Overview

Many Senior Business Analysts and Enterprise Architects are striving to change how the business operates as the world changes around us in order to deliver better customer value and achieve better operational outcomes. Many are focused on defining improved digital capability and on enabling greater flexibility based on emerging customer journeys. We believe that Business Architecture is essential in this world. But, it must start by first addressing the performance of business operations end-to-end for customers and other stakeholders before it attempts to establish new capabilities. For Business Analysts and Architects this business-first approach provides incredible opportunity to become trusted change agents in their enterprises making a strategic difference. It requires them to learn new competencies and influencing skills. This session will help enable these agents of change by providing a repeatable methodology and common structural framework to tackle enterprise analysis and design as well as business process management and capability renewal. It will bring the business view to enterprise architecture. Real life illustrations will be provided that show how it works. In working sessions, it will give delegates the practice in key methods and techniques to develop the right Business Architecture deliverables.
There is no doubt that a solid core of all business processes and capabilities is needed to respond quickly to change and disruption, become more innovative, be better implement enterprise technologies and align all business resources. However, ultimately, it is about the business itself with many perspectives converging; being able to clearly articulate what we strive to accomplish (the ends) and what we have to build, connect and do (the means). Alignment among many moving parts characterizes this emerging practice. Alignment of the various perspectives within a practical Business Architecture and Business Change Portfolio will be our payoff.
Transformation initiatives need the content of the Business Architecture to select, scope, and execute business change projects. Stakeholder analysis and performance metrics as well as cultural assessment results will drive business analysis using models derived from the architecture. Analysis of measurement data traceable to the top of the business performance scorecard will help to find symptoms and causes of poor performance critical to realizing the business intent. Aligned implementation and change management plans can now be established and a cultural change program launched to ensure the business changes will stick.
This highly participative workshop will delve into all aspects of Business Architecture, Business Processes and Business Capabilities as well as other key architectural concepts.

Learning Objectives

•    Understand what a useful Business Architecture looks like
•    Be able to apply enterprise-wide architecture models and techniques that are aligned and traceable
•    Learn how to sell the Business Architecture value proposition and gain cross-organization acceptance
•    Be able to develop a measurable architecture for planning, budgeting, organization design, compliance, human change management, and the introduction of breakthrough technologies
•    Be able to use the architecture to accelerate capability change projects
•    Discover how to address cultural barriers during architecture, business design and implementation

