Business Driven Integrated Enterprise Architecture

The Dark Matter (Void) of Business Driven Integrated Enterprise Architecture
Achieving Competitive Advantage & Success Through The Corporate Blueprint
Maintaining Global Standards while allowing for Local Differences. - SB; 2003
Name: Skip Boettger Title: Enterprise Business Architect Company: Independent Consultant
Copyright Boettger 1999 to present (except as noted)
Courtesy: Hubble Images
http://www.gtra.org/blog/
References:
Competitive Advantage (1985, 1998) by Michael Porter Competitive Strategy (1980, 1998) by Michael Porter The Fifth Discipline (1990) by Peter Senge The Great Transition (1995) by James Martin Cybercorps - The New Business Revolution(1996) by James Martin Enterprise Business Architecture (2004) by Ralph Whittle and Conrad B. Myrick Enterprise Knowledge Infrastructures (2005) by Ronald Maier, Thomas Hadrich, Rene Peinl The Economic Benefits of Enterprise Architecture (2005) by Jaap Schekkerman Enterprise Architecture As Strategy (2006) by Jeanne Ross, Peter Weill, David Robertson Wikinomics (2007) by Donald Tapscott
Acknowledgments:
Ralph Whittle, the Co-Author of Enterprise Business Architecture, EBA SME and Professional Colleague Pradeep Anand, Jerry Ash, John Mahoney, and ALL of My Knowledge Management Colleagues John Zachman, the Teacher of the Basics 5 Ws and the H; the Father of EA and Professional Colleague Peter Senge, the Author of The Fifth Discipline, the definitive work on the Learning Organization Chris Collison, the Author of Learning to Fly, the definitive work on Communities of Practice Bob Daniel, Industry SME on Enterprise Business Architecture and Professional Colleague Mike Ater, Industry SME on Enterprise Solutions, CEO Promis and Professional Colleague Amy Crockett, Enterprise Architect and Professional Colleague
Copyright Boettger 2008 to present
Preliminary Notes on Briefing

Architecture (John Zachman)
Architecture for anything is the total set of descriptive representations relevant for describing a complex object such that it can be created and that constitutes a baseline for changing the object once it has been instantiated. oArchitecture is Architecture is Architecture
Architecture (ToGAF/IEEE)
The fundamental organization of a system embodied in its components, their relationships to each other and the principles governing its design and evolution.
Enterprise Architecture
A Set of Models relevant for describing an enterprise (abstractions, perspectives, relationships, etc).
Enterprise Business Architecture (Ralph Whittle & Conrad Myrick)

The EBA is a blueprint of the enterprise built using architectural disciplines to improve performance. The EBA defines the enterprise value streams, their relationships to all external entities and other enterprise value streams, and the events that trigger instantiation. It is a definition of what the enterprise must produce to satisfy its customers, compete in a market, deal with its suppliers, sustain operations and care for its employees. It is composed of architectures, workflows and events. oWhen you integrate two different cross functional business processes in an engineering type model, you have the beginning of a Business Architecture (BA) oWhen you integrate several major cross functional business processes in an engineering type model, you have the beginning of an Enterprise Business Architecture (EBA)

The Open Group's definition in TOGAF: There are four types of architecture that are commonly accepted as subsets of an overall Enterprise Architecture:
business architecture: odefines the business strategy, governance, organization, and key business processes. data/information architecture: odescribes the structure of an organization's logical and physical data assets and data management resources. application (systems) architecture: oprovides a blueprint for the individual application systems to be deployed, their interactions, and their relationships to the core business processes of the organization. Information Technology (IT) architecture: osoftware infrastructure intended to support the deployment of core, mission-critical applications.
This type of software is sometimes referred to as "middleware", and the architecture as a "technical architecture".
Ruth Malan, Bredemeyer Consulting: An enterprise is made up of many interacting systems of various kinds. Enterprise Architecture identifies:
these systems, their key properties, and their interrelationships, and plans for and guides the evolution of the enterprise systems to support and enable the evolution of the enterprise in its pursuit of strategic advantage.
oThus, Enterprise Architecture is fundamentally a "system of systems", while software architecture is a "system of components" (where systems produce stand-alone value, and components have to be composed into a system to produce value).
Value Chain (Michael Porter)

The disaggregation of a corporations strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation
oThe Organization of the Value Chain Structure provides opportunity to enable the firm to gain a competitive advantage by performing these strategic activities more cheaply or better than its competitors.
Value Streams (James Martin)

