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Untangling

 the  Spaghe-  
“How  Can  a  Business  Analyst    
Leverage  a  Business  Architecture  Founda:on    
for  Project  Delivery”  

Jen  Christy,  Business  Analyst  Team  Leader  


Alex  Randell,  Business  Architect  
 
Principal  Financial  Group  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Overview

Workshop  Outline  

•  Business  Analysis  at  The  Principal  


•  Business  Architecture  Overview  
–  The  Principal,  Des  Moines,  and  Industry-­‐wide  
•  Target  State  Collabora:on  
•  Evolu:on  of  Collabora:on  
•  Benefits  and  Next  Steps  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Overview

Key  Benefits  
•  Increased  understanding  of  the  business  architecture  
discipline  
•  Iden:fy  differences  between  business  architects  and  business  
analysts  
•  Understand  how  to  leverage  business  architecture  ar:facts  for  
project  work  
•  Determine  how  to  “fill  in  the  gaps”  in  the  absence  of  a  
Business  Architecture  prac:ce  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Analysis Overview

Business  Analysis  at  Principal  


•  Business  analyst  role  formalized  in  2005  
•  Decentralized  model  
•  Most  areas  are  aligned  with  IT  community;  not  business  
•  Variety  of  project  methodologies:  waterfall,  itera:ve,  agile    
•  Standard  templates/components;  focus  on  right  sizing  
•  Evolu:on  
–  Single  vs.  mul:  BA  
–  More  planning  up  front  
–  More  3rd  party  applica:on  efforts  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Architecture Overview

What  is  this,  anyway?  


•  Discipline  formalized  in  2006  
•  Business  Architecture  Guild  founded  2010  
•  Structured  approach  to  strategic  execu:on  
–  Business  strategy,  value,  capabili:es,  informa:on  
–  Organiza:ons  and  stakeholders  
–  Priori:za:on  and  roadmaps  
•  Technology  and  process-­‐agnos:c  
•  Informs  other  architects,  project  teams  
•  Many  ac:vi:es  going  on  to  build  discipline,  including  BIZBOK®  
Guide,  cer:fica:on,  standardiza:on,  etc.  

BIZBOK® is a registered trademark of the Business Architecture Guild

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Architecture Overview

Business  Architecture  Framework  


Stakeholders

Vision,  
Policies,  Rules,    
Strategies  &  
Regulations
Capabilities Tactics

Organization Information

Products  &   Initiatives  &  


Value  Streams
Services Projects

Metrics  &   Decisions  &  


Measures Events

Business  Architecture

Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge®, v
4.0 (BIZBOK® Guide), 2014. Part 1, Page 2
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Mispercep7ons   o&f  BBusiness
Business Analysis usiness   Analysis  &  
Architecture

Let’s   play…  
Business   BBC  Feud!  
Architecture  
1

X X X
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Analysis & Business Architecture

Business  Requirements  Alignment  

Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™ ,
v 4.0 (BIZBOK® Guide), 2014. Table of Contents
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Analysis & Business Architecture

Business  Architecture  Alignment  

Source: Randell, Alex, Eric Spellman, William M. Ulrich, and Jeff Wallk. "Leveraging Business
Architecture to Improve Business Requirements Analysis" Business Architecture Guild, Mar. 2014
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Business Analysis & Business Architecture

Evolu:on  of  Collabora:on  


Business  architecture  is  complete  up  front  
and  project  team  understands  how  to  use  
INCREASING  MATURITY  

Proac7ve   Business  architecture  is  done  ‘just-­‐in-­‐


:me’  and  in  parallel  with  project  team  
Consulta7ve  

Reac7ve   Project  team  takes  the  lead;  decisions  are  


incorporated  back  to  business  architecture  
None  

No  business  architecture  involvement/prac:ce;  


project  team  is  solely  responsible  

Source: Elliott, Eric Shayne, and Alex Randell. "Business Architecture & Agile Methodologies." Proc. of
Business Architecture Innovation Workshop, Austin, TX. Business Architecture Guild, 16 Sept. 2014.

