1. Open Group Conference
Mike Walker | Chief Architect – Americas East Strategic Practices | Hewlett-Packard
http://www.MikeTheArchitect.com | http://www.TexasAEA.org |

2. 2

3. We are only Beginning
Business Architecture
Journey
3

4. The Market is Finally Ready
for Business Architecture
Business Architecture
4

5. The Market is Finally Ready
for Business Architecture
67%
Business Architecture is
Transforming Enterprise
Architecture
EA Practices
Refocusing
EA Top Priorities are
Business Architecture
Aligning business and IT strategies (25%)
Delivering strategic business and IT value (39%)
Enabling major business transformation (16%)
5
Source: Gartner (2012): Gartner Hype Cycle 2012
80%

6. The Market is Finally Ready
for Business Architecture
There is no Shortage of
Opinions
6
Business Architecture is
Transforming Enterprise
Architecture

7. Standards Body
Analyst
Vendors
Leading Practices
Analysis of industry
Predictions Short and Long Term
7
Source: Mike The Architect: So Many Different Views, So Much Business Architecture Confusion (2014) - http://bit.ly/1cwtMA6
Consulting
Business
Architecture
Practices that can be offered as Services
Mash-up of Capabilities for Problem
Areas
Practices and Tooling
Perspectives based on Automation
Proven Practices
Stable Practices

8. A formal method and a set of descriptions
that distill the business environment and
Business the needs of a business into set of models
Architecture representing business information,
concepts, value and risk that are expressed
through an architectural view of a
business.
8
Source: Mike The Architect: Defining Business Architecture (2013) - http://bit.ly/1aVdAgJ

9. “Vision without
implementation
is hallucination."
– Benjamin
Franklin
9
9

10. Enterprise Architecture
Connects Strategy to Execution
Needs
Defines
Strategy
Enterprise
Architecture
Execution
Refines
10
Drive
Validates
Results

11. Proven Practices
11

12. #1
Distilled Proven
Practices from
Customers
12
#2
How HP Delivers
Business
Architecture

13. World-Class
Practices from
Customers
13
#1

14. It Starts
with You
14
14

15. Capacity to Understand &
Harness Knowledge
15
Source: Mike The Architect: IQ Isn’t Enough. Enterprise Architects Must Balance With EQ Driven Approaches (2011) - http://bit.ly/1n6k5gS

16. Vast amount of EA Orgs
Say Understanding the
People and the
Motivations will
determine your BA
Success
16
Source: Forrester. The State Of Business Architecture And Business Architects In 2013:
http://www.forrester.com/The+State+Of+Business+Architecture+And+Business+Architects+In+2013/fulltext/-/E-RES82821

17. Capacity to Understand &
Harness Knowledge
”Land” Your Ideas Through
Effective Communication
17

18. 18

19. Capacity to Understand &
Harness Knowledge
”Land” Your Ideas Through
Effective Communication
How you engage will
determine your success
19

20. Offer Valuable
Business Services
20
20

21. Example of EA Services
Capability
Advancement
Services
Assurance Services
Provide architecture decisioning,
trade-off analysis or risk management
in an ad-hoc short term engagement.
Creation of a business driven &
standards based architecture . Ensure
that investments are optimal
delivered
Foundational
Services
Simplify the portfolio to reduce
maintenance costs and improve
system reliability.
Concept Analysis
Architecture Consulting
Enterprise Portfolio Management
Competency Advancement
Architecture Design
Organizational Optimization
Architecture Review
EA Automation
Domain Based Architecture
…
Vendor Analysis & Review
•
•
•
Ideation and Trend Identification
Architecture Trade-Off Analysis
Service Offerings
Outcomes
21
Translate business strategies into IT
investment and migration plans.
Architecture
Engagement Services
…
Project Architect Staff Aug
…
Increased resource scale
Augmentation of existing team
Architecture compliance
•
•
Corporate strategy rationalized
into a architecture and program
roadmap
Identification of technology
investments needed
•
•
•
Develop solution arch.
Technology reviews
Rationalized interlocks
•
•
•
Evaluated technologies
Managed architectures & life
cycles
Compliance guidelines and
processes

22. Deliver Business
Architecture
Effectively
22

23. Embrace Your Fellow
Architects in the “Pit”
Breadth
Enterprise Architects
Domain Architects
Depth
Business Architects
Information Architects
Security Architects
Application Architects
Etc.
Solution Architects
23
More Information: Mike The Architect 2009: IT Architecture Is Not Enterprise Architecture

24. Embrace Your Fellow
Architects in the “Pit”
Your Customers Don’t Care
About Your Artifacts
24

25. Embrace Your Fellow
Architects in the “Pit”
Your Customers Don’t Care
About Your Artifacts
Don’t Let Your Tool Drive You,
You Drive Your Tools…
25

26. “
If all you have is
a hammer,
everything looks
like a nail
“
Abraham Maslow, The Psychology of Science
26
26

27. How HP
Delivers Results
w/ Business
Architecture
27
#1

28. Solve the
Real Problems
w/ the Golden
Circle
What
The things delivered
How
Way business is conducted
Why
Purpose
28
Sources: Mike The Architect (2011): IQ Isn’t Enough. Enterprise Architects Must Balance With EQ Driven Approaches - http://bit.ly/1erjepW
Start with Why (2010): The Golden Circle - http://bit.ly/1cL0ilO