Simply an end to end set of activities that collectively create value for a customer or end user.
oEnd to end collection of activities that has a clear reason for existence - Delivering a result to a customer or end user. The value stream has a clear goal: to satisfy or to delight the customer. This is a well known term, familiar to both Six Sigma and Lean Manufacturing disciplines.
Value Stream Behavior (Skip Boettger)

Characteristics within the Value Stream that manifests behaviors of process and flow. (e.g. acting upon, influencing, impacting)
oOne of the most significant architectures EBA contains are the Value Stream Behavior Architectures that illustrate and communicate the elements, objects, processes, impacts, causes, effects, inputs, outputs, et al of both the primary and support activities that results in a behavior model of the corporations, firms, or business units practices (Skip Boettger).
Domain Stack Reference Planning EA Model (Skip Boettger)

The IEA Tactical Manifestation resulting from the thorough adherence to the Strategically focused Pyramid Model.
oEither by hand (not encouraged), or utilizing a commercial off the shelf Object Oriented Based Enterprise Architecture tool, a better than excellent Enterprise Asset communicates relationship management and accountable traceability that enables a Corporation, Firm, or Business Unit to see itself more clearly for the benefit of better planning, change management, decision making, et al, by more effectively organizing and optimizing ALL of the elements of an Enterprise.
Inbound Logistics are activities associated with receiving, storing, and disseminating inputs to the product. Operations are activities associated with transforming inputs into the final product. Outbound Logistics are the activities associated with collecting, storing and physically distributing the product to buyers. Marketing and Sales are those activities associated with providing a means by which buyers can purchase the product and inducing them to do so. Service activities are associated with providing service to enhance or maintain the value of the product.
Realizing the Value of an Integrated Enterprise Architecture driven by Business Area Architecture Structure
Realizing Better Integrity of a Known Space True Integrated EA is the Result Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives, as well as better fit and form for Business Capability (Business Assets) A better focused strategic initiative roadmap Better understanding of the Whole not just the point solutions that make up the whole. Convergence and Coherence [Use the House, Car, or Airplane Example] Clarifying Business Driven ensures Better and More Accurate Planning, because it is truly the Reference. Thinking and Envisioning Holistically enables the Future. As Ralph Whittle states: What does it take to build these architectures?
You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Most of the architectures discussed are well understood, but not properly formatted and integrated. Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline and rigor rather than skill. Most of the integration and architecture skills are mechanical, capable of evolving into software. However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate objectives, and enterprise initiatives normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise business architecture provides the superior insight, unity of purpose and synergy for achieving break-through results.
Leadership develops and directs the Strategy through Vision, Mission, and Goals STRATEGY
Competitive Advantage
Value Chain(s)
Engineers and Maps Enterprise Value Chains to the Strategy, deciding on Competitive Differentiation Initiatives
Customer Centric Focus

Value Streams
Designs, Builds and Integrates the Value Streams of the Enterprise and align with the Strategy
Designs and Builds Architectures to support Business Strategic Initiatives
Process, Organizational, Security, Technology Architectures
Business Driven Design
Optimization for Effectiveness and Efficiency
e.g.; workflows supporting Core Processes, etc.
Operational Excellence
Enabling Business Driven Excellence
Enabling Core Architectures
Infrastructure
Things to take into account on the Journey to Business Driven Integrated Enterprise Architecture
Business & IT Transformation Ecosystem

Value Chains & Value Streams Primary Activities BP Management BP Analytics Strategic Information Business & IT Transformations Toward Differentiation
Run the Business
ALM & SOA Governance
Plan the Business

Portfolio Management
Support Activities
Excellence in IT Operations
ITSM
Operational Information
Enterprise Architecture Capability Landscape

Collaboration Content Access Search Capability Report Generation Request Mgmt Planning, Performance, Market, Risk, Requirements, etal Analyses
Shared Access, Shared Browse, Managed Control Reports Distribution Dashboard Results Real-time Asset Visibility
Indexing
Enterprise Source Control (Single View)
S/W, H/W Development
EA Business Driven Capability

Relationship Visibility & Traceability Easily Realized Alignment to any desired depth
Full Traceability of Impact, Cause & Effect Custom Queries of Configurations
Planning Foundation for Innovation, Re-engineering Opportunities Analysis Object Oriented Management & Control Extensive OOTB Reporting (See Samples)
Responsive to Real Business Questions
Results from
Intranet Enterprise Data Stores (including EDW Capability)