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration

Proac:ve  
Business  Architecture     Business  Analysis  
•  Understand  strategic  roadmap   •  Reviewing  the  available  
and  pipeline  of  ini:a:ves   architecture  ar:facts    
•  Translate  these  into  right-­‐sized   •  Connec:ng  project  scope  and  
project  efforts   objec:ves  to  determine  
•  Understand  the  connec:on  of   impacted  capabili:es,  
business  strategy  to  technology,   informa:on  concepts,  and  other  
process,  and  informa:on  needs   business  architecture  
•  Complete  key  components  of   deliverables  
framework  ahead  of  project   •  Partner  with  business  
kickoff   architecture  on  driving  business  
strategy  forward  
•  Increased  opportuni:es  to  reuse  
documenta:on  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration

Proac:ve  –  Project  Descrip:on  


•  Project  scope:    
–  Second  phase  of  financial  partner  plakorm  transforma:on      
•  Project  team:    
–  Waterfall/vendor,  included  tradi:onal  roles  
•  Business  architecture  components  
–  Business  capability  map,  heat  mapping  
•  Ac7ons:  
–  Determined  scope  of  phase  ahead  of  project  
–  Established  business  drivers/needs  within  capabili:es  
–  U:lized  heat  mapping  to  determine  priori:es  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration
Output:  Business  Capability  Assessment  
Current  State Future  State
Business  Capability Process Information Technology Process   Information   Technology  
Level  1  Business  Capability 3 4 3 4 5 5
Level  2  Business  Capability 3 4 3 4 5 5
Level  2  Business  Capability 2 5 3 3 5 5
Level  2  Business  Capability 5 3 3 5 4 5
Level  1  Business  Capability 2 3 2 4 4 4
Level  2  Business  Capability 1 4 1 3 5 4
Level  2  Business  Capability 1 2 2 3 4 3
Level  2  Business  Capability 3 2 5 5 3 5
Level  2  Business  Capability 3 4 1 5 5 2

Current  state  evalua:on  iden:fies   Future  state  evalua:on  iden:fies  the  


poten:al  gaps,  which  translate  to   business  capabili:es  which  provide  
areas  of  focus  for  a  project  team   the  highest  value  within  an  ini:a:ve.  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration
Output:  Business  Capability  Heat  Map  

This  more  detailed  heat  map  


highlights  how  the  components  &/or  
dimensions  of  a  business  capability  
are  performing  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration
Output:  Ini:a:ve  Phasing  

Using  this  approach,  we  can  iden:fy  


priori:zed  ini:a:ve  phasing,  
including  technology  and  analy:cs  
needs.  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration

Proac:ve  –  Benefits  
•  Provided  agreed  upon  framework  for  what  the  project  needed  
to  complete  
–  Business  strategy  clearly  defined  
•  Clarified  dimensions  of  need  within  business  capabili:es  
•  Eliminated  ambiguity  around  scope;  during  delivery  of  the  
ini:a:ve  there  was  no  major  confusion  of  purpose  
•  Highlighted  areas  of  focus  for  technology,  process,  analy:cs  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Target State Collaboration

Proac:ve  –  Challenges  
•  The  business  architecture  must  be  developed  ahead  of  the  
ini:a:ve,  which  requires  advanced  planning  
–  Not  necessarily  increased  :me  with  business  partners  
–  Should  be  part  of  the  business  architecture  prac:ce  
•  Project  team  members  need  to  be  versed  in  how  to  align  their  
efforts  to  business  architecture  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

None  –  No  Business  Architecture  


Business  Architecture     Business  Analysis  

N/A   •  Business  analyst  responsible  for  


connec:on  between  business  
needs  of  project  and  overall  
business  strategy/goals.  
•  Limle  to  no  star:ng/  background  
documenta:on  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

