7 steps

to
business
architecture

A Value Based Approach

for Greater Success

by Mark McGregor

sponsored by
Executive Summary
For some, the term “Business Architecture” (BA) is seen as a play on words,
often interchanged with the more general term of “Enterprise Architecture”
(EA). Traditionally, EA has been viewed as an IT-centric view of the business.
This is not the right way to view or define Business Architecture - it is far more
powerful than that. Progressive organizations now realize that the true value
lies when business takes a lead role in such initiatives. Organizations whose
business users collaborate closely with the IT organization to blueprint their
environment in support of the business objectives - and understand the impact
on the company’s bottom line - will be poised to deliver meaningful value to
the organization.

Business Architecture is a key decision tool for organizations and could be

thought of in a similar way as GPS systems - being a “Navigation System for
Business”. It allows static blueprints to be transformed into dynamic models
for greater insight than ever before. With business managers in the driver’s
seat, different questions will be asked from the traditionally technical ones
normally associated with EA. In order to support these questions a different
approach to tools and solutions will be required.

The need for Business Architecture is obvious: the growing complexity of

organizations (both large and small) through various activities such as mergers
and acquisitions; “rightsizing” efforts; adherence to regulatory actions etc.
This results in enterprises trying to find meaningful opportunities to become
stronger, more efficient, more effective and more agile. This is the value that
Business Architecture brings to the table.

Business Architecture will help you answer questions like: “What processes
are not supporting my corporate objectives?”, “Am I paying too much support
on systems I don’t need?”, “What will be the impact of relocating or closing
an office”? These and potentially thousands of questions like these become
possible, with answers, with a good Business Architecture in place.

In addition, Business Architecture is becoming increasingly important to assist

in dealing with issues around governance, risk and compliance. From a
management perspective, the ability to be able to trace and audit what is going
on in your organization is crucial.

Ultimately having a good Business Architecture in place allows for smart

decision making. It enables your organization to use knowledge effectively in
order to react to business needs (revenue generating, cost cutting, enhancing
customer experience, etc.) and will allow you to respond to emerging
opportunities thus allowing you to compete more effectively.
Introducing the 7 Steps
The purpose of the 7 Step approach presented here is to ensure that visible value
is driven out of the process at every stage. This will help to ensure the survivability
of your Business Architecture initiative. It is not suggested that these are “the”
steps, just that they are a logical set of steps that when executed together will
enable you to deliver on the value and promise of Business Architecture.

7 Change & Complete

7 Steps to
Business 6 Control & Comply

Architecture
5 Customers & Coordination

4 Collaborate & Consume

3 Connect & Communicate

2 Capture & Collate

1 Create & Culture

By focusing on the values, rather than tools and technology, it will be easier to get
engagement with business managers. Each of the steps are designed to address
a particular general business need. It may be that while looking at each stage you
choose to customize and add your own focus. If you do, then please ensure you
talk to the problem/opportunity agenda of your line of business managers.

Although the project may be carried out by staff from the IT department, it is
vital that they stay focused and engaged on business needs and avoid being
sidetracked into technology. From step 2 onwards, you will see that technology
will be required to store and report on the information, but the emphasis is on
storage and reporting, not on applications or technology (e.g., BPMS).
By demonstrating value across the early stages of your project, you may find that
the project moves from a “push” into the business to a “pull” from the business -
we all like to be associated with success!

Going through the steps, be wary of allowing the team to be pulled too wide too
quickly. By “shouting” about successes at every step, you will be providing people
with something they are not used to - timely and appropriate information - the key
to any organizations’ continued success.

As you will discover, each step leads you in an easy and logical manner, toward
achieving a usable Business Architecture that can evolve and grow with your
operational needs.
Step 1
Create & Culture
Many architecture initiatives have failed to
deliver on the grandiose benefits promised by 
some. These less successful projects come
from looking at things from a pure technology
!
&#
" "&
perspective, or in some cases teams appear   

  %

to have tried to “boil the ocean”. Step 1 of  % 

%  

this process seeks to ensure that your initiative

  " #!!! 
becomes one of the success stories, by " "& "$! #"# 

providing the right grounding.



Successful projects understand and focus 

their efforts on solving the business problems 

that their organizations face. You can achieve


this by identifying and studying annual reports,
CXO strategy documents and management
objectives as well as listening to line managers
(" #"  "
and executives. This allows you to stay '"
  
focused on solving the real problems that the
business has - as opposed to the problems 
you may think they have!

