We apply business architecture to align IT strategy to our Scaled Agile Framework (SAFe®) Portfolio. The business architecture blueprint helps in strategizing initiatives, investments, and goals. We call the enterprise level architecture runway architecture or identify value stream solution frameworks. The sizes of these undertakings are architecturally and operationally epic as well as business and technology transformative in nature. In this way we plan work that lands in the backlogs of scrum teams and is integrated in implementation iterations. Well, let me say that we’re giving this a go now.
We also apply business architecture blueprints and strengthen blueprint adoption by consulting on business outcome statement development. By presenting business outcome statements and working throughout implementation and then in retrospectives and in executive reports to indicate progress on business outcomes continuously affirms the blueprints of business architecture in conversations. This helps technology staff to make business architecture blueprints actionable, makes them part of strategy delivery and keeps our focus on strategy even in delivery of tactical or operational efforts that support strategic initiatives. An example of this would be to improve productivity of the throughput of an organization or its resourcefulness along with providing the technology to do so.
Business Architecture needs to fit its deliverables in to complement and enhance agile practices until and unless it is able to take center stage in increasing the value of them. We can help the business and its technologists by illuminating the business blueprints to navigate our architectures and increase agility by mapping the ubiquitous language in their landscape. We’re going to organically grow business architecture and I hope to legitimize and socialize it to our agile-thinking culture.
At HealthTrust Purchasing Group Laura Ludwick is a Sr. Strategic Business Solutions Consultant and fulfills the role of an Enterprise Business Architect in the IT Enterprise Architecture program. We implemented our practice nine months ago.
Our enterprise architecture program reports through a Chief Enterprise Architect to the VP IT Strategy, who reports to our HealthTrust CIO. The HealthTrust CIO reports to the HCA IT&S CIO.
If business architecture were fully mature within our organization it would enable technology to deliver the right economics and the best solution efficacy of platform, security and function. We would have quarterly executive steering meetings that featured heat mapped capabilities and value stream mapped value delivery plans. Our user stories would frame business outcomes in clear statements that expressed strategic direction and simply stated measurements for success.
When we discussed a particular strategy, capability, information concept, or value stream – we would have common understanding. We would have Covey’s speed of trust. We would have engagement of upper management to support the technology programs and integrated enterprise architecture, IT and business strategies would deliver more value to the organization.