29. Business Architecture
“Purpose-less”
Symptoms
Business Architecture
w/ Context
Purpose &
Root Cause
29
29

30. Business Architecture is a means to an end
NOT the end
30

31. Business Need
Business
Architecture
Information
Architecture
Application
Architecture
Enterprise Architecture
31
Technology
Architecture

32. Business Architecture Framework
Business
Architecture
Information
Architecture
Application
Architecture
Business Rationalization Framework
Business Architecture Method
Content Framework
Competency Framework
32
Technology
Architecture

33. Business Architecture Method
Business Needs
Analysis
Establish Approach
3
Value
Analysis
Deep analysis of business problem
that needs to be solved into a set
of models.
1.1 Establish Context
2.1 Decompose Business Needs
3.1 Value Identification and Profiling
1.2 Business Value Proposition
2.2 Analyze Business Landscape
(Market Analysis)
3.2 Business Capability Profiling
1.3 Identify artifacts & deliverables
2.3 Operating Model Analysis
3.3 Risk Profile
1.4 Identify reference resources
2.4 Business Experience Modeling
3.4 Business Opportunity Valuation
•
•
Service Offering
Understand the nature of the
business need and establish a fit-forpurpose approach.
•
•
•
•
33
Statement of architecture work
Assessed stakeholder
requirements
Defined BA approach (method,
reference models, and supporting
artifacts)
•
Well understood needs of the
business
Full context of the business
landscape
Rationalize business needs
profiling and establish the baseline
business architecture.
Fully valuated opportunity
Current and Future State Business
Architecture
Information Architecture
2
1

34. Why
Business Architecture Content Framework
Motivation Model
When
Business Capability Model
34
Benefits Dependency Network
Value Chain
Functional & Organizational
Capability Map
Portfolio Planning
Roadmaps
Business Model Canvas
Who
How
What
Strategy Maps
Business Transformation Plan

35. Not all Business
Architecture
Starts w/
Strategy
35

36. Not all Business Architecture Starts with Strategy
2
1
Establish Approach
Business Needs
Analysis
3
Strategic
Initiative Based
Tactical or Immediate Need
36
Value
Analysis

37. P&G Business Architecture
anticipate ● transform ● scale
Mark Dorfmueller - dorfmueller.ma@pg.com
Feb 2014

38. GBS is one of the
four pillars of P&G
global
business
units
market
development
organizations
global
business
services
corporate
functions

39. What we stand for:
Transforming the
Way Business
is Done

40. EA Services
Relevant, Practical, Consumable
Benchmarking
Identify Best in Class performers, cost comparisons, key metrics
Business Capability Transformation Engagements
Identify business opportunities, transformations, innovation needs, solutions
Enterprise Architecture Management
EA Master Plans
Architecture Governance
Conceptual, logical, and physical architectures reviews
Solution Architecture
Cross domain solution architectures

41. START BY BUILDING YOUR FRAMEWORK

42. Business Capability Framework Example
1
2
Business Capabilities Service Architecture
Business
Planning
Category
Planning
Strategic
Business
Planning
Steering the
Business
Strategic
Revenue
Management
Operational
Planning
Event Visibility
Global Demand
Foundation
Supply Planning
Process Metrics
Demand
Planning
Reporting
Customer
Planning VMI
Demand
Planning
3
Intelligent Daily
Forecast
Supply Network
Design
4
Process Models
Process Measures
Forecast Accuracy
Productivity

43. IDENTIFY YOUR VALUE STREAMS

44. Idea to Consumer Value Stream
Portfolio
Initiative Mgmt
& Planning
Strategy &
Innovation
Design
Create a faster, simpler
and more agile P&G.
Seamless, real time
information from the
concept to shopper
purchase and back
Go to Market

45. STRATEGIC DESIGN

46. Our Approach
Transform and
Standardize
systems,
processes +
information
Automate to
eliminate nonvalue added
touches
To create an
environment that is
Real-Time.
Accelerate
decision making
via real time
information

47. Capturing Business Value
Digital
Capability
+
Work Process
Transformatio
n
=
Business
Outcome
Value

49. Resources
•
•
•
•
•
•
•
•
•
Business Architecture Defined (2013) - http://bit.ly/1aVdAgJ
Business Architecture Ready for Prime Time (2014) - http://bit.ly/LUQESI
So Many Different Views, So Much Business Architecture Confusion (2014) http://bit.ly/1cwtMA6
IT Architecture Is Not Enterprise Architecture (2009)– http://bit.ly/1gEsevh
IQ Isn’t Enough. Enterprise Architects Must Balance With EQ Driven Approaches (2011) http://bit.ly/1erjepW
Start with Why (2010): The Golden Circle - http://bit.ly/1cL0ilO
Australian And New Zealand Architects Surveyed On Business Architecture (2013) http://bit.ly/Mcy8Gv
A&G Magazine: Business Architecture Best Practices (2013) – Part 1 http://bit.ly/1fZ91j3
Part 2 http://bit.ly/1aVfKwK
CIO’s Must Make EA’s a First Class Citizen (2011) - http://bit.ly/1g7vYmq
More Information: http://www.MikeTheArchitect.com
49