None  –  Project  Descrip:on  


•  Project  scope:    
–  Complex  financial  project  to  replace  key  accoun:ng  repor:ng  
systems  and  processes  
•  Project  team:    
–  Waterfall;  included  tradi:onal  roles;  mul:ple  Business  
Analysts  
•  Business  analysis  components  
–  Func:onal  decomposi:ons,  process  and  data  flow  diagrams;  
data  defini:ons  and  mappings;  non  func:onal  reqts  
•  Ac7ons:  
–  Lead  Business  Analyst  responsible  to  ensure  detailed  
requirements  aligned  with  overall  project  objec:ves    
and  business  strategy  
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

No  Business  Architecture  -­‐  Benefits  


–  None  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

No  Business  Architecture  –  Challenges  


•  Limle  to  no  documenta:on  to  start  project  –  may  struggle  to  
understand  where  to  begin  
•  Difficult  to  understand  how  project  impacts  overall  business  
strategy/goals/direc:on  
–  Mostly  confined  to  a  project  scope  
•  More  effort  needed  to  build  con:nuity  across  workstreams  
–  Reduces  ability  to  re-­‐use,  align  documenta:on  
•  Define  future  state  while  trying  to  execute  on  the  project  
–  Future  state  and  holis:c  needs  become  secondary  to  the  needs  
of  the  project  
–  Can  mis-­‐lead  /  mis-­‐inform  the  true  target  state  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Reac:ve  
Business  Architecture     Business  Analysis  

•  Trusts  the  project  team   •  Awareness  of  how  business  


•  Reviews  project  outputs  for   architecture  would  u:lize  
alignment/incorpora:on  to   business  analysis  components  
business  architecture   and  ar:facts  
•  Elements  that  are  mis-­‐aligned   •  Leverage  informal  conversa:ons  
may  or  may  not  be  addressed   to  maintain  connec:on  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Reac:ve  –  Project  Descrip:on  


•  Project  scope:    
–  Crea:ng  an  opera:onal  tracking  system  and  dashboard  
•  Project  team:    
–  Semi-­‐agile,  included  tradi:onal  roles  
•  Business  analysis  components  
–  User  stories  
–  Data/repor:ng  requirements  
•  Business  architecture  opportuni7es  or  ac7ons:  
–  Business  capability  assessment  
–  Align  user  stories  to  value  stream  
–  Informa:on  map  to  properly  categorize  needs  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
User  Stories  

As  a…   I  want  to…   So  that  I  can…   Source  


Stakeholder  1   Ac:on   Result   Source  1  
Stakeholder  1   Ac:on   Result   Source  2  
Stakeholder  2   Ac:on   Result   Source  2  

User-­‐focused  stories  
Focus  on  output,  not  
highlight  value  
the  design  
delivery  

Note: While the example on this page and the next reference user stories,
recall the use of business architecture applies regardless of methodology.

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Value  Stream  
Value  Stream  Name Value  Outputs
Definition Primary  Stakeholder Strategy  Drivers Output  #1
Stakeholder  #1 Driver  #1 Output  #2
Stakeholder  #2 Driver  #2 Output  #3
Stakeholder  #3 Driver  #3

Value  Stage Value  Stage Value  Stage Value  Stage Value  Stage

Capability Capability Capability Provides  


Capability a  framework  
Capabilityfor  
stakeholders  (“As  a…”)  and  
Capability Capability value   output  (“So  Capability
Capability that…”)  

Capability Capability

Highlights  which  business  


capabili:es  (“I  need  to…”)  
enable  value  delivery   Value  Stream:  “An  end-­‐to-­‐end  collec:on  of  ac:vi:es  
that  create  a  result  for  a  customer”  
Value  Stage:    “the  ac:vi:es  that  deliver  value”  

Source: Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™ ,
v 4.0 (BIZBOK® Guide), 2014. Part 2, Section 2.4 and Appendix A - Glossary
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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Repor:ng  Requirements  
Report/Output ID: RP-1
Report/Output Name: Generic Transaction List
Description: List of transactions
Associated Processes: Search
Request Transaction
Confirm
Prototype:

