Business Architecture Components - Leverage A Business Architecture Foundation

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
1
© 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
2
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
3
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
4
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
5
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
6
Mispercep7ons o&f BBusiness
Business Analysis usiness Analysis &
Architecture
Let’s play…
Business BBC Feud!
Architecture
1
X X X
7
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
8
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
9
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.
10
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
11
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
12
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
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.
13
Output: Business Capability Heat Map
This more detailed heat map

highlights how the components &/or
dimensions of a business capability
are performing
14
Output: Ini:a:ve Phasing
Using this approach, we can iden:fy

priori:zed ini:a:ve phasing,
including technology and analy:cs
needs.
15
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
16
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
17
Evolution of Collaboration
None – No Business Architecture

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
18
None – Project Descrip:on

–  Complex financial project to replace key accoun:ng repor:ng
systems and processes
–  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
19
No Business Architecture -‐ Benefits

–  None
20
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
21
Reac:ve
•  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
22
Reac:ve – Project Descrip:on

–  Crea:ng an opera:onal tracking system and dashboard
–  Semi-‐agile, included tradi:onal roles
–  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
23
User Stories
As a… I want to… So that I can… Source

Stakeholder 1 Ac:on Result Source 1
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.
24
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
25
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
26
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
27
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.
28
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
29
Consulta:ve
•  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
30
Consulta:ve – Project Descrip:on

–  Effort to replace the technology plakorm for financial
business partner
–  Waterfall; tradi:onal roles; vendor implementa:on
–  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
31
Context Level Data Flow Diagram
The data flows help to iden:fy the

informa:on concepts
32
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
33
Func:onal Decomposi:on Diagram
Capabili:es can be extracted from

the func:ons and high level
processes
34
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;
rather than breaking out
by ‘Chow’
Business apability(process).
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
35
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
36
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
37
What’s Next?
Does Approach Mamer?

Tradi7onal Methodologies
Agile Methodologies
Truth is… these are applicable regardless of your methodology.
38
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?
39
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
40
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
41

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Untangling

Jen Christy, Business Analyst Team Leader

• Business Analysis at The Principal

Business Analysis at Principal

What is this, anyway?

BIZBOK® is a registered trademark of the Business Architecture Guild

Business Architecture Framework

Products & Initiatives &

Metrics & Decisions &

Business Requirements Alignment

Business Architecture Alignment

Evolu:on of Collabora:on

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

Reac7ve Project team takes the lead; decisions are

No business architecture involvement/prac:ce;

Proac:ve – Project Descrip:on

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

This more detailed heat map

Using this approach, we can iden:fy

None – No Business Architecture

N/A • Business analyst responsible for

None – Project Descrip:on

No Business Architecture -­‐ Beneﬁts

No Business Architecture – Challenges

• Trusts the project team • Awareness of how business

Reac:ve – Project Descrip:on

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

Capability Capability Capability Provides

Highlights which business

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

Information Subject Information Consumed

the framework and cohesiveness of Information Subject

• Understand planned work • Understand what deliverables

Consulta:ve – Project Descrip:on

The data ﬂows help to iden:fy the

Information Subject Information Consumed

Iden:ﬁes where Agency

Capabili:es can be extracted from

Business Capability Business Capability Business Capability

• Tripping over each other; may create more confusion

Does Approach Mamer?

Where Are You?

Recipe for Success

Jen Christy Alex Randell

S-ar putea să vă placă și

•  Business Analysis at The Principal

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

N/A •  Business analyst responsible for

No Business Architecture -‐ Beneﬁts

•  Trusts the project team •  Awareness of how business

•  Understand planned work •  Understand what deliverables

•  Tripping over each other; may create more confusion