Driving your BA Career: From Business Analyst to Business Architect

| DRIVING YOUR CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 31
Driving your BA Career.
From BA to BA
Final–v2.0.0- August2014
CraigMartin
ChiefArchitect ofEnterpriseArchitects

About e
zero HOURS A DAY
BACK OFFICE
VENDOR ALIGNMENT
MORE THAN 1600 PEOPLE
TRAINED IN ARCHITECTURE
PRACTICES (AND RISING)
12YEARS IN BUSINESS
8GLOBAL OFFICES
1600
MORE THAN 10,000 DAYS OF
ARCHITECTURE SERVICES
DELIVERED LAST YEAR
10,000
oneCOMMON METHOD
20
four
sixOPERATING IN
6 CONTINENTS

Our Services
Servicing the
Strategy and Architecture
needs of
Global Organisations
STRATEGY CONSULTING
• Business Architecture
• Strategic Services & Operating
Model Design:
» Business Services & Capabilities
» IT Services & Capabilities
• Segment Strategies and Roadmaps:
» Customer Experience & Digital
» Enterprise Information
Management
» Big Data Analytics
» Applications
» Cloud & Infrastructure
» Security, Risk & Resilience
» Innovation Management
PRACTICE DEVELOPMENT
• Architecture Service Model Design
• Architecture Operating Model
Design
• Service and Capability Readiness
Assessment
• Professional Training and
Certification (Business Architecture,
Information Management, TOGAF®,
CDMP®, ArchiMate® and Design
Thinking)
• Project Architecture Resources
• Architecture Talent Strategy and
Professional Development
• Architecture Back Office Services

our clients

| DRIVING YOUR BA CAREER – FROM BA TO BA | ENTERPRISE ARCHITECTS © 201 46
K
WHY

Utility
(Foundation)
Innovate
Build
Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages
What's Business About?
The Building Block Analogy
Differentiation

Finding the Right Business Mixes
The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable formulas space
Unresolved
Business
Challenges
Rules of thumb
Robust,
repeatable
and replicable
formulas &
processes
Ultimately all innovative algorithms
will become utility.
* From Roger Martin (2009) The Design of Business

The Right Business Mix Results in Cohesion Which Increases Performance
Companies with a High Level of Cohesion affect EBIT Directly
4%
8%
12%
16%
20%
24%
28%
32%
0 20 40 60 80 100 120
EBITmargin,2003-2007
Capabilities coherence score
Coca-Cola
Wrigley
PepsiCo
Kimberly-Clark
Sara Lee
ConAgra Merck
Unilever
H.J. Heinz
Kraft
General Mills
Clorox
Campbell Soup Company
P&G
*Adapted from “The Coherence Premium” –
Harvard Business Review, June 2010
A coherent organization is one that is
thought of and executed as a whole

The Goal of A Good Business Model is to Create Coherence
• A Coherent Business Model
is one that is synchronised
around:
» its market position,
» its product and service portfolio; and
» its most distinctive strategic capabilities
• All of the above working
together as a system
• To bring coherence to
these components requires
a variety of business skills
and disciplines
Building Cohesion Requires an Understanding of the components, and how to mix them in a manner that is innovative and differentiating
THE ENVIRONMENT
BUSINESS MODEL
Markets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering:
Services/Products
Processes/ Value Chains
Capabilities
Business Service
Functions
Data
Applications
Technology
MARKET
MODEL
OPERATING
MODEL
SERVICE
MODEL

GOAL: Exploitation;
Reliability
Produce consistent,
predictable outcomes
GOAL: Exploration; Validity
Produce outcomes that
meet an objective
Coherency requires a balance of goals and thinking types
The Challenge is identifying the right skills in the organization that are able to traverse the domains of innovative intuitive
thinking, and reliable analytical thinking .
Unresolved
Business
Challenges
Heuristics
Rules of
thumb
Robust, repeatable
and replicable
processes
A reliable system will
produce the same test
results every time
A valid system will
produce a result that is
shown, through the
passage of time, to be
correct
Who is best qualified to operate here?

