Dallas Fort Worth Business Architect Network Columbus Brown and Kevin Maunz presented Our mission is to be the premier community in the greater Dallas-Fort Worth area where business architects can come together to share expertise, best practices, and grow professionally. We will accomplish this by hosting events for members to build a strong network with other like-minded professionals, as well as to showcase innovative industry practices and business architecture applications.

1. INAGURAL MEETING
1/18/2018

2. AGENDA
6:00-6:30pm Networking
6:30-6:45pm Kickoff/Introduction
6:45-7:15pm Columbus Brown
“The Value of Business Architecture”
7:15-7:45pm Kevin Maunz
“How Business Architecture & Agile Come Together”
7:45-8:00pm Closing

3. NETWORKING

4. KICKOFF
COLUMBUS BROWN
RACHEL SALVAGIO

5. MISSION
Our mission is to be the premier community in the
greater Dallas-Fort Worth area where business
architects can come together to:
•Share expertise
•Share best practices
•Grow professionally

6. MISSION
We will accomplish this by hosting events for
members to build a strong network with other like-
minded professionals, as well as to showcase
innovative industry practices and business
architecture applications.

7. INTRODUCTION
HAO MA

8. The Value of Business
Architecture
Columbus Brown

9. AGENDA
•We fight change
•Business Challenges
•What is Business Architecture?
•Who is practicing it?
•What does it provide?
•Getting started

10. If you had a time machine…..
And I could show you how to change the course of
World War II………
how much would that be worth to you?
10

11. If I could show you how to change the course of
World War II for less than
$2000
Would you be interested?
11

12. 12
• Sir Frank Whittle, inventor of the
turbojet engine, fought 10 years
of institutional resistance before
his ideas were accepted by the
British military
• During which his patent lapsed in
1935, because he couldn’t afford
a £5 renewal fee ($500-2000 US)
• His ideas were made public and
fell into the hands of the Nazi’s.
• The rest is history…………
We Fight Change

13. 13
Look Familiar?

14. 14
• The Heinkel He 178 was the first
aircraft to fly under turbojet
power in 1939
• The Me 262 was the worlds first fighter
jet. It had great potential in WW II , but
had negligible impact because of its late
introduction to the war theater
Your Competition Fights Change Too

15. If I could show you how to change the course of
World War II for less than
$2000
Would you be interested?
15

16. If I could show you how to change the course of your
business today
Would you be interested?
How much would you be willing to invest?
16

17. 17
What business challenges are you facing today?
•Market
•Competition / New Entrants
•Operations
•Customer Experience & Expectations

18. 66% of HR & IT organizations develop strategic plans
that are not linked to the enterprise strategy
95% of employees in most organizations
do not understand their organizations strategy
Business and IT Leaders are challenged
Source: Robert Kaplan, Harvard Business Review

19. •Unpredictable market, vulnerable business models
•Easy problems have already been solved
•We now are making complex solutions to simple
problems (ie: turning off a light with a phone app.)
•Everything is getting connected to everything
•Natural voice interfaces, internet of things
Business Leader Challenges

20. •Rapidly changing technology & expectations
•Uncoordinated and conflicting business initiatives
•Limited resources
•People, Financial
•Unrealistic project demands
IT Leader Challenges

21. “Most companies have a well defined process for
ordering post-it notes, few have a process for
transforming strategy into execution”
Jeff Scott, Business Innovation Partners
What is the Strategy?

22. • A way to align an organizations strategic intent and measure results.
• Bridges the gap between strategy and execution.
• Business Architecture captures and communicate how an organization:
Creates Delivers Captures Value
What is Business Architecture?

23. 23
Why Business Architecture?
Strategic
Alignment
Capability
Assessments
Business
Models
Executable
Roadmaps
• Clear business models aligned with strategy
• Ways for leaders to identify cross functional
alignment & competitive advantage
• Enterprise view of capability, technology,
organization,& strategy
• Identification of gaps & opportunity priorities
• Common enterprise catalog
• Common understanding of objectives,
initiatives, and impacts
• Roadmaps that consider current state, end
state, gaps and priorities
VALUE PROPOSITION
Enable alignment across business
capabilities, technology, & strategic
initiatives
Reusable models for communication,
understanding impacts, reducing
risks, & measuring success
Roadmaps & recommendations to
successfully execute strategic vision
and maximize return on initiatives

24. Source: BIZBOK® Intro. Fig. 1.1, Pg. 3

25. Source: BIZBOK® Intro. Fig. 1.5, Pg. 10

26. Source: Joanne Dong, Presentation - Business Architecture: History, Known Frameworks, & the Five W’s, BBC Conference2013

27. Who is practicing Business Architecture?

28. What does it provide?
•Alignment with corporate strategy
•Prioritization process for initiatives
•Increased collaboration and employee engagement
Source: Jeff Scott, Blog – Why YOU Need a Business Architecture, Accelare, 2013

29. Organizations
•Individual contributors
•IT Organizations – Enterprise Architecture
•Business Process Management
•Strategy Depts.
How is it organized?

