographics Potential tConcept to Development
Prospect to CustomerCustomer to EvangelistOrder to Cash many other examples realized from every stage
Strategic Visioning and Business Enabling Value Streams
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Conceptto
Development
DetermineNew
Products
BuildBusiness
Case
DiscontinueProducts
. . . .
Requisitionto
Payables
. . SubmitPurchaseOrder
SetupMasterVendor
Agreement
Copyright Whittle 2002 to present
M2D and R2P
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BuildProduct
ReplenishRaw
Material
Vendors&
Suppliers
SubmitPurchase
Order
FromManufacturing to Distribution
Value Stream
From
Requisition to PayablesValue Stream
Collaborates
Copyright Whittle 2002 to present
VCOR Methodology
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gyStrategically align
Tactically streamline
Operationally execute
Define Customer
Success
Determine
Strategic
Goals
Define
Strategic
Value
Streams
BenchmarkPerformance
ModelAs Is
Select
ImprovementMethodology
Identify
ImprovementsOpportunities
Compare
Conceived
Scenarios
Create
SolutionRoadmap
Practitioners can enter at any level depending on their needs
Measure
Improvement &
Compare againstTarget
Perform
GapAnalysis
Identify
Improveme
Opportunitie
Baseline
Existing
Processes
Set Priority
Dimensions
Build Value
Card
Establish
Scope
SelectStrategic
Value
Streams
Complete
Value Card
& MeasureROI
Model
To Be
PrioritizeAnd Plan
Change
Source: Value Chain Group Inc.
Required Inputs for Value Chain Refere
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q pVCOR: Linking Strat
NEEDS:
Identification of the business strategy in the context of the competiti
SWOT Analysis
Strengths, Weaknesses, Opportunities, Threats
Mission Statement
Strategic Business Plan
Business / Product Line Plan
Identification of competitors and assessment of their performance in
Benchmarking Data
Marketing Intelligence
Open SourcesIdentification of critical success factors
Business Issues/Opportunities
Copyright Boettger 2008 to present
VCOR Impact to the Blueprinting Summ
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Enterprise Business Architecture methodology (Whittle & Myrick) creat
for the enterprise and shows you how to integrate its value chains/stre
with data inputs/outputs.
VCOR provides the reference architecture building blocks and industry sta
to give your Enterprise Blueprint life
The VCORmethodologyenables you to translate the enterprise blueprint
executable plan that will allow your Company to measurably realize it
goals and objectives.
Hence: Part of the Business Area Architecture Structure
Copyright Boettger 2008 to present
Value Chain Operational Referen
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PRODUCT LIFECYCLE MANAGEMENT
DEMAND CHAIN
Traditional
Supply Chain Thinking
D.CManufacturerRaw materialSupplier
ComponentSupplier
SUPPLY CHAIN
Silos
vs.Network Collaboration
andHorizontal Improvements
How Do You Optimize the Valu
Function Architecture Must Be Put in Perspective
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Marketing&
Sales
CustomerCare
Distribution&
Delivery
Call Center
Management
OrderManagement
Warranty
AdvertisingManagement
MarketingManagement
FleetManagement
Warehousing
Shipping
BusinessDevelopment
CustomerDevelopment
ProductDevelopment
Sales Force
Management
Promotions
Services
PlantManagement
MaterialManagement
InventoryManagement
Quality &
Improvement
CorporateManagement /Admin Support
Legal
HumanResources
Mergers&
Acquisitions
Policies&
Procedures
Professional
Development
Manufacturing
Scheduling
ServicesDevelopment
Business
Planning
PrimaryFunction
SupportingFunction
Legend
Used by Permission; Ralph Whittle
Integrated Enterprise Architecture Maturity Model
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Business
Silo
Architecture
* Source
Many Practices
still in place and
struggling in this area
Realization taking
hold that in order to prog
to more effective Value-Add Dif
We must be here
Paradigm Leap
DevelopMaximize
Individual
Business Units
Standardized
Technology
Architecture
ITEfficiencies
through
Standardization
Optimized
Core
Architecture
OperationalCompanywide
Core Processes
Optimization
PreGlob
M
Loca
Yesterday & Today Today and Tomorrow
Point Driven Bu
Modified by Boettger 2007
STRATEGY
Leadership devthrou
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Copyright Boettger 2002 to present
Business Driven DesignProcess, Organizational, Security, Technology Architectures
Operational Excellencee.g.; workflows supporting Core Processes, etc.
CompetitiveAdvantageValue Chain(s)
Customer Centric FocusValue Streams
D
to suppo
Designs, Builds an
of the Enterp
Engineers and
to the Stra
Enabling Core Architectures
Infrastructure
E
Ena