Business & IT Reports, Dashboards, et al
Extensible Custom Reporting Predictive Analysis for Strategic Planning, etc. Full Integration of PPM, CMDB Capabilities Object Oriented Database Underpinning for EA
Management, Control, Design, Object Exploitation
Enterprise Architecture Models & Data

Capability Portfolio Mgmt
Project Alignment Capability Assessment Initiative Synchronization Services Assessment Capital Planning Investment Management Capacity Analysis
Copyright Boettger 2002 to 2008 (except as noted)
Needs & Opportunities
People, Process, & Technology Elements
Right Resources, Right Place, Right Time
Holistic Approach Common Sense Steps
Instill Learning Circle Practices
The Enterprise Alignment Opportunity

Enterprise Process Management
Managing the Business as a System Systems thinking & strategic alignment Business Frameworks and Models Enterprise process performance metrics & dashboards Process Management Managing specific processes
How do our processes relate to key Customer, Business & Market indicators? How do we know what OUR core value chains are? How do we know OUR processes are aligned with our strategy & goals? Goal: Understand which processes should Howwe focus on! does this process fit into our value chains and enterprise business architecture? Pause FIRST THINGS FIRST Who/What is accountable for the performance? What impact does this process have on Customer satisfaction and Business performance? How will our process improvement be sustained? What is the current and desired performance? What process improvement method is appropriate? How do we manage our projects efficiently?
Source: Adapted from Imre Hegedus
Modified by Boettger 2008
ALIGNMENT
FEEDBACK
Process Ownership Process measurement & metric analysis SPC & performance reporting
Process Improvement
Managing process improvement projects Process improvement methods & tools Project/process selection based on current issues Project management methods
What makes a VOID?
The Dark Matter of Business Driven Integrated Enterprise Architecture

The Dark Matter (Void) of Integrated Enterprise Architecture

Leadership develops and directs the Strategy through Vision, Mission, and Goals Engineers and Maps Enterprise Value Chains to the Strategy, deciding on Competitive Differentiation Initiatives
Designs and Builds Architectures to support Business Strategic Initiatives Optimization for Effectiveness and Efficiency
Just as in astrophysics where Dark Matter is thought to be responsible for the universe not flying apart, thus encouraging the growth and stability of universe structure. In a solid Integrated Enterprise Architecture(IEA), the Dark Matter of IEA is what is ultimately responsible to ensure the complete integrity and cohesiveness of a true Integrated Enterprise Architecture that is completely known.
-Skip Boettger
The Dark Matter

Value Chain Structure The Dark Matter (VOID) Of Business Driven Integrated Enterprise Architecture
VCoR_1
VCoR_2
VCoR_3
VCoR_4
VCoR_5
VCoR_n
Differentiation Engineering
Value Streams
(HLECs)
VSB_1 VSB_2 VSB_3 VSB_4 VSB_5 VSB_n
Operational Behavior
Value Stream Behaviors
Assured Customer and/or Member Satisfaction

Value Chain(s)

Value Streams
Infrastructure
Example Illustrations of Value Streams & Activities
Insurance Value Stream Alignment

Product Development & Configuration
Channel Sales
Underwriting
Core Policy Administration
Claims Processing
Reinsurance
Integrated Solution Framework
Business Architecture
A. Customers/Clients B. Distribution Channels
1. Develop Products/ Services

C.
Underwriting
2. Generate F.Demand & Regulators
Rating Agencies
& Claims Service Suppliers
5. Collaboration
D. Third Party Admin.
3. Fulfill Demand
E. Reinsurance & Investors
4. Plan and Manage the Business

F. Regulators, Rating & Standards
Claims Solution
Product Development & Configuration Channel Sales Underwriting Core Policy Administration Reinsurance
3.4 Claims Processing

3.4.1 Record First Notice 3.4.1.1 Capture Claim & Claimant Information 3.4.1.2 Validate Coverages 3.4.1.3 Investigate Initial Liability 3.4.1.4 Initiate Fraud/Abuse Detection 3.4.2 Administer Claim 3.4.2.1 Assign to Claims Desk 3.4.2.2 Contact Relevant Parties 3.4.2.3 Create Initial Reserve 3.4.2.4 Manage Relevant Charges 3.4.2.4.1 Establish Medical Case 3.4.2.4.2 Review Medical Claims Charges 3.4.2.4.3 Appraise Damage 3.4.2.4.4 Review Restoration Charges 3.4.2.5 Investigate Fraud/Abuse 3.4.2.6 Settle Claim 3.4.2.7 Manage Salvage & Subrogation 3.4.3 Manage Litigation 3.4.4 Maintain Regulatory Compliance 3.4.4.1 Identify Relevant Regulation 3.4.4.2 File Required Forms 3.4.6 Manage Catastrophes 3.4.7 Monitor Claims Processing
Claims Processing
The Preferred Architecture