Additionally, success depends on understanding your organization’s appetite for

change. Once you understand this you can select the appropriate change strategy.
All too often when reading books or taking advice we forget to understand the culture
of our own organization. What is the point in planning for a 2-year project in a culture
that demands “quick wins”, or simply aiming at quick wins at the expense of long term
benefit? It is crucial to understand how to balance these two objectives in a way that
gives maximum benefit at both levels, in a coordinated fashion.

With the inputs and understanding gained, we can now start to create the deliverables
for this step. Perhaps the most important will be the benefits realization plan. This will
illustrate to the business how we will deliver, measure and track the promised value
of our initiative. Then we need a communication plan that will help us to promote
the benefits across the organization and talks to the various agendas. Finally, we will
deliver our project plan.

Business Value: Agreed consensus on why we are undertaking the project and the
benefits that will be derived from the initiative, along with clear costs and time frames.
 Step 2
Capture & Collate
With our objectives agreed, we can start collecting information that already exists.
This is very important as all too often architecture projects start with some sort of
analysis phase, completely ignoring the fact that much of what we might require
already exists in the organization.

In order to make the most use of such data, you should ensure that your project
makes use of a good repository, helping create a single source of truth for the
organization. Billions of dollars are wasted globally every year as a result of people
doing the same work over and over again as a result of the inability to see or access
information that already exists in organizations.

If you are like most organizations, the

chances are much of your business data
  will be held in a combination of Excel®,

" !% Visio® and PowerPoint®. Effective BA tools
will allow you to easily bring in and store
that information (as well as information
from other operational systems). Data you
  %   %
seek should include information about:
  
the processes and procedures you use;
 
the structure of the organization; the

 information or data that is important; details
of the locations where you do business or
geographies of your customers, and some
  details on the applications and technology

$
you use. We do not require detailed
#    technical information, just the high level
business information.

With such a large amount of collected information, you will need a classification
system to sort the information into a more usable form. Depending on your
organization or preference, it might make sense for you to use one of the existing
frameworks for this. If you require something that is industry agnostic, then the
recommendation would be the Zachman Framework - a great classification scheme.
If you prefer industry centric, then something equivalent to the eTOM model for
Telecom companies could make sense. At this level we only use the frameworks as
a guide for classification and collation.

Business Value: A single source of truth will promote common understanding and
save repetition and waste in the future.
Step 3
Connect & Communicate
This step addresses a significant issue in   
business - how to link different functional
groups within the business. It connects
%

different initiatives within those areas and
"
#

enables greater reuse. People often talk about &
"&
$
Business/IT alignment - we suggest this is
flawed. Instead we need to integrate them! $"$(
!

There is no such thing as IT projects, just

business projects enabled by IT, so this step

is all about helping to connect people together
   $'"

 "" & !$
and building communication between them.   

Capturing and managing key business

documents, such as Value Chain Maps,
Balanced Scorecards and Strategy Maps,
helps to identify how projects, processes and
systems address or impact the business.

" 
$
#
Connecting these with the key IT processes (
$
and frameworks we might have such as ITIL
for Service Management or TOGAF for Systems Development ensures that IT
is always connected and using information that is important to the business.
This connection greatly increases the acceptance of IT proposals by the
business - they can understand the reasons for a system and allows IT to
ensure that the systems they create deliver to the real needs of the business.

Connectivity works at two levels. Firstly, it involves linking information about

our processes, organization, data, locations, applications and technologies
together. This linkage is missing in many of the tools people use to support
their architecture initiatives. Secondly, it is also about connecting things within
functional areas. For example we need to connect scorecards with strategy
from a business perspective, while within IT we need to connect service
delivery with systems development. Historically these latter two have used
their own standards and frameworks and duplicated each other’s work.

Once we have all the information centrally stored and located then it is available
to all who need access. Our role is then to communicate that information to all
those who need it in order to aid their understanding of how what they work on
connects to what others work on.

Business Value: Having everyone in the business and IT groups singing using
the same language avoids misunderstanding and reduces potential failures.
 Step 4
Collaborate & Consume
Having stored, connected and communicated information in our data store
for sharing, we now go further and use the information in ways that enables
people within the organization to collaborate. Organizations around the globe
are seeking smarter ways of enabling people within and across departments,
functions and teams to work together. As a part of our Business Architecture
initiative, we are helping deliver on that need.

In the previous step, we talked of communication -

this was about telling people what information was
 available. Here we are talking about consumption of

information - getting them to use it. The distinction
is important as it has been a point of failure for

 architecture initiatives in the past. There is no point
 
in collecting, collating and communicating if people
do not make use of what is available.