THE KNOWLEDGE
FUNNEL
Non-core but complex -
Outsource
Innovation, chaos &
unresolved mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little value
to product or services
Very important to success, high value added
to products and services
STRATEGIC IMPORTANCE & VALUE
COMPLEXITYANDDYNAMICS
Complex negotiation,
design, or decision process
Many business rules;
expertise involved
Some business rules
Procedure or simple
algorithm
Non -Core
Competencies
Core Differentiating
Competencies
Everyday, highly
repeatable and
automated
Make repeatable and
reliable to gain
efficiency
Core Competitive
Competencies
Certain Business Disciplines Are Required to Reduce the time to codify
Key disciplines are required to reduce the time taken to move unresolved business challenges into reliable and repeatable processes
Source: Adapted from “Business Process
Change” by Paul Harmon
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Validity- Produce
outcomes
that meet desired
objectives

The Results of Disruption
the commodity space is growing, making the differentiation space more competitive
Non-core but complex
- Outsource
Innovation, chaos &
unresolved mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little value to
product or services
Very important to success, high value added to
products and services
Complex negotiation, design,
or decision process
Many business rules; expertise
involved
Some business rules
Procedure or simple algorithm
Non -Core
Competencies
Competencies
Everyday, highly
repeatable and
automated
Make repeatable and
reliable to gain
efficiency
Core Competitive
Competencies
Non-core but complex -
Outsource
Innovation, chaos
& unresolved
mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little value to
product or services
Very important to success, high value added to
products and services
or decision process
involved
Some business rules
Non -Core Competencies
Competencies
Everyday, highly repeatable
and automated
Make repeatable
and reliable to
gain efficiency
Core Competitive
Competencies
Opportunity
or Threat?

K
WHO?

What we have found in large accounts
Cohesion Mandate
Undefined - Enterprise Planning Ownership
An ownership gap for business architecture exists - Lines of responsibility around coherency
and business architecture, are often unclear
EnterprisePerformance
Capabilities
X-FunctionalCapabilities
FunctionalCapabilities
CONTEXT
Markets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering:
Services/Products
Processes/ Value Chains
Capabilities
Business Service
Functions
Data
Applications
Technology
MARKET
MODEL
OPERATING
MODEL
SERVICE
MODEL
Strategic
Architecture
Mandate –
Business
Ownership
IT
Architecture
Mandate –
IT Ownership
Business
Architecture
Mandate
Undefined

Getting Closer to Business
Business Stakeholders are seeking more value, but are often receiving more complexity
TOGAFBusiness Stakeholder
Relationship Management
Who is best
qualified to own
this space?

Discipline Confusion
Confusion reigns around which disciplines are used for what situations
STRATEGIC
PLAN
MARKETING
PLAN
OPERATIONAL
PLAN
DELIVERY &
EXECUTION
OPERATIONS
Planning Delivering Operating
PORTFOLIO, PROGRAM AND PROJECT
MANAGEMENT
BUSINESS ARCHITECTURE
ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN
BUSINESS PLANNING SOLUTIONS ARCHITECTURE
SOLUTIONS DEVELOPMENT
ENTERPRISE DESIGN
BUSINESS ANALYSIS
Environment analysis / SWOT,
competitor / Business motivation /
Product and portfolio analysis /
Strategic Options
Market analysis and forecasting Model the business / Evaluate and
select strategy / Risk and funding
analysis
Project, portfolio and program
management, solutions delivery
Daily operations, run the business

Discipline Confusion
The confusion and lack of results is often a caused by the breakdown of inter-discipline relationships, and not necessarily internal discipline operating
models
BUSINESS
PLANNING
OPERATIONS
MANAGEMENT
ENTERPRISE
ARCHITECTURE
PORTFOLIO /
PROJECT
MANAGEMENT
SOLUTION
ARCHITECTURE
SOLUTION
DEVELOPMENT
Business Direction
Runs the
Enterprise
Delivers
Structured
Direction
ENTERPRISE
PLANNING
Project Management Governance
Delivers
*Adapted from TOGAF 9.1

Business Architecture and Business Analysis
Which of these disciplines are the most qualified to handle the relationship with the stakeholder?
Context of Work
UnderlyingCompetency
Detail Focus Big Picture
FoundationalAdvanced
Entry
level
BA
Junior
BA
Inter-
mediate
BA
Senior
BA
Advanced
Generalist
BA
Analyst
BizArch
Senior
BizArch
Principal
BizArch
Master
BizArch
Distinguished
BizArch
Business
Analysis
Business
Architecture
Strategic Business
Architect
Principal Business
Architect
Business
Architect