Enterprise
Elegance in Architecture and Design

Aggregate Value Streams
Strategic Visioning Aggregate
Customer Centric Aggregate
Business Enabling Aggregate
People Caring Aggregate
Insight to Strategy
Vision to eBusiness Enterprise
Concept to Development
Initiative to Results
Relationship to Partnership
Forecast to Plan
Requisition to Payables
Resource Availability to Consumption
Acquisition to Obsolescence
Financial Close to Reporting
Order to Cash Prospect to Customer
Order to Cash
Order to Cash
Manufacturing to Distribution
Request to Service
Recruitment to Retirement
Awareness to Prevention
Fulfill Order
Review Order
Change Order
Return Order
Copyright Whittle 2002 to present
http://www.enterprisebusinessarchitecture.com
Customer Centric Value Streams
Prospect to Customer
Order to Cash
Acquire New Customers
Grow Customer Base
Improve Customer Relationship
Fulfill Order
Review Order
Change Order
Return Order
Manufacturing to Distribution
Build Order
Deliver Order
Replenish Raw Material
Example Value Chain Built from Value Streams Components
From Prospect to Customer Value Stream
Customers
Grow Customer Base
Deliver Order
Fulfill Order
Build Product
From Manufacturing to Distribution Value Stream

From Requisition to Payables Value Stream
From Order to Cash Value Stream
Determine New Products
Submit Purchase Order
From Concept to Development Value Stream
Collaborates
Vendors & Suppliers

Value Stream Behavior

Value Streams
Designed to focus on the customer
Engineered horizontally or cross-functionally Extended to deal with external relationships
Time sensitive
Management and control

Focused on ensuring that the customer is satisfied Analyze to eliminate work that does not add value Utilized to optimize the enterprise
Enterprise Value Stream Behavior Example Determining Strategic Operational Planning Behavior
Legend
Retrieve or Inquire Change or delta Create or Add Receipt or Consumption In Agreement
Value Chain(s)

Value Streams
Infrastructure
Value Chain(s)

Value Streams
Infrastructure
Enterprise Architecture Capability Framework = VALUE

Business & IT Reports, Dashboards, et al
Copyright Boettger 2002 to 2008 (except as noted)
Business Driven Domain Stack

Business Area Architecture Structure Enterprise Business Architecture Strategy Value Chain References Value Stream Architectures, Operational Business Use Case, & Workflow References Referential, Support, & Component Behavior Artifacts Potential Industry Specific Business Domain (s)
Projects Landscape IT & Infrastructure Landscape Inter-related Referential Architectures Potential Industry Specific Technical Domain (s)
Sample Business Questions

Business & IT Executives
Understand Business Demand
Ensure Projects are aligned to Strategies
Ensure Spend is aligned to Business Needs
Validate Roadmap
IT & Financial Planners
Understand Applications by Business Capability
Plan Enterprise Application Roadmap
Ensure Spend is aligned to Business Value
Optimize IT Portfolio
Enterprise Architects
Understand Relationship across Data Silos
Model the Entire Enterprise
Ensure Data is Complete and Accurate
Plan Future State Landscape
Other IT Stakeholders
Understand the Technology Roadmap
Manage Technology Risks
Identify Business Process Impacts
Mitigate Business Risks
Make Certain They Are Asked and Answered
Aligning of Corporate Strategy & Goals

Organization of Value Chains and Lines of Business given priorities through Priority Dimensions
BUSINESS STRATEGY
Goals, Products, Customers
Frameworks and methodology for defining and improving processes, sub-processes and activities
Aligned Business Processes
Metrics are tied to each process layer. Best Practices Tied to Each Specific Subprocess or activity
IT
IT Infrastructure Options
Applications & IT Infrastructure
Specific Applications
Source: Value Chain Group Inc.
Enterprise Strategy Process
Innovation Business Vision Business Strategies Goals CBA
Integrated EA Tangible Benefit Value Chain Clarification Value Stream Clarification Core Business Processes
Domain Plans
Design A Design B
Build
Value Chain Validation Value Stream Validation
Design C Disciplines: Bus Arch Process Arch IT Arch Web Arch
= Results Value Statement Core Competencies
Recursive
IEA Being Proactive in Parallel
Analyze & Identify Business Asset Capabilities (BAC) that reflect Necessary Asset Capabilities (BAC) to support Vision, Mission, and Strategy Develop Enterprise Capability Solution Sets & Reconcile with Workflow and Behavior Models
Develop Current State IEA Planning Reference Model

