The need for business architecture competency is growing beyond the traditional interest of IT practitioners to include communities of professionals and managers with a broad set of concerns, critical to the business’ strategy, design and operations. Nowadays, many more people need to know how to influence and lead business performance enhancement, business agility, market focus and customer experience to name just a few. The challenges of fast change, crushing external realities, out-dated business operations and sustainment of the business for continuing relevance are relentless and old ways of planning, prioritization, design and delivering value may be no longer relevant. That’s where Business Architecture comes in.
Quick and effective business change means that those conducting Business Architecture work must incorporate a number of perspectives of the business and also be confident about the interconnections among them. For the business model to be agile, we must be able to identify what’s impacted and design with deliberate integrity to avoid unintended consequences. To be clear, this is about more than ‘Agile' software development, which by itself, will not make the business more flexible. There is immense complexity in issues other than software. A sound business architecture will prove invaluable in sorting things out. A solid business architecture will avoid redundancy, maximize the sharing of capabilities and make best use of scarce resources. With a sound architectural foundation, business-wide transformation, digitalization and continuous optimization can be accomplished and change efforts can progress smoothly with few surprises.
A major architectural requirement is to be able to adapt the business operating model quickly and easily. Business Architects must capture and provide access to the relevant business knowledge to be able to confidently re-configure how work gets done so that value gets created for our external stakeholders. Clarity on business strategy, business capabilities, end to end value streams and business processes, the information being created and consumed, business decisions, technology resources, and human competencies is essential to make required changes without unnecessary risk in the change itself. Business Architects have to be knowledgeable on how all these domains work together to best serve the support of our value streams to deliver stakeholder value.
Why Business Architecture?
Architecture Scoping and Value Chain Identification
Case study Workshop: What Value Chains do you have and what’s in scope for Business Architecture?
Business Strategy Understanding
Case study: Who are your stakeholders and what is of value to them?
Framing the Strategy for Business Architecture Consumption
Case study: What are the Goals and Requirements for the Business Architecture?
Business Object/Concept Modeling: The Basis for Information, Capability and Process Architecture Models
Case Study Workshop: What is your Business Object/Concept Model?
Business Process Architecture: Value Streams: and an End-to-End view
Case study: What are your Value Streams and End-to-End Process Architecture?
Alignment to Business Decisions and Business Rules
Case study: What are some key Decisions and Business Rules?
Case: What are your Business Capabilities?
Case study Workshop: How do your Capabilities Map to your Business Processes
Business Performance Models
Case: What is your Performance Scorecard?
Prioritization of Change: Heat Maps
Case: What are your Business Process and Capability Priorities?
Leveraging the Architecture into a Business Change Portfolio
Sustaining the Architecture through Governance
This class will be of benefit to professionals and managers of all types involved with planning and designing organizational change and building business capability to adapt and innovate continuously.
This program will operate over a period of 6-8 weeks flexibly.
The Training will be delivered something like this each week over 6 to 8 weeks.
Afterwards Student attend 3 additional hours of coaching over the next 3 months.