Overlap in BA and BA type roles
Adding Additional Business Domains provides a greater Insight into the different role types
Environ.
Models,
Competitor
Analysis,
Strategic
Diagnosis
Segmentation
Positioning,
Strategy Map,
Decision Trees
Perceptual
mapping,
distribution
channels and
models
Customer
Experience,
Journey Maps,
Learning Maps
Campaign
Models,
Advertising
Messages, Key
Messages
Competitor
Strategy,
Expansion
Strategy,
Innovation
Strategy
Marketing Mix,
Product
Lifecycle
Model, Pricing
and Cash Flow
analysis
Regression
Analysis and
forecasting,
Platform and
Expansion
Plans
Design models,
Value Maps,
Product and
Offering Maps,
Design Models
Product Line
plans
Motivation
Model, Driver
Trees, Systems
Theory
Org. Model
and Structures,
Org. Culture,
Partner and
supplier
models
Change
Models,
Organization
Unit model,
Org. learning
models
Resource
Management
and Scheduling
procedures
Contracts, Time
and Expense
Procedures
Performance,
Business
Structures,
Value Maps
Risk Models,
Growth
Models, Capital
Structure
Models
Performance
Alignment
model, Root
Cause Model
Balanced
Scorecard,
Financial
reporting
Financial
Reporting
Procedures,
EPM
Value Chain,
Value Streams,
Decisions &
Events
Capability
Models
Process Maps
Function
Models
Use Cases
Process Models
Workflows &
Activities
Operating
procedures
Info Mgt
Principles
Info Use
Policies
Meta-Data
Definition
Subject
Classification
Information
Classification
Enterprise Info
Model, Info
Lifecycle
Model, Human
Interface
Model
Custodian
Model,
Integration
View,
Presentation
Models
Security Rules,
BI Reports,
User Interface,
Warehouse
and datamarts
Health
Assessment
Application
Principles
Application
Framework
Current State
Target State
Services
Definitions
Function
Models
Wiring
Diagrams
Activity Views
Patterns
Deployment
Model
Application
Standards
Resource
Estimates?
Class/Module
View
Configuration
Models
Data Principles
Reference Data
Stds
Data
Dictionary,
Data quality
processes
Data Directory
Field Level
Views
Technology
Watch
Health
Assessment
Asset Lifecycle
Technology
Principles
Tech Reference
Model
Current State
Target State
Service
Catalogue
Service
Definition
Mud Maps
(N/W, etc.)
Technology
Standards
CMDB
Management
Contextual
Conceptual
Logical
Physical
Implementation
Market Application Data Technology
Enterprise Architect
Solution Architect
Products &
Services Organizational Performance
Process &
Function Info
Business
Architect
Strategic
Business Architect
Principal
Business Architect
Senior Business Analyst /
Senior Business Architect
Analyst Business Architect
Business Analyst