IT Projects, Procurements, Budget Requests, Budget Recommendations (Agencies/VITA/DPB) Strategic Plans & Performance Measures
Analyze to Identify Enterprise & COSA Specific representative Value Chains and resulting Value Streams Develop Future State IEA Planning Reference Model Reconcile Business Asset Functions (BAFs) with Other Reference Models
Enterprise Priorities Analysis & Potential Projects Identified
Reconcile IEA Planning Reference Model to Identify Gaps So Future State IEA can be Realized Note: Arrows are feed not always order or dependency
IEA Planning Reference Model Integrity Baseline
Business Driven Integrated EA - Steps to Get There

1. 2. 3. Identification and Confirmation of Enterprise Asset Capabilities Identify Value Chains, Map Core Processes to the Enterprise Asset Capabilities Create Solution Candidates (Value Streams) supporting Value Chains, thereby identifying Core Processes, Common Processes, and Shared Services 4. Create Current and Future Behavior Models a. Enterprise Business Architecture; Business Capability Models, as well as a Meta Model of the USAA Business b. Create Reference Model Set 5. Iterate and Reconcile Asset Capabilities to Reference Planning Models 6. Evaluate Strategic Prioritization Regarding Needed Business Capability(ies) 7. Evaluate and Build Plans Reflecting Prioritization 8. Build Capability(ies) From Reconciled Results Per Prioritization a. Solution Scenario Sets (Candidate Value Streams) 9. Generate Use Cases working with IT 10. Generate IT Workflows that reflect #8 and #9
Result: Filling in the void (Dark Matter) Realize a known solution space that is Accountable, Measurable, Reconcilable
Managing The Knowledge of Business Area Architecture Structure
Value Chain(s)

Value Streams
Infrastructure
Realizing the Value of an Integrated Enterprise Architecture driven by Business Area Architecture Structure
Realizing Better Integrity of a Known Space True Integrated EA is the Result Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives, as well as better fit and form for Business Capability (Business Assets) A better focused strategic initiative roadmap Better understanding of the Whole not just the point solutions that make up the whole. Convergence and Coherence [Use the House, Car, or Airplane Example] Putting the Enterprise first ensures Better and More Accurate Planning, because it is truly the Reference. Thinking and Envisioning Holistically enables the Future. As Ralph Whittle states: What does it take to build these architectures?
You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Most of the architectures discussed are well understood, but not properly formatted and integrated. Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline and rigor rather than skill. Most of the integration and architecture skills are mechanical, capable of evolving into software. However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate objectives, and enterprise initiatives normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise business architecture provides the superior insight, unity of purpose and synergy for achieving break-through results.
Fundamental to value add enabling knowledge management as well
Conceptual Model of Organizational Transformation Building Blocks
In ancient Athensthe model for the democracy envisioned by the framers of our Constitutioncitizens met face to face in the agorato conduct business, debate civic issues, and drive government decisions.
"First, have a definite, clear, practical ideal; a goal; an objective.
Second, have the necessary means to achieve your endswisdom, money, materials, and methods.
Third, adjust all your means to that end." - Aristotle (384-322 BC)
Name: Skip Boettger Title: Enterprise Business Architect Company: Independent Consultant
http://www.gtra.org/blog/
Useful Backup Slides
EBA & Zachman

EBA
BUSINESS SCOPE
ENTITY: class of business thing PROCESS: class of business processes.
DATA
List of things important to the business.
PROCESS
List of processes the business performs
LOCATION
List of locations in which the business operates
ROLE
List of business responsibilities.
TIMING
List of business events.
MOTIVATION
List of business goals. BUSINESS SCOPE
. .
. .
.
RESP.: class of business responsibilities EVENT: class of significant business events. ENDS: mission(s)/goal(s).
NODE: business location.
Business entities & their interrelationships BUSINESS MODEL