30. Service Models
•Project Support
•Org. Performance
•Business Transformation
•Strategic Development
What services are provided?
Scott, Jeff. “How To: Sell, Launch, and Grow a Successful Business Architecture Practice”, Business Innovation Partners, 2015

31. • Create shared understanding of corporate vocabulary
across the enterprise
• Align business objectives with capability based planning
to inform strategies that require people, process,
technology and information investment
• Drive alignment of business and IT by facilitating rigorous
identification and agile implementation of business
strategy
What do business architects do?

32. • Provide critical input to portfolio optimization and
rationalization and advice on long term business
roadmaps
• Facilitate business decisions that are rational, logical &
defensible…………….
What do business architects do?

33. PPM Software
Communications Leadership
Portfolio Mgmt.
Analysis
TechniquesQuality Assurance
Requirements
Mgmt.
Business SME
PM Techniques
PMBOK
Org. Change Mgmt.
Stakeholder Mgmt.
Tech. Software
Expertise
Application
Lifecycle Mgmt.Tech. Design
Modeling
Design Thinking
Infrastructure
Expertise
Security Expertise
Big Data Design
TechnicalFocusBusiness
Operational Tactical Strategic
Client Mgmt.Project Delivery
Waterfall
Benefits Mgmt.
BIZBOK Agile Product Mgmt.
Traditional IT Skillsets
Adapted from BA Value Offering, Sue Aleman – Slalom Consulting Seattle

34. PPM Software
Communications Leadership
Portfolio Mgmt.
Analysis
TechniquesQuality Assurance
Requirements
Mgmt.
Business SME
PM Techniques
PMBOK
Org. Change Mgmt.
Stakeholder Mgmt.
Tech. Software
Expertise
Application
Lifecycle Mgmt.Tech. Design
Modeling
Design Thinking
Infrastructure
Expertise
Security Expertise
Big Data Design
TechnicalFocusBusiness
Operational Tactical Strategic
Client Mgmt.Project Delivery
Waterfall
Benefits Mgmt.
BIZBOK
Business
Analyst
Project
Manager
Solution
Architect
Agile Product Mgmt.
Traditional IT Roles
Adapted from BA Value Offering, Sue Aleman – Slalom Consulting Seattle

35. PPM Software
Communications Leadership
Portfolio Mgmt.
Analysis
TechniquesQuality Assurance
Requirements
Mgmt.
Business SME
PM Techniques
PMBOK
Org. Change Mgmt.
Stakeholder Mgmt.
Tech. Software
Expertise
Application
Lifecycle Mgmt.Tech. Design
Modeling
Design Thinking
Infrastructure
Expertise
Security Expertise
Big Data Design
TechnicalFocusBusiness
Operational Tactical Strategic
Client Mgmt.Project Delivery
Waterfall
Benefits Mgmt.
BIZBOK
Business
Architect
Agile Product Mgmt.
Business Architecture Skillset

36. BUSINESS
CAPABILITY
TechnicalFocusBusiness
Operational Tactical Strategic
BUSINESS
STRATEGY
GOAL BASED
SOLN. ARCH.
TECH. & BUS.
VISION
TECH. ARCH.
Business
Architect
Aligns Bus.
Strategy,
Capabilities
and
Technology
to achieve
business
objectives
Business Architecture Skillset
Adapted from BA Value Offering, Sue Aleman – Slalom Consulting Seattle

37. 37
• What is keeping your leaders up at night?
• How can Business Architecture improve your business?
• How is Business Architecture happening already at company or with clients?
• What tools and frameworks are already in use?
Getting Started

38. 38
Business Architecture Guild – Bus. Arch. Community & Certification
www.businessarchitectureguild.org
Business Architecture Resources – Benchmark Consulting
https://biz-architect.com/business-architecture/resources/
Getting Started - Resources

39. • Business Architecture Guild – Business Architecture Guild Innovation
Summit on March 20-21, 2018 Reston, VA
http://www.omg.org/events/va-18/special-events/BA-Summit.htm
• DFWBAN Meeting – Next Meeting Q2 2018 TBD
Getting Started – Upcoming Events

40. 40
•It’s ok to evolve and change…….its human to resist
•Strategic execution is an issue at most companies
•Business Architecture is an emerging profession
that adds value to companies by bridging gaps
What did we learn?

41. 41
cbus@cb1492.com
@cb1492
Columbus Brown, MBA
QUESTIONS?

42. INTRODUCTION
HAO MA

43. Agile Business Architecture
- How Business Architecture &
Agile Come Together
Kevin Maunz

44. Agenda
• The agile vs. waterfall dichotomy
• Agile architecture concepts
• Business capability definition and leveling use case
• Lessons learned - recap
• Q & A

45. The agile vs. waterfall dichotomy
Is business architecture agile or waterfall?
Neither; it’s fit-for purpose.
Focus on the questions / concerns being addressed.
• What is it that you are trying to convey?
• Who are you conveying it to?
• What are they going to do with it?