Overlap in BA and BA type roles
This is where the crowding is. The Bridge Between Business and Technology. Individuals need to differentiate themselves from this space
Environ.
Models,
Competitor
Analysis,
Strategic
Diagnosis
Segmentation
Positioning,
Strategy Map,
Decision Trees
Perceptual
mapping,
distribution
channels and
models
Customer
Experience,
Journey Maps,
Learning Maps
Campaign
Models,
Advertising
Messages, Key
Messages
Competitor
Strategy,
Expansion
Strategy,
Innovation
Strategy
Marketing Mix,
Product
Lifecycle
Model, Pricing
and Cash Flow
analysis
Regression
Analysis and
forecasting,
Platform and
Expansion
Plans
Design models,
Value Maps,
Product and
Offering Maps,
Design Models
Product Line
plans
Motivation
Model, Driver
Trees, Systems
Theory
Org. Model
and Structures,
Org. Culture,
Partner and
supplier
models
Change
Models,
Organization
Unit model,
Org. learning
models
Resource
Management
and Scheduling
procedures
Contracts, Time
and Expense
Procedures
Performance,
Business
Structures,
Value Maps
Risk Models,
Growth
Models, Capital
Structure
Models
Performance
Alignment
model, Root
Cause Model
Balanced
Scorecard,
Financial
reporting
Financial
Reporting
Procedures,
EPM
Value Chain,
Value Streams,
Decisions &
Events
Capability
Models
Process Maps
Function
Models
Use Cases
Process Models
Workflows &
Activities
Operating
procedures
Info Mgt
Principles
Info Use
Policies
Meta-Data
Definition
Subject
Classification
Information
Classification
Enterprise Info
Model, Info
Lifecycle
Model, Human
Interface
Model
Custodian
Model,
Integration
View,
Presentation
Models
Security Rules,
BI Reports,
User Interface,
Warehouse
and datamarts
Health
Assessment
Application
Principles
Application
Framework
Current State
Target State
Services
Definitions
Function
Models
Wiring
Diagrams
Activity Views
Patterns
Deployment
Model
Application
Standards
Resource
Estimates?
Class/Module
View
Configuration
Models
Data Principles
Reference Data
Stds
Data
Dictionary,
Data quality
processes
Data Directory
Field Level
Views
Technology
Watch
Health
Assessment
Asset Lifecycle
Technology
Principles
Tech Reference
Model
Current State
Target State
Service
Catalogue
Service
Definition
Mud Maps
(N/W, etc.)
Technology
Standards
CMDB
Management
Contextual
Conceptual
Logical
Physical
Implementation
Market Application Data Technology
Enterprise Architect
Solution Architect
Products &
Services Organizational Performance
Process &
Function Info
Business
Architect
Strategic
Business Architect
Principal
Business Architect
Senior Business Analyst /
Senior Business Architect
Analyst Business Architect
Business Analyst

Lack of
Opportunity
The Current Business Analysis Career Path Dilutes the true Value
The progression or the business analyst often moves from business understanding to management and delivery type functions
Time
KnowledgeOfBusiness
Entry
Level BA
Junior
BA
Intermediate
BA
Senior
BA
BA Project
Lead
BA Program
Lead
BA Practice
Leader
Business
Relationship
Manager
Principal Business
Architect
Strategic
Business
Architect
Delivering Path
Thought leadership in terms
of the utility layer, standards,
replicating, reliability etc.
Managing Path
of management, delivery,
change and politics
Planning Path
of innovation, business
models and mixes

K
WHAT

Why is there Lack of Opportunity?
• Risk driven
» Activities that produce consistent, predicable outcomes are more likely to attract investment due to lack of risk
• Utility Driven
» Business Analysis as well as business architecture are often seen as utility disciplines that provide the building blocks for the “actual” business
• Delivery Driven
» The business is in a delivery phase and the focus is therefore on delivery of outcomes through projects and programs
• Organization Driven
» Due to organization structures, there is less room at the top and hence less opportunity for those types of individuals.
• Performance Driven
» It is easier to measure the reliability dimension
• Politically Driven
» “In Corporate settings, high level heuristics are generally in the hands of highly paid executives who, out of sheer self interest, are reluctant to share that space and skill”
» There is strong ownership of the business outcomes and hence business is reluctant to relinquish control to what it sees as “outside” the business
• Mandate Driven
» Ultimately all of the above are driven by the mandate
» If the mandate from the business is for improved business performance or market share then the opportunity will exist

Improve project
performance
Improve enterprise wide
investment performance
Improve Business Performance
Improve Market Performance
A
B
VALUE
MANDATE
C
E
Improve Product and & Service
Performance D
Responsibility Depends Upon The Mandate from Business
The EA Mandate - Value Increases when Mandate Increases.
Business Architecture is
seen as a positive
progression away from
IT
Maximize Product Profitability
Maximise Market Share
Maximise Customer Lifetime
Value
…but in fact
business
architecture spans
this entire curve.
Therefore the higher
the mandate, the
higher the value
*Adapted from Ruth Malan, Dana Bredemeyer

How Does the Mandate Affect Business Roles?
There are three areas that we can align to general BABOK language Lets Call this space the
Enterprise Planning
and Performance space
Lets Call this space the
Business Improvement
space
Lets Call this space the
Business Transition
space
Improve project
performance
Improve Market
Performance
A
B
VALUE
MANDATE
C
E
Improve Product and
& Service
Performance
D

