Applying Enterprise Business Architecture

I. Business Architecture Organizational Maturity & Roles
Organizational and individual expectations will be set for the workshop. The roles and competencies relevant to the business architecture activities will be discussed. Is your organization ready to support the effort?

• What to expect
• Enterprise support
• Business Architecture Maturity Levels
• Business Architecture Capabilities
• Business Analyst and Architect Synergy
• What Do Architects Do
• More Advanced Competencies
• Activity: Competency Assessment

II. Understand the Enterprise & Business Architecture Key Concepts
The value proposition for building a business architecture and industry best practices will be introduced. This information can also be used to sell the business architecture concept to the enterprise.

• The Shift: Strategic to Tactical
• Part of the Enterprise Architecture
• Benefits of Aligning Architectures
• What is Business Architecture
• Capture the Knowledge in Blueprints
• Build Relationship Maps for Decision Making
• Outcome Driven Business Architecture
• Why Have a Business Architecture?
• Activities: Tactical or Strategic, Selling the Business Architecture

III. Bodies of Knowledge and Frameworks
There are many frameworks that exist that can provide guidance for building the business architecture. But what is out there, what are the benefits and challenges of each and how do I know which combination is right for me? We will provide you with guidance to help you make that decision.

• Frameworks Overview
• Zachman Framework
• TOGAF®
• DODAF
• FEA
• Relevant Bodies of Knowledge
• BABOK®
• BIZBOK®
• Activity: Which Framework to Apply

IV. Common Architectural Building Blocks
There are some common elements to business architectures regardless of the framework that should be considered. We will step through those elements or building blocks.

• Architecture Requirements
• Architecture Boundaries
• Applying the Context Diagram and Solution Views
• Architecture Structure
• Which Components, Relationships and Views
• Modeling Hints and Tips
• Notations and Modeling Languages
• BIZBOK®
• Activities: Stakeholder Views, Building Blocks Reality Check, Name Two Quiz

V. Set the Stage: Understand the Business
Understanding the business is critical to the business architecture’s success. This needed business information can be presented in different ways. We will look at a few of the most common ways this information is or can be captured and used to build your business architecture.

• Needed Inputs to the Business Architecture
• Business Model Canvas and Benefits of Asking Business Model Questions
• Strategy and Benefits of Asking Strategy Questions
• Balanced Scorecard
• Business Operating Model
• Identifying Business Scenarios
• Assess Maturity and Capabilities
• Activities: Applying Business Model & Business Operating Model, True or False Quiz

VI. Create a Roadmap
There is a general approach to creating a business architecture that we will logically step through, but many elements should still be considered to tailor the approach. We will look at both so you can develop your own roadmap to success.

• Architecture Development
• Define Boundaries and Analyze Stakeholders
• Select Components, Frameworks and Notations
• Identify Elicitation, Analysis Techniques and Tools
• Why Approaches Vary
• Create a Business Case
• Present to Management
• Presenting Complex Content
• Activities: Agenda for Future State Model, Challenge Scenario, Prepare for Building

VII. Build the Knowledgebase

• Leverage What You Have – Existing Assets
• Adding More Models and Maps
• Organizational Model
• Functional Decomposition Model
• Swim Lane and Value Streams
• Business Capabilities and Services
• Relationship and Alignment Maps
• Activities: List Business Capabilities, Which Maps, Pick One Quiz

VIII. Use the Business Architecture

• Business Architecture Engagement Model
• Sell to the Enterprise
• Adoption Assessment and Organizational Acceptance
• Get Others to Leverage the Business Architecture
• Quickly Build Trust with Stakeholders
• Be an Advisor, Find Opportunities
• Connect to Tactical Projects
• Reusing Organizational Assets
• Activities: Reuse Examples, Lessons Learned