Overview

Organizations today are concerned with three main issues:

• ‘How can I optimally run my business every day?’
• ‘How can I change quickly?
• ‘How can I remain agile going forward?’

To operate at your best every day, it is imperative that any adjustments in demand, supply, required work, resource capacity and peoples’ competencies can be handled easily. The business has to execute its operating model and adapt it easily. Business Architects, who are charged with changing this model, must know how work is done before reconfiguring it. Clarity on business strategic intent, business capabilities, end to end business processes, the information tracing across the business, technology resources, and human competencies is essential to make required changes without risk in the change itself. Business Architects have to be knowledgeable on how all these work together to best serve the day to day stakeholders for whom our value streams are supposed to deliver value.

Course Description

This highly participative workshop will delve into all aspects of Business Architecture from top to bottom and side to side - and includes a free half-day consulting workshop with one of Leonardo's experienced Business Architects (details below).  

• Understand what a straightforward and useful Business Architecture looks like
• Understand what outputs the business produces and how it delivers them to create value for its customers and other stakeholders (Business Model)
• Define how the business is organized and how it operates in the context of broader business ecosystems (Operating Model)
• Align what investments in resources the business should make (Resources Model)
• Learn to build information, capability and process architecture models and interconnect them through a business performance lens
• Be able to use the architecture to accelerate change projects and breakthrough digital technologies

Why Attend?

• Consistent with BIZBOK principles
• This is a pragmatic class with workshops – not a theory based one
• Be able to sell the concepts upward and reduce internal resistance to change
• Learn a method that scales for both small and large organizations
• Work with Roger Burlton; the most experienced pragmatist in this field
• Free half-day consulting workshop following course led by one of Leonardo's experienced Business Architects 

Who Should Attend

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

Free Half Day Workshop:

The Business Architecture training includes a free half-day consulting workshop with one of Leonardo's experienced Business Architects. During this workshop, Leonardo will work with you on tailoring the training knowledge to your specific needs and defining a clear way forward, so you can quickly improve your maturity and get buy-in for business architecture at your organisation.

• We will define your specific business architecture goals and review together your existing artefacts, resources and tools.
• We will look at how you currently manage the strategy/execution alignment and what your change portfolio looks like.
• Based on that, we will define projects that can benefit from business architecture and plan how to best develop the capability.
• Leonardo’s Business Architects will also share their experiences of building business architecture capability in other organisations and ensure best practices are adhered to.

Course Context:

Quick change means that Business Architects must know the interconnections among business elements so that when the business model is being renewed they can describe what’s needed and design with deliberate integrity, reuse and inherent agility in mind. To be clear, ‘Agile' software development will not solve this problem due to immense complexity in issues other than software. Fast software development without an architectural underpinning can easily impair ease of change later. A solid business architecture that assures the avoidance of redundancy, maximizes the sharing of capabilities and makes best use of supporting resources, is essential. With a sound architectural foundation, business-wide transformation, digitalization and continuous optimization can be accomplished and change efforts can progress smoothly.

The ultimate benefit of a good Business Architecture will be in Business Agility. This requires designing the right business solutions that provide the greatest return on investment to the business, avoiding duplication of function and effort and developing capabilities once for multiple uses across the processes of the organization. Without a solid Business Architecture there will certainly be sub-optimization, redundancy and inconsistency across business operations with increasing difficulty to change fast later on. Architects must define the multiple elements of the business and how they interact so any impact of proposed business changes can be determined rapidly and changes made with the surety they will work immediately without unintended consequences. That means that defining and interconnecting strategy, policy, information, processes, capabilities, technical and human resources and other elements is essential. A well-formed Business Architecture can help untangle the confusion and deliver inherently adaptable solutions.

Course Outline:

1. Why Business Architecture?

• Response to Disruption and need for Innovation
• Requirement for Business Agility

2. Business Architecture and Related Disciplines

• Related Frameworks: Zachman, TOGAF and  BIZBOK
• Service Oriented Architecture (SOA)
• Process Renewal Group Business Architecture Landscape
• Workshop: What is your Architecture maturity?