What are the Dominant Skills Across the Mandate?
The required Skills will therefore vary across the mandate
Improve project
performance
Improve Market
Performance
A
B
VALUE
MANDATE
C
E
Improve Product and
& Service
Performance
D
Elicitation
Business Analysis
Performance
Recommendation
of Improvements
Enterprise analysis
Determine
business processes
Requirements
analysis mngmnt
and comms
Addressed by
SFIA
Addressed by
SFIA
Lean thinking
Six Sigma
TQM
TOC
Planning and
monitoring
Solution
assessment and
validation
Program and
Portfolio mngmnt
and Governance
Risk mngmnt
Change Mngmnt
Benefit Realisation
Gap in
SFIA
Shareholder Value Analysis
Value Maps and Driver trees
Strategic Planning
Organisation Design
Economics and Accounting
Systems Thinking
Corporate Governance
Quantitative Analysis
Product Strategy
Design Thinking
Enterprise Planning

What might the roles look like across the Mandate?
The true value of each role is reached when they operate within their “sweet spot”
Improve project
performance
Improve Market
Performance
A
B
VALUE
MANDATE
C
E
Improve Product and
& Service
Performance
D
Entry Level BA
Junior BA
Intermediate BA
Senior BA
Principal
Business
Architect
BA Project
Lead
BA Program
Lead
BA Practice
Leader Business
Relationship
Manager
Strategic BA
Distinguished
BizArch
Master
BizArch
Business
Architect
Analyst
BizArch
BABOK does not recognise
a hybrid overlap between
the Business Analyst and
the Business architect
Senior
BizArch

Strategies for Moving up the Curve to Open the Opportunities
Organizational Rhythms: Closer alignment to the planning cycle

‘Enterprise Lifecycle's
2014 © Enterprise Architects PTY LTD
PERORMANCE
TIME
ENTERPRISE
BRAND PLATFORM
BUSINESS MODEL
BUSINESS CAPABILITIES
PRODUCT
Constant change is moving upwards faster
organizations…and architects need to be able to provide the means to enable this change

Provide Structural insight into strategic scenarios
• Strategic option analysis - for a more informed
understanding of the potential impact of each
scenario on the business.
• This helps the business to compare investment
choices and effort before executing

Creation of a Unified Team of cross enterprise disciplines
Change
Manager
Finance
PMO
Business
Improvement
Strategy
Technology
• Combination of People,
Process & technology to
drive out an outcome
through projects

Scenario 1: Business improvement - spawning initiatives from the strategy map
STRATEGIC THEMES
Initiative 5
Initiative 6
STRATEGIC THEMES
Initiative 1
Initiative 2
STRATEGIC THEMES
Initiative 3
Initiative 4
Mandate: Improve enterprise wide
program and portfolio performance
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Initiatives straight from strategy
often results in loss of cohesion

Strategic
Planning
Business
Planning
Portfolio and
Project
Management
Business
Architecture
Solution
Architecture
Solution
Development
Scenario 1: Business improvement - spawning initiatives from the strategy map.
PMO drives the
architecture efforts
Business Analysis

Scenario 2: Business Transition - developing the unified business model
STRATEGIC THEMES
Capability 5
Capability 6
STRATEGIC THEMES
Capability 1
Capability 2
STRATEGIC THEMES
Capability 3
Capability 4
Mandate: Improve Business
Performance
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Creating a single unified business
model helps build cohesion across the
enterprise

Strategic
Planning
Business
Planning
Business
Architecture
Portfolio and
Project
Management
Solution
Architecture
Solution
Development
As business architecture provides more value, its is being positioned above the delivery and execution space
Business Analysis

Injecting Business Architecture into the strategic scenarios will Improve the
Strategic Decisions as well as the execution of that strategy
Mandate: Improve
market performance
Scenario 3: Planning and Performance - defining the
business model for candidate strategic scenarios
Mission Vision VISIONARY
StrategiesGoalsSTRATEGIC
Tactics Objectives TACTICAL
Semi
Integrated
Universal
Bank
Product
Specialist
Customer
Owner
Infrastructur
e Provider