Field label Field type: Data attribute ID/Name Field Rules


Title Text Report Name Display as a header or footer.
• Display ‘Cash Transaction List’
Report Run Time/Date Date/ Time Report Date/Time Display as a header or footer.
• Display the (time/date) that the download was requested
• Format as MM/DD/YYYY HH:MM AM/PM
Trans Nmbr Numeric Unique Transaction ID Numeric (no commas)
Check Nmbr Text Check Series and Check Number Separate Check Series and Check Number with a space.
Type Cat Text Type Category of the Transaction.
Mthd Text Method:
• A (ACH)
• C (Check)

Eff Dt Date
• W (Wire)
Effective Date
The  data  amributes  should  connect  
Format MM/DD/YYYY
From Acct
To Acct/Payee
Text
Text
Account Number of the From Bank Account
• If ACH/Wire this is the To Bank Account
back  to  the  informa:on  concepts.      
Display as text so leading zeros are not lost.
Display as text to retain leading zeroes.
• If this is a Check display Payee Name
line one
Reference Text Reference Value
Amount Currency Amount of Transaction Format as currency with 2 decimals.
Output event: Selecting the ‘Download’ button from the list page.
Output Frequency/timing: On Request
Media: Excel Download
Additional Requirements: Sort exactly as displayed.
Information Sources: Cash Transactions

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Business  Informa:on  Map  
Bank Account Transaction

Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject

Information  Subject Information  Consumed


Information  Subject
Organization
Information  Subject
Information  Subject
In  turn,  the  informa:on  map  verifies   General  Ledger

the  framework  and  cohesiveness  of   Information  Subject


Agency
the  data  requirements.  
Information  Subject
Stakeholder

Information  Subject
Bank  Transmissions

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Reac:ve  –  Benefits  
•  Project  team  moved  swisly  into  solu:on  delivery  
•  Began  delivering  value  to  the  business  unit  within  months  of  
project  kickoff  
•  Requirements  elicita:on  process  was  simplified  for  business  
unit  
•  Technical  team  engagement  up  front;  more  people  heard  the  
same  informa:on.  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Reac:ve  –  Challenges  
•  Without  understanding  target  state  there  were  challenges  with  
sa:sfying  the  data  requirements  overall  
–  Not  a  strategic  solu:on  
•  Team  focused  only  on  technology  due  to  a  lack  of  business  
capability  assessment  
•  Informa:on  needs  were  not  clearly  defined  by  the  repor:ng  
requirement  
•  Did  not  fully  consider  the  stakeholders  and  value  items  that  
would  have  been  unearthed  by  a  proper  value  stream  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Consulta:ve  
Business  Architecture     Business  Analysis  

•  Understand  planned  work   •  Understand  what  deliverables  


efforts/schedule  and  deliverables   each  discipline  is  responsible  for  
needed   •  Maximize  :me  with  business  
•  Architectural  efforts  osen  :me   partners  
boxed   •  Offline  conversa:on  between  
two  roles  to  ensure  mee:ng  
:me  is  used  effec:vely  to  gather  
informa:on  to  meet  all  needs  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration

Consulta:ve  –  Project  Descrip:on  


•  Project  scope:    
–  Effort  to  replace  the  technology  plakorm  for  financial  
business  partner  
•  Project  team:    
–  Waterfall;  tradi:onal  roles;  vendor  implementa:on  
•  Business  analysis  components  
–  Context  level  data  flow  and  func:onal  decomposi:on  
diagrams  
•  Business  architecture  components  
–  Informa:on  map,  business  capabili:es  
•  Ac7ons:  
–  Mee:ngs  facilitated  by  business  analyst  with  business  
architect  present  
–  Aligned  data  requirements/flows  to  informa:on  map  
–  Aligned  func:onal  decomps  to  informa:on  map  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Context  Level  Data  Flow  Diagram  

The  data  flows  help  to  iden:fy  the  


informa:on  concepts  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Business  Informa:on  Map  
Bank Account Transaction

Information  Subject
Information  Subject
Information  Subject
Information  Subject
Informa:on  concepts   Information  Subject

are  organized,  
Information  Subject
Information  Subject
abstracted   Information  Subject
Information  Subject
Information  Subject
Information  Subject
Information  Subject