 
  

In order to aid this consumption we need to think
 
differently about how we serve up the information.
We need to ensure that we are able to provide the
information people might want, in the format they
want it and at the time they want it. In this respect
we are the servants and they are the masters.
If they want information via the Web or a portal,
this is what we provide. If they want the data
“pushed” to their iPad® or Smartphone®, then we
do this too. We should always remember it is their
information - we are simply helping to look after it
and to help them join the dots.

It is worth stating at this point that our perception of the Business Architecture
function is that it is there to assist and support, not to govern or mandate.
This may be one of the biggest differences when compared to traditional
architectural approaches, where “architects” specify solutions. In this model,
architects are just another group of users who consume and contribute to the
information.

Business Value: Ensures everyone is playing on the same team and

contributing to the corporate knowledge base.
Step 5
Customers & Coordination

Sometimes when working on architecture

initiatives we forget what business is about -
winning and retaining customers who spend
in ways that are profitable for our organization. 
If we don’t do this then we have no business.  
So the reality is that a key purpose of our
Business Architecture has to be to help deliver
and support those customers.


There are many ways in which we can help 

this. Not least is to assist the organization  
with those joined up processes we discussed
in Step 3 and by making it easy for staff to
work together as seen in Step 4. Enabling
the organization to bring the full power of
the combination of people, process and
technology to bear on the customer massively
increases our chances of success. That success is both at the architecture,
where we can be seen to be delivering real value and at the business level.

At this step, we change from being passive with data to being active with
information. We can identify overlaps across processes and data that when
removed will improve organizational ability. We can also assist business
managers to identify new and different ways of working and support them in
their ever-changing needs.

You will have a unique ability, through your knowledge at this stage, to enable
far greater coordination among project teams, business users and staff than is
likely to have occurred before.

The value and importance of this step can never be overstated. A quick look
around the globe at highly successful organizations reveals that all succeed as
a result of great coordination between their staff, customers and suppliers
and a strong focus on understanding and delivering value to their customers.
The value of having people, process and technology aligned may be more
valuable in the long-term to an organization than any single innovation or
product offering.

Business Value: When all parts of our organization work in harmony, then we
generate happier customers, who stay longer and spend more.
 Step 6
Control & Comply
Often Governance, Risk and Compliance (GRC) is seen as a check-the-box
exercise, whereas it is key to keeping you in business and your executives
out of jail! These are the two things that rank highest on most executive
agendas. Of course it can also contribute considerable overhead in the
running of your business.

Much overhead comes about because GRC

initiatives frequently run as separate projects
OPEN
FOR BUSI
NESS
with separate teams working on different
information. This may get you through an initial


 



audit, but does not ensure that what happens
within your organization is in line with what the
GRC folks think they have captured. Very often
GRC is looked at it purely in terms of financial
   
perspectives. In reality, it is an operational
 
issue, that when done right will automatically
   
address many of the financial issues.


By following the steps thus far and having

all your processes, policies, procedures,
organizational and data information in the same
place, it makes it easier for operational managers

 

to lead their people and ensure consistency
in how work gets done. By having users of
process/data etc. and the operational managers working on the information in
your repository ensures that if things break or need changes then they will inform
you. (As an example if you can’t book your vacation because a process is broken
how long will it take before you tell someone about it)!

Having your auditors use your data for compliance and regulatory purposes,
acts both as a sanity check for what you do and how you do it. It also helps
executives ensure that their “stay-out-of-jail card” will work.

We have touched on reduced costs in earlier steps, but here we are looking at
the reduced cost of compliance and audit. In one case we are familiar with the
client reported an audit saving of $2,000 per process, and a reduction in audit
time of 33%.

Business Value: Greater consistency and compliance with significantly

reduced costs.
Step 7
Change & Compete
Ultimately the only reason to take & %&*
)!'(
the time and put in the effort is so
that you can ask smarter questions
and get smarter answers.
Business Architecture will provide )#
+)*"'&)
you with a decision support system *",
that understands the complexity of
your organization. All too often when
making one change you risk breaking
    
many other parts.
     
Your ability to sense and respond to  






















changes in your customer or market 



























   






behavior is vital. With organizations of 

 





 




#
&)-()











all sizes entering new markets and new








('*",

 


 











 

 
geographies there is no such thing as










 





























business as usual.
