Strategic
Planning
Business
Architecture
Business
Planning
Portfolio and
Project
Management
Solution
Architecture
Solution
Development
Facilitating Business Architecture as a strategic tool in the planning process is where the greatest value lies
Business Analysis

Enterprise Design
Strategic
Planning
Business
Architecture
Service Design
Business
Planning
Portfolio and
Project
Management
Solution
Architecture
Solution
Development
Combining business architecture with design thinking provides a much broader value proposition where customer experience and value is linked directly to the architected components of the
business. In other words the entire enterprise is architected to improve the experience the end customer has with the organization. Outside in as opposed inside out.
Business Analysis

• High maturity organizations
have a clear linkage
between Business
architecture, strategic goals,
and performance
management
• These organizations also
have a feedback loop which
helps measure the progress
towards objectives
• This feedback loop will also
inform the next iteration of
business strategy and
architecture.
Piggy back off enterprise performance management as an onramp for business architecture

Aligning to value
What
value is
created?
How is
value
created?
How is
value
measured?
Senior managers
must have a solid analytical
understanding of which
performance variables drive
the value of the company
An important part of VBM is a deep
understanding of the performance
variables that will actually create the
value of the business – the key value
drivers. Such an understanding is
essential because an organization
cannot act directly on value. It has to
act on things it can influence –
customer satisfaction, cost, capital
expenditures, and so on.
The problem
lies here

Co-Design with your stakeholders
C U S T O M E R P E R S O N A S
S E R V I C E M O D E LE M PAT H Y M A P
V P C A N V A S

• Provide executives with a cohesive,
non-project based view of the
investment spend
• Address Capex and Opex conflicts
• Address duplication of effort across
the portfolio landscape
• Maintain alignment of the ensuing
programs
• Allows business stakeholders to
have a consistent business
focussed view of the project
investment and its status
Support the investment planning cycle and cohesion of programs
Removed

Choose your architecture sponsor carefully since it has a direct effect on the success of the architecture function.
= significant improvement
External consultants, or other individuals with recognized
credibility, strengthen your business case.
Highly placed business executives provide access to
funding and help assert governance over business
architecture. Executives with cross-functional
responsibility will make the best allies for your
architecture efforts
Executive sponsors involved in change are more open to
new initiatives and have access to discretionary funding.
(Source: Info-Tech Research Group; N=43)
48%
50%
40%
60%
64%
94%
77%
76%
70%
69%
0% 50% 100%
External consultant responsible
for business architecture
Most highly-placed executive
Person responsible for change
area
Business architect employed by
the company
Person integrating multiple
departments
Involvement of business sponsors affects
success of the Architecture function
Not involved Involved in sponsorship
If you have a choice of Architecture
sponsors, look for external
consultants, high-placed executives,
or those in charge of change areas.

• Find the heuristic super powers and
use the business architecture
techniques to develop the
algorithms.
• Understanding the heuristics puts
you in a position of strength, since
rewards and status tends to go to
those individuals with the best and
most reliable heuristic.
• Motivation Models, cohesion
planning, cross functional
capabilities, journey maps, learning
maps and value maps are all
techniques to help understand the
heuristic recipe
Improve the speed through the knowledge funnel using business architecture techniques
Unresolved
Business
Challenges
Rules of thumb
Robust,
repeatable
and replicable
formulas &
processes

Moving unresolved business problems into the utility space is a journey across the complexity space that is supported by
both the business architects and business analysts
Software
Automation
Projects
Funds
investment
Widget
assembly
Credit card
approval
Inventory
Management
Outsourcing
Projects
Major re-
design
projects
Six-sigma based
process
improvement
analysts
New Product
design
Deals with other
companies
International
Delivery
On-line
purchasing
ERP based
process
improvement
Complex Processes, not
part of company’s core
competency: Outsource
Complex, dynamic
processes of high value:
undertake business
process improvement
efforts that focus on
people
Straightforward, static
commodity processes:
use automated ERP-Type
applications and / or
outsource
Straightforward, static,
and valuable: automate
to gain efficiency
High
High
Low
Low
Must be done but adds little
value to product or services
Very important to success, high
value added to products and
services
Strategic Importance
ProcessComplexityandDynamics
or decision process
involved
Some business rules
Organization
Heuristics
Principal
Business
Architects
Business
Analysts
Strategic
Business
Architect
Senior
Business
Analysts
*Adapted from “Business Process Change” by Paul
Harmon