46. Agile architecture concepts
• Limit your scope – small bites that steer and focus the team
• Clearly document the architecture objective – make them
measurable
• Define your work package - fit for purpose
• Limit your work in progress - short iterations with stakeholder
checkpoints
• Good is good enough – perfection is the enemy of good
• Fail / learn fast and adjust – get something captured; iterate and
elaborate to improve

47. BA principles to the agile methodology
Business architecture highlights strategies and objectives to align agile initiatives
Business architecture heat mapping to identify the state of business capabilities to help
make strategic decisions on prioritization
Business architecture provides the ability to visualize and discuss current-state to future-
state changes
Business architecture value streams, value stages, and related capabilities provide
reference to monitor and manage progress
Business architecture ties stakeholders and value outcomes to:
• each agile requirement
• to a value stream
• one or more capabilities,
• and to identify which strategy(ies) and objective(s) each story addresses
 Source: The Business Architecture Guild: Business Architecture and Agile Methodologies white paper

48. Business capability map use case
• Business capability map - definition and leveling
• L1 business capability definition
• L1 business capability analysis and elaboration for L2 capability definition
• L2 business capability analysis and elaboration for L3 capability definition
• L3 business capability analysis and elaboration for L1 business function definition

49. Iteration 1: L1 Business capability definition
Scope: L1 business capability definition
• Sales
Method and technique
• Utilize org charts and business glossary (business
entities) to identify high level concepts that you
derive into L1 capabilities.
• Sales, marketing, etc.
• Utilize industry models
Business capability metadata
• Profile attributes
• Capability name
• Description
• Stratification layer
• Business owner
• Organizational owner
• Value contribution
- Differentiating, Strategic, Essential, Necessity
Lessons learned
• Don’t get caught in the trap of replicating your
organizational structure as a capability map
• Engage the business!
• Good is good enough

50. L1 business capability example

51. Iteration 2: L1 Business capability elaboration
for L2 definition
Scope: L1 business capability elaboration
for L2 definition
• Sales management
Method and technique
• Leverage industry models where applicable
• Leverage business attributes from the information
model to identify lower level concepts – these are
things that are important to the business
Business capability metadata
• Business performance
- Financial impact, financial performance, business /
operational efficiency and effectiveness
• Business risk
• Financial, business (market share) and operational
• Availability - business / operational criticality
• SLA’s and SLO’s
Lessons learned
• Ensure that you have the L1 capability map signed off
by the business owner
• Prioritize the L1 capability leveling / decomposition
effort
• Use the language that is comfortable with the business
• Focus on what the business does

52. L2 business capability example

53. Iteration 3: L2 Business capability elaboration
for L3 definition
Scope: L2 business capability elaboration
for L3 definition
• Lead management
• Account management
• Proposal management
• Sales channel management
• Plan renewal management
• Sales service management
Method and technique
• Leverage conceptual and logical data models to
identify lower level concepts
• Continue to leverage industry models
Business capability metadata
• Performance
– Key performance area, key performance indicator
and metric
• Technology Risk
• Government regulated
• Data retention
• Privacy
• Security
• Recoverability
• Recovery point objective
• Recovery time objective

54. L3 business capability example

55. Iteration 4: L3 Business capability elaboration
for business function definition
Scope: L3 business capability elaboration
for L1 business function definition
• Manage Account Information
Method and technique
• When there are simply too many process to map to
a capability utilize the business function similar to
the APQC process group
• Utilize the APQC classification framework as a
method to identify functions
Business function metadata
• Function name
• Description
• Business owner
• Organizational owner
• Business cycles
• Business performance
– Financial impact, financial performance, business
/ operational efficiency and effectiveness
• Business risk
– Financial, business (market share) and
operational
• Availability - business / operational criticality
– SLA’s and SLO’s

56. L1 Business function and process example

57. Next steps – as needed
Business capability stratification, goal and metric
mapping
Business capability mapping
• Organization mapping
• Information mapping
• Value / Value stream and stage mapping
• Resource mapping – application, business function and process
mapping
Strategy mapping
Investment / initiative Mapping
Product/Service Mapping
Stakeholder Mapping
Policy mapping

58. Lessons learned
• Speed with purpose – ensure that the velocity is directed towards the
delivery of business value
• Communicate and collaborate – this is the foundation for success;
without it your chances are diminished
• Commit and trust to a consistent process – consistency in delivery
will allow you to increase velocity, scale and achieve predicable and
repeatable results; remember that failure is a part of the process it’s
your ability adjust quickly

59. Lessons learned – cont.
• Eliminate ambiguity – ambiguity breeds confusion and confusion
manifests into chaos; this creates storming and churning with little to
no business value outcome
• Personal daily retrospectives – reflect on the day and identify ways
that you can improve your contribution
• Avoid creating new work that avoids the necessary work – this kills
velocity and the ability to deliver and realize business value
• Continuous improvement – promote a culture of measurement that
continually tests the business value, quality, performance, efficiency
and effectiveness of business execution

60. Questions?

61. CLOSING THOUGHTS
COLUMBUS & RACHEL

62. Business Architect Toolkit
62