OBASHI Methodology Introduction

TheAPMG-InternationalOBASHIandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.
OBASHI®isaRegisteredTradeMarkintheUnitedKingdomandothercountries.

Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/10 2/143

 The underpinning philosophy and principles of
OBASHI
 The terminology and thinking behind OBASHI
 The understand and create products of OBASHI
 The lifecycle of an OBASHI project
 The understand and evaluate OBASHI products
based on value from business and IT perspective
Main goal
 Attempt Foundation exam with confidence
 Begin to apply the OBASHI methodology, tailoring it
to your own projects’ needs
Secondary goal
 Benefits and value of OBASHI Methodology

 Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your profession
 Title, function, job responsibilities
 Your familiarity with the
project management
 Your experience with
Enterprise Architecture (e.g. TOGAF)
 Your experience with
ITIL/ITSM/ASL/BiSL/Business-IT alignment
 Your personal session expectations

 Foundation Exam
 Paper based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 50 questions, pass mark is 30 (60%)
 1 hour exam
 No negative points, no “Tricky Questions”
 No pre-requisite for Foundation exam
 Sample, one mock exam is provided to
you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time

OBASHI syllabus section code and title
OBFND01 Introduction
OBFND02 OBASHI and the Business Strategy
OBFND03 Digital Flow
OBFND04 Core Principles
OBFND05 Elements and Layers
OBFND06 OBASHI Rules and Relationships
OBFND07 Techniques and Standards
OBFND08 Mock Exam
Syllabus
Module slide number / total module slides
Slide number /
total slides
Module number
and name
OBASHI
handbook page
OBASHI syllabus
section code
Handbook PageM00 - Course introduction 6/10 6/143

 OBASHI official site - http://www.obashi.co.uk/
 OBASHI official shop - http://www.obashi.co.uk/shop/default.aspx
 OBASHI official community Think - http://think.obashi.co.uk/
 OBASHI LinkedIn - http://www.linkedin.com/company/obashi-ltd.
 OBASHI mind map - https://www.mindmeister.com/357727077/

quizlet.com/44010938/

twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …

1. Introduction to OBASHI
2. Elements and layers
3. B&IT diagrams
4. Relationship rules
5. DAV diagrams
6. Physical vs logical modelling
7. Project lifecycle
M01 - Introduction to OBASHI 2/31 12/143

ReproducedunderlicencefromOBASHILtd.
84OBFND01M01 - Introduction to OBASHI 3/31 13/143

 A methodology for creating a visual
map of a business which shows:
 How a business works
 How a business is supported by IT
assets
 The assets that make it work
 The interdependencies between the
assets
 How data flows around the business.
 How critical IT is for business:
 BC - Business Continuity
 BCP - Business Continuity Planning
 BCM - Business Continuity
Management
 How failure of IT asset can bring down
service delivery:
 DR - Disaster Recovery
 DRP - Disaster Recovery Planning

"Far too often, major investments in new information and
communications technology (ICT) fail to deliver on the benefits
promised...
The OBASHI Methodology addresses directly the key issues
behind the underperformance of ICT enabled business change.
I commend it to you..."
"I believe that everyone trained in any best practice should
become trained in OBASHI"
"There is huge potential for an International Standard (ISO)
being created for OBASHI"
Professor Jim Norton, President - British Computer Society
Colin Bentley, Author of PRINCE2

Methodology Business & IT
(B&IT)
Dataflow Analysis View
(DAV)
A way of
thinking
The „Big Picture”,
show relationships
Join the dots, show
Control Centre
(software)
Design, analyse,
simulate

 Business & IT diagram (B&IT) - six
layered model, showing how the
people, processes and technology of
a business interact:
 Ownership
 Business Process
 Application
 System
 Hardware
 Infrastructure
 Each layer dedicated to different
types of organization assets
 Layers logically divided on 2 groups:
 How business works
 IT assets supporting business
6OBFND01

 Elements - represent the people, process and technology within the
B&IT model
 Many elements may be defined within a layer
 Elements may be associated on or across B&IT diagrams through
defined relationships

Dataflow Analysis View (DAV)
 Superimposed over a B&IT
 Illustrates how IT systems
support the flow of data /
information within and
between business processes
 Facilitates layers from B&IT
diagrams
 Provides clear visualization of
data / information Suppliers
and Providers
 Same as B&IT diagram, easy for
understanding for non-
technical people

 OBASHI provides the “big picture” of how the
business works:
 Enables communications with all levels in the
organization
 Puts people, process and technology in a
business context
 Shows how the business normally achieves its
objectives (Business as Usual)
 Provides a platform for analyzing and simulating
strategic development and speculative
opportunities
 Shows hot the business relies on IT assets
 Shows which information is critical for
successful business process execution
 Provides overview look on key risks related to
business risk and IT
“with clarity and vision,
you can develop and improve.”