Information  Subject Information  Consumed


Information  Subject
Organization
Information  Subject
Information  Subject
General  Ledger
Information  Subject

Iden:fies  where   Agency

informa:on   wSubject
Information   ill  come   Stakeholder
from  other  areas.  
Information  Subject
Bank  Transmissions

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Func:onal  Decomposi:on  Diagram  

Capabili:es  can  be  extracted  from  


the  func:ons  and  high  level  
processes  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Business  Capabili:es  Map  
Administration Services Transaction   Compliance File  
Management Provides  Transmissions
framework  for  
Business  Capability Business  Capability
business  aBusiness  
Business  Capability
ssessment  Capability
and  
Business  Capability
Iden:fy  ‘what’  the   requirements  alignment.  
business  unit  is  doing;  
Business  Capability Business  Capability
rather  than  breaking   out  
Business  Capability Business  Capability

by  ‘Chow’  
Business   apability(process).  

Business  Capability Business  Capability Business  Capability


Business  Capability
Business  Capability

Business  Capability
Business  Capability Business  Capability
Business  Capability
Lower-­‐level  business  
capabili:es  provide  more   Business  Capability
Business  Capability Business  Capability Business  Capability Business  Capability
focus  on  each  ac:vity  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Consulta:ve  -­‐  Benefits  
•  Maximized  the  business  partners  :me/involvement  
•  Reminds  the  team  to  stay  connected  to  “big  picture”  while  
diving  into  details  
•  Real  :me  collabora:on  captures:  
–  Benefits  of  mul:ple  perspec:ves  
–  Validity  of  informa:on  shared/gathered  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Evolution of Collaboration
Consulta:ve  –  Challenges  

•  Tripping  over  each  other;  may  create  more  confusion  


•  Disciplines  need  different  levels  of  detail  
•  Strategic  vs.  execu:on  –  balance  between  
•  Time  spent  on  business  analysis  documenta:on  could  have  
been  less  if  business  architecture  already  completed  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
What’s Next?

Does  Approach  Mamer?  


Tradi7onal  Methodologies  

Agile  Methodologies  
Truth  is…  these  are  applicable  regardless  of  your  methodology.  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
What’s Next?

Where  Are  You?  


None   Developing  (Reac7ve)   Collabora7ve  
•  Communicate  the   •  How  can  you  increase   •  How  can  your  
differences  between   collabora:on  with   collabora:on  increase  
business  analysis  and   business  architecture?   each  other’s  value?  
business  architecture;   •  How  can  you  inform  the   •  What  conversa:ons  are  
what  value  does  each   business  architecture   you  having  to  
bring?   about  business  needs?   communicate  progress?  
•  What  resources  can   •  Where  can  BA  ar:facts   •  Have  you  built  an  
help  drive  business   help  drive  development   understanding  of  the  
architecture?   of  business   goals  of  each  role  as  it  
•  How  can  you  highlight   architecture?   relates  to  a  business  
these  opportuni:es   partner?  
while  you  work  on  
ini:a:ves?  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Benefits and Next Steps

Recipe  for  Success  


•  Many  ways  to  achieve  success….but  there  are  key  ingredients:  
–  Don’t  feel  things  need  to  be  perfect  from  the  start  
–  All  working  towards  common  goal  –  collaborate  and  communicate  
–  No  perfect  recipe  –  if  it’s  working,  go  with  it  
–  Works  with  any  methodology  
–  Focus  where  you  can  provide  the  most  value/immediate  impact  
–  Evolve  incrementally  
–  Understand  integra:on/linkage  between  deliverables  by  each  
discipline  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392
Untangling the Spaghetti

Thank  You  

Jen Christy Alex Randell


Business Analyst Team Leader Business Architect
Principal Financial Group Principal Financial Group
www.linkedin.com/pub/jen-­‐christy/10/ www.linkedin.com/in/alexrandell/  
a20/219  

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© 2014, Principal Financial Services, Inc., Des Moines, IA 50392