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Presentation from Imre Hegedus to BA World in Melbourne, June 2011
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Enterprise Architecture
The Business Analysts Roadmap
Imre Hegedus
© Imre Hegedus Consulting 2011
Business Analyst World – MELBOURNE – June 2011
CONSULTING
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© Imre Hegedus Consulting – All Rights Reserved
Presentation Outline
Introduction – roles and perspectives
Enterprise Architecture – Description and Benefits
Working Together
Business Analysts, Enterprise Architects and EA
The EA Practice
Elements and Factors
Maturity
Questions and Discussion
BA World - June 2011 - MELBOURNE
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© Imre Hegedus Consulting – All Rights Reserved
The Enterprise as a “Dynamic System”
Culture
Results
Suppliers Customers
Enterprise
System
Strategy
Structures
Process Technology
People
Values
Suppliers Customers
SupplierPartnership
CustomerRelationship
Value Realisation Value Realisation
Source: Imre Hegedus Consulting
BA World – July 2009 - MELBOURNE
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© Imre Hegedus Consulting – All Rights Reserved
Role of the Business Analyst
“Business Analysis as a term provides a collective umbrella for professionals working in the areas of Commercial, Process, Technical and Systems Analysis.”
www.abaa.org.au
“Reviews, analyses and evaluates business requirements, user needs and functions, using accredited methodologies and supporting software, with the objective of improving business processes and procedures.”
www.youthcentral.vic.gov.au
"A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems. The business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.“
www.iiba.org
BA World – July 2009 - MELBOURNE
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Role of the Enterprise Architect
“Enterprise Architects work with stakeholders, both leadership and subject matter experts, to build a holistic view of the organisation’s strategy, processes, information, and information technology assets. The role of the Enterprise Architect is to take this knowledge and ensure that the business and IT are in alignment.”
www.wikipedia.org
“The role of the architect can be summarised as to: “Understand and interpret requirements Create a useful model Validate, refine, and expand the model Manage the architecture.”
TOGAF v9
”An EA’s role is to translate business requirements into capabilities that can be cost-effectively implemented, predictably managed, and reliably controlled.“
www.zapthink.com
© Imre Hegedus Consulting – All Rights ReservedBA World – July 2009 - MELBOURNE
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© Imre Hegedus Consulting – All Rights Reserved
Business Processes are the common language between Business and IT
BA World - June 2011 - MELBOURNE
Processes bridge the Business-IT Divide
A common language is imperative if business requirements are to be effectively translated into business and IT solutions
Business ContextBusiness Requirements
…
“…we are sinking!”
Technical RequirementsTechnical Specifications
…
“What are you s(th)inking about?”
Business
ICT
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ENTERPRISE ARCHITECTUREThe Enterprise as a Dynamic System
BA World - June 2011 - MELBOURNE
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Enterprise Architecture
“A rigorous description of the structure of an enterprise, which comprises enterprise component, the externally visible properties of those components, and the relationships between them. This description is comprehensive, including enterprise goals, business process, roles, organisational structures, organisational behaviours, bsuiness information, software applications, and computer systems.”
www.wikipedia.org
“The fundamental organisation of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.”
ISO/IEC 42010:2007
TOGAF embraces and extends this definition: 1.A formal description of a system, or a detailed plan of the system at a component level to guide its
implementation 2.The structure of components, their inter-relationships, and the principles and guidelines governing their
design and evolution over time
BA World – July 2009 - MELBOURNE
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Enterprise Architecture Benefits
Business and IT Alignment Improves Interoperability and Integration Enables Agility Reduces Costs Improves Security Reduces Technical Risk
…the impact of change can be easier to articulate and can be achieved with a much faster turnaround than traditional methods for impact assessment and
gap analysis…
An EA provides the blueprint of the current state, helps to identify the specific areas most affected by the change and then sets up a blueprint to transition
to the future state.Ross and Petley (2006)
© Imre Hegedus Consulting – All Rights ReservedBA World - June 2011 - MELBOURNE
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© Imre Hegedus Consulting – All Rights Reserved
TOGAF Architecture Types
Architecture Type Description
Business Architecture The business strategy, governance, organisation, and key business processes.
Data / Information Architecture The structure of an organisation’s logical and physical data assets and data management resources.
Application Architecture A blueprint for the individual application systems to be deployed, their interaction, and their relationships to the core business processes of the organisation.
Technology Architecture The logical software and hardware capabilities that are required to support the deployment of business, data, and application services. This includes IT infrastructure, middleware, networks, communications, processing, and standards.
BA World - June 2011 - MELBOURNE
Source: TOGAF v9
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WORKING TOGETHERImproving and Managing the Enterprise
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The BA and the EA roles
Sustained Improvement BA’s seek to understand requirements
for changes to the various elements of an enterprise.
EA’s seek to develop models of the enterprise elements that may be used to inform decision-making.