Address concerns based architecture through standardisation and simplicity

Mix up the architecture to show its true value

Levelling, levelling, levelling
Level A
Value Chain
Level B
Capabilities
Level C
Core Processes in
cross functional capabilities
Level D
Business Process Flows
Level E
Operational Process Flows
Level F
Detailed Process Flows
Value Chain Objectives Scorecard
Capability Groupings Ownership Services
Core Processes Delivery Units Products
Processes Delivery Teams Systems
Sub Processes Roles System Functions
Detailed Processes Detailed Roles Transactions
x
x
x

33%
61%
0%
50%
100%
Did not use Did use
• Always tie models into existing strategic
planning artifacts
• Mould architecture to current artifacts.
• Document to resonate, explain and
communicate.
• Get to the bottom line. The absence of metrics
outlining the efficiency, effectiveness, and
agility gains of the business analysis and
architecture discipline will drive the business
away.
• Don’t think it’s your job to introduce business
leaders to the practice of modeling - Business
models may not look like EA models, but you
have to find the link between the two
paradigms to achieve business engagement in
target state design
Tie target state models into existing strategic planning materials.
Usage of pre-existing business process
diagrams drives business engagement
%businessengaged (Source: Info-Tech Research Group; N=44)

• Value and differentiation still require
the use of the utility
• Its this utility that must be optimised
through the creation of algorithms
• You need the utility and the algorithms
to help build reliability and
repeatability
• Capital investment is predominantly
directed towards this reliability and
utility area since it is predictable and
manageable
Developing a strong utility layer allows you to leverage reliability to support more innovative initiatives
Utility
(Foundation)
Innovate
Build
Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages

TOGAF, BABOK and BIZBOK
The Tools for the Business Disciplines are Complementary and tend to support the gaps that exist between them
0 1 2 3 4 5
Supporting Techniques for completing the
outputs, workproducts and artefacts
Defined list of outputs, workproducts and
artefacts (Business Domain)
Standardised technique for defining outputs
A method to execute for the Business Domain
A method to execute for the Enterprise
An classification scheme
Competency model for the Business Domain
Practice development for the Business Domain
BABOK v2
BIZBOK 3.0
TOGAF 9.1

TOGAF and the Other Tools
TOGAF is complemented by the other frameworks. In other words the other tools fill in the detail content where TOGAF is light
BIZBOK
Body of
Knowledge
Resources
Framework
“Glue”
Complementary
Methods and
Frameworks

Frameworks and standards
TOGAF is a FRAMEWORK and focusses a lot on structural aspects. It can be seen as the “Glue” that interlinks all aspects of an enterprise
A Method
of
Execution
A
Classification
System
Structure of
Views and
Models

K
HOW

“Architecture Thinking”
MOTIVATION MODEL BUSINESS MODEL
SERVICE MODEL
CAPABILITY MODEL
People
ROADMAP
GOVERNANCE
* Closed feedback
loop to Motivation
Model
Vision
Strategy
Blueprinting
Roadmapping
Governance
Information
Technolog y
Process
Design Thinking: Empathise, Define, Ideate, Prototype, Test
MARKET MODEL
MEANS ASSESSMENT
INFLUENCERS
ASSESSMENT
MEANS ENDS
MACRO
ENVIRONMENT
INDUSTR
Y SCAN
SWOT PERFORMANCE
• Financial
• Customer
• Internal (current)
• Internal (long-term)

A Method of Execution
TOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed content and methods for the
domains
Preliminary
A.
Architecture
Vision
B.
Business
Architecture
C.
Information
Systems
Architectures
F.
Migration
Planning
D.
Technology
Architecture
E.
Opportunities
& Solutions
G.
Implementation
Governance
H.
Architecture
Change
Management
Requirements
Management
• The business “hat” is worn in these phases since it involves the
innovate, mix and assemble activities
• The strength of the business architect in this space is
understanding the context and applying the right tools for that
context
• At this point it is advantageous to introduce the motivation
model, with specific reference focus as to how the customer
experience drives out the outcomes in the motivation model.
• The capability model often does not resonate here - so the
introduction of the underlying resource mix is more effective
e.g.. People, Process and tools
• A First iteration of these phases drives out the key enterprise
differentiation resources required to reach the outcomes
• A Second iteration drives out the products and services model
(4P’s - Product, Place, Price & Promotion) and what cross
functional resources we need to deliver these
• Journey management is a crucial aspect of the business
architect during this phase
• Some limited BABOK and BIZBOK techniques support this area

