Iasa Topic of the month: Business Architecture
Each month Iasa will cover a new trending topic via eSummits (virtual conferences), interviews, articles and guest blog appearances.
For the month of January we chose Business Architecture.
Business Architecture defines the structure of the enterprise in terms of its governance structure, business processes, and business information. In defining the structure of the enterprise, business architecture considers customers, finances, and the ever-changing market to align strategic goals and objectives with decisions regarding products and services; partners and suppliers; organization; capabilities; and key initiatives.
Below are the eSummit presentations, interviews, and blog posts released this month. This will help put you on the path to become a business architecture master.
February Topic: Internet of Things
February’s topic will discuss the Internet of Things and will be held on February 17th. With great presenters like Brian Loomis, Peter Klement, Suresh Babu, Subhash Chowdary and more, you don’t want to miss it! Register for free at our eSummit page!
Business Architecture eSummit Presentations
Business Architecture: From Startup to Sustainability
By Jeff Scott
Launching a business architecture program is challenging. Culture, politics, and even our own thinking present enormous challenges. Our stakeholders don’t understand the benefits and focus more on quick wins. If we are starting from IT it is even harder. Sustaining a business architecture program is even tougher. Will yours be here ten years from now? How about next month? Often the approaches we take to establish architecture credibility are the very things that inhibit longer-term success. To be viable over the long run, architects must move beyond their initial startup approaches and design an operating model that will carry them into the future, creating higher levels of influence and impact. This requires giving up cherished beliefs about architecture, our role as architects, and how organizations work.
- The four common inhibitors to architecture success
- The five steps to creating sustainability
- Sustainability best practices
Mastering Responsibility: Leadership and the Business Enterprise Architect
By Christopher Avery
Let’s bring the technical, business, process, and people aspects of your work together where you, the business enterprise architect, integrate them-in your mind and action. We’ll look at two substantial ideas, that you have more personal power and ability than you usually give yourself credit for, and, that leadership is innate and you can effectively exercise and develop it yourself.
True leadership is not status but responsibility-demonstrating responsibility for something larger than you and mobilizing resources around it. In this presentation you will learn how responsibility works in the minds of every human being-how good, smart and ambitious people take it; and how we avoid it. You will learn to apply The Responsibility Process and the Three Keys to Responsibility to break through tough problems, face any challenge, and overcome obstacles. With this brief introduction you can immediately begin to lead yourself and others to greater degrees of freedom, choice, and power in order to produce results that matter.
Using Business Architecture to Drive Improvements in DevOps
By Tom Lerch
As organizations adopt Agile and DevOps, they need a strategy to identify and improve the critical capabilities necessary to deliver value under these new operating models. In this presentation, Tom Lerch of T-Mobile will outline how T-Mobile is using Business Architecture to guide T-Mobile’s progress towards a new IT operating model they describe as “Un-carrier DeliveryTM.” During this presentation you will learn how to develop your Business Capability Model, how to identify critical areas for improvement and how to leverage the discipline of Product Management to drive the improvements. You will see some representative artifacts including the T-Mobile Capability Investment Heat Map, Capability Road Maps and also learn how T-Mobile is using the “Capability Manager” role to better manage the underlying Capabilities of IT.
Establishing a Successful Business Architecture Practice
By Whynde Kuehn
Business architecture is becoming a critical discipline for bridging the gap between strategy and execution. As a result, many organizations are establishing their own internal business architecture practices. For some, this can be a long and turbulent journey. Based on extensive real world experience, this webinar will provide a practical perspective on what to do – and what not to do – to establish and mature a business architecture practice as quickly and effectively as possible. This presentation is beneficial for anyone who is just starting to establish a business architecture practice or for those who are already on the journey.
The key takeaways include:
- How to articulate the value of business architecture within an organization
- The components of a business architecture practice and key considerations for each
- A roadmap for establishing and maturing a business architecture practice
- Top recommendations for success
SPICE Factors for Business Transformation
By Arsalan Kahn
All organizations are a unique blend of people, business processes, products, services & technologies. If any of these areas are ignored or not given enough attention then true business transformation is just a pipe dream.
In order to have a holistic understanding of your organization and its broader role beyond the organizational boundaries, there are 5 factors that come into play for business transformation efforts. These 5 factors are Strategies, Politics, Culture, Innovation and Execution or the SPICE Factors.
In this webinar, learn how each SPICE factor can affect your organization’s people, business processes, products, services & technologies
Business Architecture: Mapping the Business Ecosystem
By William Ulrich
Understanding the scope of the business ecosystem is critical to understanding the scope of business architecture. The business ecosystem is defined as “one or more legal entities, in whole or in part, that exist as an integrated community of individuals and assets, or aggregations thereof, interacting as a cohesive whole towards a common mission or purpose.” This session will discuss how to scope a business ecosystem and map the ecosystem accordingly. The discussion will include mapping business ecosystems using a foundational perspective of capability, value stream, information and organization maps. Participants will then see how to leverage these business ecosystem perspectives to enable and enhance business strategy realization and various business transformation scenarios.
Modelling Business Architecture from an Enterprise Ontology
By Terry Roach
The field of Business Architecture is an emerging practice, still somewhat controversial with bit of a land-grab underway to claim ownership of its body of knowledge. The jury is out on what exactly it is and how you do it, but it seems to be commonly accepted that in one way or another a Business Architecture is a blueprint – an abstract conceptual model of an enterprise. The points of difference are about what the blueprint contains, what dimensions or abstractions it has and which views/viewpoints/diagrams (artefacts?) are relevant. 30 years since Zachmann, and the Enterprise Architecture community is still arguing about such things.
Business Architecture: Upwards, Sideways, Backwards, Down
By Tom Graves
Business-architecture – what is it? Well, there’s a fair bit more to it than just ‘anything not-IT that might affect IT’; there’s a fair bit more to it than just business models and value-propositions, too. Instead, it’s literally ‘the architecture of the business of the business’ – with all that that implies for software-development, process-design, digital-transformation and much, much more.
This lively session will explore what really goes on in a business-architecture, and what we need to do to make it work in practice. We’ll look upward, to the big-picture of the overall shared-enterprise. We’ll look sideways, at governance and so-called ‘two-speed architecture’, and at values and value-flow. We’ll look downward, at implementation, and how service-oriented approaches can make design and change a whole lot easier to manage. And we’ll also look at what goes wrong, with architectures that are so back-to-front that it’s amazing they can work at all – and yet that are the norm for too many present-day business-designs. You’ll learn a lot in this session, but we hope you’ll laugh a lot too – come and join us!
Business Capability Modelling and BPM/SOA
By Glenn Smyth
Most organisations’ existing technology environment is brittle, resistant to change and exhibits many other undesirable characteristics that together, result in the organisation being inherently fragile. Given there are no technology blockers preventing the design and implementation of a materially more agile organisation, not beginning this transition is a risky strategy.