3. Value Chain Identification and Architecture Scoping

• All value chains or one Line of Business?
• Intercompany Value Chains?
• Workshop: What Value Chains do you have and what’s in scope for Business Architecture?

4. Business Strategy Understanding

• Business Ecosystem Analysis: Opportunities and Threats
• External Stakeholder Context Model
• Stakeholder Value Proposition: Expectations and Experiences, KPIs and Objectives
• Business Motivation Model: Ends and Means
• Workshop: Who are your stakeholders and what is value for them?

5. Framing the Strategy for Business Architecture Consumption

• Consolidating your ‘North Star’ Goals and Objectives
• Deriving Critical Resource Strategies
• Establishing Strategic Requirements
• Choosing your Architecture scenario and plan of attack
• Workshop: What are the Critical Requirements for the Business and the Architecture?

6. Business Concept Model: The Basis for Information, Capability and Process Architecture Models

• Concept Model
• Business Vocabulary
• Deriving the Information Model
• Workshop: What is your Concept Model?

7. Business Capabilities

• What is a Business Capability?
• BIZBOK view
• Capability Modeling
• Assuring Unique non-redundant Capabilities
• The Burlton Capability Hexagon
• Workshop: What are your Business Capabilities?

8. Business Value Process Architecture: Value Streams and an End-to-End view

• The Skeleton Process Architecture
• Stakeholder Journeys, Asset Cycles and Value Streams
• Consolidating Journeys, Cycles and Streams into a value focussed Process Architecture
• Using Business Process Frameworks
• Examples of real Architectures
• Workshop: What are your Value Streams and the End-to-End Processes?

9. Alignment to Decisions, Knowledge, Policies and Rules

• Policies, Decisions and Business Rules and their fit to Business Processes
• The Operational Decision Questions Hierarchy

 Workshop: Articulating your critical Decisions and Business Rules?

10. Business Performance Models

• Characteristics of Good Performance Indicators
• The new Balanced Scorecard
• Lagging and Leading Indicators
• Measurement Traceability to Strategic Objectives
• Measuring Operating Processes

Workshop: What is your Performance Scorecard?

11. Alignment of Business Architecture with IT Enablement

• Services and APIs
• BPMS (process engines)
• BRMS (rules engines)
• Business Activity Monitoring and Analytics(measurement)
• ERP

12.  Alignment with Human Capabilities and Enablement

• Competence
• Motivation, Behavior and Culture
• Structural and Cultural Maturity

 13. Prioritization of Change

• Using Ideal Value and Performance Data to Evaluate Performance Gaps
• Pain- Gain Analysis for assessment of capabilities and processes
• Priorities: Grids and Heat Maps
• The Burlton Capability Framework for Resource Planning
• Defining the Portfolio of Business Change
• Workshop: What are your Business Process and Capability Priorities?

14. Leveraging the Architecture into a Business Change Portfolio

• Using the Business Architecture Models in Business Change
• Cross Mapping Capabilities and Processes: Impact Analysis
• Defining the Portfolio of Process and Capability Changes
• Scoping a Change Project
• Building Roadmap
• Workshop: Which Processes are supported by which Capabilities and what is the scope of your projects.

15. Sustaining the Architecture through Governance

• Governance Maturity Checklist
• Architecture Sustainment - CoE Support

Summary

• Lessons Learned

What Others Have Said About the Course:

Regarding Course Content:

"Well structured, useful and practical exercises to reinforce, extremely well-thought through & tested BPA principles & practices."

Regarding Course Materials:

"Thoughtful use cases. Excellent course handouts that I will use at our business - colour & clarity is fantastic."

Regarding Instructor:

"Awesome, excellent, brilliant ! Provided lots of industry insights. Easy to understand & has a practical approach."

Regarding Overall Training Experience:

"This course is well worth time & cost investment. Content & knowledge gained from this course will definately be used in future projects."