Overview

Today’s business architects and designers are rising to the challenges of fast change, enhanced business operations and design of the business for continuing agility.

Quick and effective business change means that Business Architects must know the interconnections among business elements so that as the business modelis updated, they can identify what’s impacted and design with deliberate integrity and reuse in mind. To be clear, ‘Agile’ software development, by itself, will not make the business more flexible due to the immense complexity in issues other than software. However, fast software development with an architectural underpinning can enable speed and 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.

A major architectural requirement is to be able to adapt the business operating modeland do so easily. Business Architects must capture and provide the business knowledge to be able to confidently re-configure how work gets done and value gets created. Clarity on business strategy, business capabilities, end to end value streams and business processes, the information tracing across the business, 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.

Without a solid Business Architecture there will certainly be sub-optimization, redundancy and inconsistency across business design and operations with increasing difficulty to change fast later on.

This is a highly participative workshop and will delve into all aspects of Business Architecture, as defined by the Business Architecture Guild’s BIZBOKalong with other established and new methods, leaving the participant with the skills required to make Business Architecture disciplined, repeatable and yet practical.

Special Features of this Class

  • Built on BIZBOK principles and acknowledged Business Architecture Best Practices
  • This is a pragmatic working class with a case study and workshops
  • 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

Learning Objectives

  • Understand what a straight forward and useful Business Architecture looks like
  • Learn how to implement the concepts and practices of the BIZBOK
  • 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 deliver breakthrough digital technologies

Course Outline

Why Business Architecture?

  • Enable Transformation, Disruption and need for Innovation
  • Requirement for Business Agility

Business Architecture and Related Disciplines

  • Zachman, TOGAF
  • BIZBOK
  • The Business Architecture Landscape

Workshop: What is your Architecture maturity and readiness?

Architecture Scoping and Value Chain Identification

  • Whole company or one Value Chain?
  • Intercompany Value Chains?

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

Business Strategy Understanding

  • Business Ecosystem Analysis: Uncertainties, Scenarios, Opportunities and Threats
  • Stakeholder Context Model: Item exchanges
  • Stakeholder Value Proposition: Expectations and Experience Assessment, KPIs and Objectives
  • Business Motivation Model: Ends before Means

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

Framing the Strategy for Business Architecture Consumption

  • Building your ‘North Star’: Goals and Objectives
  • Establishing Strategic Capabilities and Requirements
  • Choosing your Architecture scenario and plan of attack

Workshop: What are the Critical Capabilities and Requirements for the Business  Architecture?

Business Object/Concept Modeling: The Basis for Information, Capability and Process Architecture Models

  • Business Objects
  • Concept Model
  • Business Vocabulary
  • Deriving the Information Model

Workshop: What is your Business Object/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

  • Value Streams and Business Processes: BIZBOK view
  • Stakeholder Journeys and Lifecycle
  • The Skeleton Process Architecture
  • Value Streams and Value Stream Stages
  • Deriving a value-focussed Process Architecture
  • Using Business/Industry Frameworks
  • Examples of real company Architectures

Workshop: What are your Value Streams and End-to-End Processes?

 Alignment to Decisions and Business Rules

  • Policies, Decisions and Business Rules and their architectural alignment
  • The Operational Decision Questions Hierarchy

 Workshop: Articulating critical Decisions and Business Rules?

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?

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 Competencies

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

 Prioritization of Change: Heat Maps

  • Evaluating Process, Information and Capability Value and Performance Gaps
  • Heat Map Grids
  • Pain – Gain Analysis for assessment of Capabilities, information and Processes
  • The Burlton Capability Framework for Resource Change Planning
  • Defining Change Priorities

 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
  • Building the Roadmap

 Workshop: Which Processes and Capabilities are in  scope for projects.

Sustaining the Architecture through Governance

  • Governance Maturity Checklist
  • Architecture Sustainment – CoE Support

Summary

  • Lessons Learned

Who It's For

This workshop 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
  • Business Analysts
  • Process Architects and Analysts
  • Enterprise Architects
  • Change Agents
  • Strategic Planners
  • Business Managers
  • Anyone preparing for Business Architecture certification

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.

Testimonials

"The course was absolutely fantastic. Everyone really enjoyed it. We thought Roger was amazing and we learnt so much from him."

Jacqueline Clayton

Business Architect, Digital Group, Department for Work and Pensions

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