The Business Architect wears two hats when executing through this method
Preliminary
A.
Architecture
Vision
B.
Business
Architecture
C.
Information
Systems
Architectures
F.
Migration
Planning
D.
Technology
Architecture
E.
Opportunities
& Solutions
G.
Implementation
Governance
H.
Architecture
Change
Management
Requirements
Management
• The business architect wears the architecture “hat”
in these phases since they involve the reliability and
utility activities
• The business architect has to understand architecture
in order to apply it and help the teams downstream
• This space requires more of the traditional
architecture models - the people, process and tools
resources can now be assembled and clustered into
capabilities
• The architecture community is strong in this space but
tends to be weak at requirements management
across the whole process
• Techniques and resources within the BizBok will
support the business architect efforts within these
phases
• There are a number of techniques within the BABOK
that the business analyst will use in supporting the
business architect across these phases

The Business Analyst already has a mature capability around requirements management
Preliminary
A.
Architecture
Vision
B.
Business
Architecture
C.
Information
Systems
Architectures
F.
Migration
Planning
D.
Technology
Architecture
E.
Opportunities
& Solutions
G.
Implementation
Governance
H.
Architecture
Change
Management
Requirements
Management
• The business analyst primary focus is to seek to
understand the business
• The focus of this understanding is more often
delivery and project based
• The business analyst skill supports requirements
elicitation across the whole lifecycle
• This complements the weakness of the
architecture community
• There are a number of mature methods and
techniques within the BABOK that support these
activities

Components
Train for Hard Skills, Coach for Soft Skills
Business Architecture Skills Maturity Curve Illustrative
Baseline Skills
•Modeling Business Context
•Modeling Business Process
•Modeling Business Requirements
•Modeling Business Information
•Using a Business Capability Model
•Use Case Modeling
“Success Differentiators”
•Application of Techniques
•Soft Business Architecture Skills:
oCraft and Implement Strategy
oDrive Collaborative behavior
oLeadership
oDrive Innovation and Optimization
Coach for
Soft Skills
Train for
Hard Skills
Value to
Business
Skills Maturity

Team Structure
• Pragmatist and visionary
» The pragmatist follows the money and works with what he sees
» The visionary follows the vision and works with what he visualizes
• The challenge for the business architect is to deal with
both the analytical stakeholder as well as the intuitive
stakeholder and try create synergy between these two
• Team works well when there is a common vision and a
common purpose
• Mix the team on Myers Briggs scores

Team Profiles
Creating the right mix is crucial for a successful business team
Role Type Temperament &
Personality
Strengths
Business Architect ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better
way, always eyeing new projects, new enterprises, new
processes. Keenly pragmatic, and often become expert at devising
the most effective means to accomplish their ends.
Journey Manager ENTP Rational Inventor Innovative, entrepreneurial spirit, always on the lookout for a better
way, always eyeing new projects, new enterprises, new
processes. Keenly pragmatic, and often become expert at devising
the most effective means to accomplish their ends.
Project Manager ENTJ Rational Field Marshall Give structure and direction, visualize where the organization is
going, communicate that vision to others. Organizational and
coordinating skills
Business Analyst INFJ Idealist Counsellor Understand and use human systems creatively, and are good at
consulting and cooperating with others. vivid imaginations and
poetic imagery and storytelling
Customer Experience ESTP Artisan Promoter Men and women of action, excellent negotiators. Charming,
confident, and popular, Promoters delight their friends and investors
with their endless supply of stories and jokes
IT Architect ISTP Artisan Crafter Masterful operation of tools, equipment, machines, and instruments
of all kinds. Action oriented

Questions?

Driving your BA Career: From Business Analyst to Business Architect

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Driving your BA Career: From Business Analyst to Business Architect

Ähnlich wie Driving your BA Career: From Business Analyst to Business Architect (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Driving your BA Career: From Business Analyst to Business Architect