Course Outline

Why Business Architecture?
•    Response to Disruption and Innovation
•    Requirement for Business Agility
Business Architecture and Related Disciplines
•    Business Model canvas
•    Enterprise Architecture (EA)
•    Business Process Management (BPM)
•    Service Oriented Architecture (SOA)
•    Business Architecture Frameworks
◦    Zachman
◦    TOGAF
◦    BABOK
◦    BIZBOK
◦    BPTrends Associates
Business Architecture Methodology
•    Process Renewal Group Business Design method
•    Business Architecture Meta Model and Artifacts
•    Business Architecture Maturity
Workshop: What is your Architectural maturity?
Value Chain Identification and Architecture Scoping
•    Whole company vs internal group scope?
•    All value chains or one?
•    Cross company Value chains
•    Internal shared services
•    The Value Chain’s Value Proposition?
Workshop: What Value Chains do you have and what is your Value Proposition?
External Environment Assessment
•    External Pressures, opportunities and Threats
•    Business Scenario Models
Workshop: What are the External Pressures on your business?
External Stakeholder Analysis
•    Stakeholder Classification
•    Stakeholder Context Diagram and Health Assessment
•    Stakeholder Needs, Expectations, Outcomes and Experiences
•    Measuring Stakeholder Relationships: Goals, KPIs and Objectives
•    Consolidating your North Star Outcomes
Workshop: Who are your stakeholders and what must we be able to deliver for them?
Business Strategy Development
•    Business Motivation Model: Ends and Means
•    Strategy Maps
•    Business Model Canvas
•    Business Architecture Landscape
Workshop: What are the Strategies for the Value Chain?
Business Semantics: The Basis for Information Models
•    Business Vocabulary
•    Concept and Information Model
•    Glossary of Terms
Workshop: What is your Concept Model and Rules?
Business Process Architecture
•    Stakeholder and Asset Process cycles
•    Consolidating cycles into an externally focussed Process Architecture
•    Business Process Frameworks
•    Finalizing the Process Architecture
•    Examples of Architectures
•    Modeling Standards (IGOE, BPMN, CMMN)
Workshop: What are the Process cycles for your Value Chain and what are the End-to-end Processes of your business?
Business Performance Models
•    Characteristics of Good Performance Indicators
•    Lagging and Leading Indicators
•    Balanced Process Scorecards
•    Measurement Traceability
•    Associating Processes and Measures
•    Organization Structure and Accountability
Workshop: What is your Performance Scorecard?
Business Capabilities
•    What is a Capability?
•    BIZBOK
•    Capability Modeling
•    Business Processes and Capability Connection
•    Finding Reusable Capabilities and Shared Services
•    The Burlton Capability Hexagon
Workshop: What are your Business Capabilities?
Alignment to Decisions, Knowledge, Policies and Rules
•    Decision Management
•    Policies and Business Rules
•    The Operational Decision Questions Hierarchy
•    Decision Management and Notation (DMN)
•    Re Designing Decision Processes
Workshop: What are your critical Decisions and Business Rules?
Alignment of Business Architecture with IT Architecture and Enablement
•    Information Models
•    SOA
•    BPMS
•    BRMS
•    Business Activity Monitoring
•    ERP
Workshop: How do your IT Capabilities support your Processes?
Alignment with Human Capabilities and Enablement
•    Work Guidelines
•    Competencies
•    Motivation, Behavior and Culture
•    Structural and Cultural Maturity
Workshop: What is your Cultural Maturity Level?
Portfolio Management
•    The North Star (operational goals and objectives) to Establish Ideal Value
•    Using Performance Data to Evaluate Performance Gaps
•    Pain- Gain Analysis for Prioritization
•    Priorities: Grids and Heat Maps
•    Defining the Portfolio of Change
Workshop: What are your Change Priorities?
Leveraging the Architecture into a Business Change Portfolio
•    Using the Business Architecture Models in Business Change
•    Scoping a Change Project
Workshop: Scoping a Project
Sustaining the Architecture through Governance
•    Governance Maturity & Framework Options
•    Illustrations of what others have done
•    Architecture Sustainment – CoE Support
Summary
•    A Maturity Based Rollout Strategy
•    Lessons Learned

Who It's For

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.
•    Business Architects
•    Enterprise Architects
•    Business Process Architects
•    Process Improvement Analysts
•    Business Analysts
•    Strategic Planners
•    IT Architects
•    Business Operations Managers
•    IT Executives
•    Anyone else concerned with designing Business Change programs
IIBA Accreditation
This course, Business Architecture: The Foundation for Enterprise Transformation, is a course endorsed by the IIBA and registered under BPTrends Associates, an IIBA Endorsed Educational Provider.  The course is aligned with the BABOK v2.0.  By attending this course you will earn 24 PDs (Professional Development hours) or 24 CDUs (Continuing Development Units).

Speaker

Roger Burlton

President, Process Renewal Group

Roger Burlton is the President of Process Renewal Group and co-founder of BPTrends Associates. He is the author of the pioneering book ‘Business Process Management: Profiting from Process’ and the standard ‘Business Process Manifesto’, now available in 14 languages. His Business Architecture column in BPTrends.com is available to over twenty thousand readers. He developed and delivered the first Business Process and Business Architecture management classes in the world in 1991, certified today by universities in North America, Europe, Australia and South America and registered with IIBA as an official training source. He is is recognized as a world leader in transforming companies from traditional hierarchical organisations to process managed ones based on a Business Architecture model. He has led numerous initiatives to implement new business models, governance frameworks and process management capabilities for global corporations and government agencies. He continues to chair the most prominent business process conferences around the world which he has done on over forty occasions. Roger also contributed to the BABOK version 3 in the area of business process improvement. Follow Roger on Twitter @RogerBurlton.

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