The architecture models developed by EA’s are reference materials for the BA to understand the impacts of a change on the enterprise elements.
Together, the goals of business agility, re-use, integration, interoperability, and standardisation are more likely to be realised.
Role Focus
BA World - June 2011 - MELBOURNE
Business Analyst
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The BA and the EA together…
“Most organizations separate the roles of the BA and EA. However, organizations that are looking to maximize the benefit they receive from SOA and other architecturally-driven IT efforts should think more holistically about either combining the EA and BA responsibilities in the business or creating a new organizational structure that puts the business analysis and enterprise architecture roles into more intimate contact.”
“The Business Analyst vs. the Enterprise Architect” by Ronald Schmelzer (2008)
BA World - June 2011 - MELBOURNE
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Enterprise Architecture Model and Use
BA World - June 2011 - MELBOURNE
Enterprise Architecture
Bus
ines
sP
ersp
ectiv
es
ICT
Per
spec
tives
Strategy
Capability
Process
Data
Application
Technology
Business-driven Change
• New Business Strategy
• Different Business Capabilities required
• Process Improvement and Re-design
ICT-driven Change
• New ERP System
• IT system rationalisation
• New Application development
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BA’s can use Enterprise Architecture to inform their analysis throughout the project lifecycle
BA World - June 2011 - MELBOURNE
Future-State Enterprise Architecture
EA
Go
vern
ance
Bus
ine
ss
ICT
Strategy
Capability
Process
Data
Application
Technology
Projects
Strategic Alignment
Capability Requirements
Process Impact
Data Alignment
Application Impact
Technology Alignment
Current-State Enterprise Architecture
EA
Go
vern
ance
Bus
ine
ss
ICT
Strategy
Capability
Process
Data
Application
Technology
Initiatives inform and are guided by Enterprise Architecture (improvement)
Enterprise Architecture guides project-based investment (alignment)
Projects
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THE EA PRACTICEEffective Enterprise Architecture
BA World - June 2011 - MELBOURNE
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EA Practice Elements
Current-State EA The EA artifacts including both he Business and Technology layers
Future-State EA Views of the target architecture at different horizons
EA Governance Governance of the EA domains and layers to ensure vertical integration
Integrated Program Management Initiatives that are managed to inform and be informed by the current-state and
future-state architectural views
EA Practice Governance Governance of the EA models in line with the Enterprise works program
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EA Practice Factors
Integration Integration of the Enterprise Architecture elements themselves
Alignment Alignment between Enterprise Architecture and the needs of the Project
Sponsors
Engagement Use of Enterprise Architecture in decision-making by Project Sponsors
Vision Degree to which initiatives consciously move toward an agreed future-state
Enterprise Architecture
Execution Use of Enterprise Architecture throughout the projects themselves
© Imre Hegedus Consulting – All Rights ReservedBA World - June 2011 - MELBOURNE
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Enterprise Architecture Practice
© Imre Hegedus Consulting – All Rights ReservedBA World - June 2011 - MELBOURNE
Source: www.eaeffectiveness.com
www.eaeffectiveness.com
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Enterprise Architecture Practice Maturity varies greatly
EA Practice Maturity Description
Level-1: Fragmented Architecture Architectural Models not managed, integrated, or used for decision-making
Level-2: ICT Architecture ICT Architecture only – possibly with some Business Architecture – not integrated
ICT Architect roles
Level-3: Enterprise Architecture defined Integrated ICT and Business Architecture – some governance
ICT and Business Architect roles
Level-4: Enterprise Architecture Management Integrated ICT and Business Architecture, governed – informing and informed by enterprise initiatives
Level-5: Enterprise Architecture Practice Integrated ICT and Business Architectures for Current and Future State perspectives.
Program Management of initiatives aligned with EA Lifecycle Management.
EA used for Strategic and Operational Decision-making.
BA World - June 2011 - MELBOURNE
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Use an Enterprise-view model to inform analysis…
BA World - June 2011 - MELBOURNE
Source: Imre Hegedus Consulting
Strategically-aligned
Process-driven
Structurally-sound
Technology-enabled
People-centric
Results-oriented
Customer-focused
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For further information… www.imrehegedus.com
BA World - June 2011 - MELBOURNE
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© Imre Hegedus Consulting – All Rights Reserved
BPM Resources at:http://www.imrehegedus.com/resources/index.php
Presentations BPM: Aligning Business and IT
BPM: Context-setting Models
BPM: Key Elements
Articles BPM & Culture
Customer Value: The Business Discipline of BPM
Innovation and BPM
BPM & PI: Business Performance Partners (part 3)
BPM & PI: Business Performance Partners (part 2)
BPM & PI: Business Performance Partners (part 1)
“Business Process Management –
Insights and Practices for Sustained
Transformation” (2008)
available from:
BA World – July 2009 - MELBOURNE