 




















































The “Wheel of Change” is a simple tool





























designed to provide you with examples !$
'
!& 

of the categories of questions you are
likely to need answers to. As you can see it only has 4 rings, each of which
rotate, but still these 4 generate over 1,250 categories, each of which will
contain many questions. Sometimes it is not possible to simplify, sometimes
we just have to accept that things are complex and that what we need are
systems to help us with that complexity.

Use the wheel to help guide you through your own path. The important thing
here is to make sure that the repository, upon which you will rely for your
answers needs to be robust, properly populated, well maintained and available
to all. A good tool should provide you with all the things you need.

The right tool will also enable you to see your information presented graphically,
either via dashboards or reports, in the way that suits your business need best.
Good Business Architecture, just like good Enterprise Architecture is a
process. Consider one cycle round these steps is akin to taking one flight
of stairs - the number of flights you need to take depends on how high your
business wants to climb and how much you can prove the value of each flight.
 Conclusion
Business-driven, Business-owned and Business-led - these will be the
“Although you may difference between initiatives that fail and those that succeed. Success with
not need to buy Business Architecture results not just in the obvious bottom line results, but will
provide your IT teams with more accurate requirements and a greater insight
tooling on Day 1,
into how best they can support the organization.
understanding what
tools you will use We don’t talk of bridging the gap between “Sales & Accounts” or between
early in your cycle will “Marketing and Production”, instead each understands that they have to play
certainly save you a their part in the overall achievement of the organizations goals and objectives.
So it should be with IT, instead of trying to run the business or tell the
lot of pain later.”
business how to run, they need to stay focused on how they can help and
support the business.

Business Architecture is the “glue” that links the pieces together as a

coherent whole. It is the approach by which you can step forward and deliver
the Navigation System for Business, enabling your business to ask smart
questions and get intelligent answers. Ultimately, your success hinges upon
your ability to serve your customers better than the next company; this is only
achievable if everything and everyone in your organization pulls together in the
same direction.

Although you may not need to buy tooling on Day 1, understanding what tools
you will use early in your cycle will certainly save you a lot of pain later.

About The Author

Mark has worked in the IT Industry for over 30 years, he has held executive positions
with a number of software vendors. Well known for his ability to help companies
bridge the gap between business and IT, more recently he has focused helping
business understand how to maximize the value of process programs, from both a
people and systems perspective.

Mark has authored five books “People-Centric Process Management”, “In Search of
BPM Excellence”, “Thrive! How to Succeed in The Age of The Customer”, “Winning
With Enterprise Process Management” and “Extreme Competition” (Contributor).
The range and depth of his experience lead him to be sought after for speaking,
advice and workshops by users, vendors, analysts and conference organizers alike.

Mark can be contacted via [email protected] or www.markmcgregor.com

About the Sponsor
Casewise believes that, in order to be successful, architecture initiatives must deliver true business
value. We recognize that although tools are important to complete a Business Architecture project,
organizations will need more than that - including support from Business and IT Leaders,
a corporate culture ready to embrace change and a collaborative team environment.

Therefore, we are excited to sponsor the 7 Steps to Business Architecture White Paper, as many of
the Author’s words are consistent with our approach.

For over 20 years, Casewise has delivered business value to Clients through process-driven
business transformation initiatives. No matter where you are in your BA maturity, our Professional
Services team coupled with our leading software solutions can assist you.

• Corporate Modeler - Allows you to diagram and build a blueprint of your organization,
visually representing what you do, why you do it, how you do it and what enables it.
• Automodeler - Enables you to quickly and easily import data and maps from the Microsoft
Office® Suite, building models automatically, so you don’t have to re-create the wheel.
• V-Modeler - Provides users the flexibility to continue using Visio®, while contributing to the
central repository in real-time, so knowledge is shared and reusable.
• Corporate Portal - Enables users throughout the organization to continuously contribute
and update to the initiative over the Web.
• Corporate Modeler Intelligence (CMI) - Creates reports and dashboards that provide
your organization with insights to make decisions.
• Corporate Synergy - Allows you to turn manual processes into automated ones by
easily prototyping and deploying workflow applications.

We believe the best way to achieve success is to partner with our Clients and help them
through every step of their business architecture journey - demonstrating success
at every stage.

With a team of passionate experts, and with offices in the United Kingdom,
United States, France, Belgium and Germany - and a network of global
resellers - Casewise provides thought leadership and solutions enabling clients
to achieve stronger strategic planning, better decision making and improved
business efficiencies.

If you’d like to learn more, please visit us at www.casewise.com

Follow us on www.twitter.com/casewise

Copyright Mark McGregor www.markmcgregor.com 2010 – All rights reserved