 Clear and easy-to-understand diagrams
showing how a business operates:
 Business processes
 Stakeholders
 Data / Information flow
 Supporting assets
 No specialist skills (either technical or
analytical) required to interpret a B&IT
 Provides common understanding among
professionals from all areas of the business
 Provides communication tools for brainstorms
and workshop sessions
 Clarifies business and IT relationship
Clarity
Freedom from ambiguity

OBASHI B&IT diagrams enable an organization
to:
 Identify gaps in the current operating
environment that could impact on the
achievement of future strategic goals
 Can be used to visualize AS-IS, transitional and
TO-BE relationship between business and IT,
before and after a project / programme
 Define the programme of activities required to
transform the organization to its future state
Vision
The Power of anticipation

The clarity and common understanding provided
by B&IT diagrams support change programmes
by facilitating:
 More detailed understanding of IT projects
 Easier planning
 Improved project communication
 Cost saving through better system analysis
 Easier identification of redundant assets
 Clearer communication with third parties
 Clearer communication of Key Risk Indicators
(KRI) for management
Develop
The Enhance the capabilities

 B&IT diagrams provide a mechanism to
support the effective communication and
audit processes within and across an
organization which is essential if a business is
to improve
 With contextual information, can provides
static view on assets e.g.
 Mission critical assets (risk)
 Too costly, but not critical (TCO / TCI)
 Redundant / Duplicated (TCO / TCI)
 Overloaded (low performance)
 Too dependent (risk)
 …
 Example usage of OBASHI are many, due to
elasticity and flexibility of OBASHI B&IT
diagrams
Improve
To become a better business

 1770s:
 mechanization, factories, and
canals
 water
 1830s:
 steam engines, coal, and iron
railways
 steam
 1870s:
 steel and heavy engineering,
telegraphy, refrigeration
 electricity
 1910s:
 oil, mass production, and the
automobile
 oil, components, petrol
16OBFND03

 Understanding the interaction of components:
Maximize output
Maximize investments:
 Maximize ROI
 Maximize ROSI
Maximise profits
Monitor / reduce costs:
 Minimize TCO
 Minimize TCI
Identify / remove redundant components
Identify / mitigate risks
Node A
Node B
Node C
Node D
“IT’s sole reason for being
is to enable… flow of data (information)”

Digital Dynamics
 The study of the transmission and flow of data
between people, process and technology
 Digital Dynamics is the study of Digital Flow
Digital Flow
 The term ascribed to characterize the
dependent relationships between the:
 Flow of data / information
 People associated with the data
 Information technology that supports the data
 Digital Flow is mapped by the OBASHI
methodology through the use of dataflows
Technology
People
Process
20-21, 39OBFND03M01 - Introduction to OBASHI 18/31 28/143

 Dataflows are initiated by a Provider and terminated with a Consumer
Node Node Node
75, G197, G199OBFND07M01 - Introduction to OBASHI 19/31 29/143

1. For flow to exist, the flow of data must have taken place
2. Digital flow has two or more nodes
3. Digital flow can consist of one or more digital flows
4. An interruption in the transmission or flow of data causes an effect
5. A measured value pertaining to a digital flow must be aggregated
from the values of each node comprising that digital flow

What is Principle?
What does Principles do for you?
What does Principles do for your
organization?
Why Principles?

 Core Principles outline the principles on which OBASHI methodology
is base
 The OBASHI Core Principles have their origins in work undertaken in
the UK oil and gas industry during the late 1990s
 Based on practical engineering experience of developing, managing
and analyzing the interdependencies between people, process,
operating equipment and control technology

 Principle #1
 The understanding of the flow of data is fundamental to an
organization’s financial well-being:
 How does the infrastructure support the flow of data around an organisation?
 Who uses / depends on that data throughout the execution of a business
process?
 How valuable is the data?
 What would be the total impact if that data flow were interrupted?

 Principle #2
 Business resources (including people) and IT assets are either
providers or consumers of data, or are the conduit through which
data flows:
 Data is passed between individuals, departments, processes
 The IT infrastructure enables the flow of data

 Principle #3
 Information Technology exists for one reason, namely, to enable the
flow of data between business assets:
 Data in, data out
 Simplify a process
 Streamline a process
 Enable a process to happen
 Not the beginning or end of a process

 Principle #4
 Business risk cannot be fully assessed qualitatively or quantitatively
unless the cause and effects of interruptions to a flow of data, or
changes to any data contained in that flow, have been evaluated
(ask yourself)
Where are we at risk of failure?
How great would the impact be?

 Principle #5
 A data security model cannot be fully assessed unless the cause and
effects of interruptions to a flow of data, or changes to any data, have
been evaluated
(ask yourself)
How does the infrastructure support the Confidentiality,
Integrity and Availability (CIA) of your/company information?

1. An element can represent any business resource or asset, physical or non-
physical
2. An element can only reside in its own OBASHI layer and cannot be resized beyond
the dimensions of that layer
3. An element can be related to any other element
4. Any data type, or classification of data, can be attributed to an element
5. Elements can be related using one or more of the six relationship types
6. The 6 relationship types are Connection, Dependency, Spatial, Set, Layer and
Sequential
7. The relationship types adhere to the OBASHI Relationship rules
8. The OBASHI methodology complies with the Laws of Digital Dynamics
9. Any data type, or classification of data, can be attributed to a Digital Flow of data

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