Overview

Organizations today are concerned with three main issues:

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

To operate at your best every day, it is imperative that any adjustments in work, resource capacity and peoples’ competencies can be handled easily. The business has to be able to adapt its operating model easily. Architects must know how work is done before re-configuring it. Truly understanding business operations strategy, business capabilities, end to end business processes, the information tracing across the business and technology, is essential to make required changes without risk. 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.

Quick change means that Business Architects must know about the interactions among business domains 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 the immense complexity and risk in issues other than software. Fast software development without an architectural underpinning can easily introduce untraceable 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, digitization 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 solutions that provide the greatest return on investment to the business, avoiding duplication of 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 domains 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. That means that defining and interconnecting strategy, policy, information, processes, capabilities, technical and human resources and other domains is essential. A well-formed Business Architecture can help untangle the confusion and deliver inherently adaptable solutions.

This highly participative workshop will delve into all aspects of Business Architecture from top to bottom and side to side.

Learning Objectives

  • Understand what a 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 market, 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 the introduction of breakthrough digital technologies and digitalized processes

Course Outline

Why Business Architecture?

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

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 readiness?

Value Chain Identification and Architecture Scoping

  • All value chains or one Line of Business?
  • Cross company Value Chains?

 Workshop: What Value Chains do you have and what’s in scope for Business Architecture?

Marketplace Understanding

  • Business Ecosystem (Market) Analysis: Opportunities and Threats
  • External Stakeholder Context Model
  • Customer Value proposition: Needs, Experience, Mesures and Objectives
  • Business Motivation Model: Ends and Means
  • The Business Model Canvas

Workshop: Who are your stakeholders and what is value for them?

Framing the Strategy for Business Architecture Consumption

  • Consolidating your ‘North Star’ Goals and Objectives
  • Deriving Critical Resource Strategies
  • Establishing Strategic Capability Requirements
  • Choosing your Architecture scenario and plan of attack

Workshop: What are the Critical Requirements for the Architecture?

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?

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?

Business 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?

Alignment to Decisions, Policies and Rules

  • Defining the Decision Structure
  •  Associating Business Rules with Decisions and Business Processes
  • The Decision Questions Hierarchy

 Workshop: What are your critical Decisions and Business Rules?

Business Performance Models

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

 Workshop: What is your Performance Scorecard?

Alignment of Business Architecture with IT Enablement

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

 Alignment with Human Capabilities and Enablement

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

 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?

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
  • Determining Resource Requirements
  • Building  a Roadmap

 Workshop: Which Processes are supported by which Capabilities and what is the scope of your projects.

Sustaining the Architecture through Governance

  • Governance Maturity Checklist
  • Architecture Sustainment – CoE Support

Summary

  • Lessons Learned

Special Features of this Class

  • Consistent with BIZBOK principles
  • This is a pragmatic class with workshops – not a theory based one
  • Be able to convince senior management of the value 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

 

IIBA Accreditation

This course, Business Architecture: Enabling Business Agility and Change, 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).

Who It's For

This course 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 Leaders
  • Business Architects
  • Process Analysts
  • Business Analysts
  • Strategic Planners
  • IT Architects
  • IT and HR Executives
  • Anyone else concerned with designing and sustaining an agile business

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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