ENTITY: business entity REL'SHIP: business rule
Flows between business processes Communications links between locations
Business Organization.
Business Cycles.
Business Strategies BUSINESS MODEL
INFORMATION SYSTEMS MODEL
Model of the business data and inter-relationships
PROCESS: business process I/O: business resource (including information)
Flows between application functions Distribution network
NODE: business unit LINK: business relationship (org., product, information)
RESP: work unit/structure WORK: business resources
EVENT: business event CYCLE: lapse/lag
ENDS: goal(s)/mission(s) MEANS: tactics/plans
Model of the access requirements.
Model of the process control structure.
Service Support Environment
---------------------ENTITY: data entity RELTNSHIP: data relationship PROCESS: application function I/O: user views (set of data elements). NODE: I.S. function (processor, storage, etc.). LINK: line characteristics RESP: system privilege WORK: access requirements EVENT: logical process event CYCLE: precedence/timing ENDS: service level agreements MEANS: I/S plans & change tactics
Database Design TECHNOLOGY MODEL

ENTITY: segment, row, record RELTNSHP: pointer, key, index
System Design
System Architecture
Access Design
Processing Environment
Availability Design TECHNOLOGY MODEL
IBM AS/400
Mainframe
IBM Compatible
PROCESS: computer function I/O: screen/device formats
NODE: hardware/system software LINK: line specifications
RESP: access authorizations WORK: access group
EVENT: physical process event CYCLE: processing calendar
Database Schema and Subschema Definition TECHNOLOGY DEFINITION

ENTITY: fields, access privledge RELTNSHP: access methods, addresses
Program Code and Control Blocks
Configuration Definition
Access Definition
Job Processing Definition
ENDS: benchmark models MEANS: availability of windows and measures
Performance Definition
TECHNOLOGY DEFINITION
PROCESS: source code I/O: control blocks NODE: addresses LINK: protocols RESP: access object WORK: access profiles EVENT: transactions, job submittal CYCLE: job & region schedules ENDS: benchmark targets MEANS: benchmark testing, system monitoring/tuning
Data Storage Structures and Access Mechanisms INFORMATION SYSTEM Databases, data .....
Executable Code Programs, jobs, transactions.....
System Configuration Processors, networks, switches. monitors.....
Access Privileges User-ids, access controls .....
Processing Schedules Batch jobs, transactions, run/rerun instructions .....
System Management Facilities Monitoring facilities, problem management .....
INFORMATION SYSTEM
Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.
EBA/VCOR Overlay with Zachman

VCOR EBA
BUSINESS SCOPE
ENTITY: class of business thing PROCESS: class of business processes.
DATA
List of things important to the business.
PROCESS
List of processes the business performs
LOCATION
List of locations in which the business operates
ROLE
List of business responsibilities.
TIMING
List of business events.
MOTIVATION
List of business goals. BUSINESS SCOPE
. .
. .
NODE: business location.
RESP.: class of business responsibilities EVENT: class of significant business events.
ENDS: mission(s)/goal(s).
Business entities & their interrelationships BUSINESS MODEL

ENTITY: business entity REL'SHIP: business rule
Flows between business processes Communications links between locations
Business Organization.
Business Cycles.
Business Strategies BUSINESS MODEL
Model of the business data and inter-relationships
PROCESS: business process I/O: business resource (including information)
Flows between application functions
NODE: business unit LINK: business relationship (org., product, information)
RESP: work unit/structure WORK: business resources
EVENT: business event CYCLE: lapse/lag
ENDS: goal(s)/mission(s) MEANS: tactics/plans
Distribution network
Model of the access requirements. Model of the process control structure.
Service Support Environment
---------------------ENTITY: data entity RELTNSHIP: data relationship PROCESS: application function I/O: user views (set of data elements). NODE: I.S. function (processor, storage, etc.). LINK: line characteristics RESP: system privilege WORK: access requirements EVENT: logical process event CYCLE: precedence/timing ENDS: service level agreements MEANS: I/S plans & change tactics
Database Design TECHNOLOGY MODEL

ENTITY: segment, row, record RELTNSHP: pointer, key, index
System Design
System Architecture
Access Design
Processing Environment
Availability Design TECHNOLOGY MODEL
IBM AS/400
Mainframe
IBM Compatible
PROCESS: computer function I/O: screen/device formats
NODE: hardware/system software LINK: line specifications
RESP: access authorizations WORK: access group
EVENT: physical process event CYCLE: processing calendar
Database Schema and Subschema Definition TECHNOLOGY DEFINITION

ENTITY: fields, access privledge RELTNSHP: access methods, addresses
Program Code and Control Blocks Configuration Definition
Access Definition
Job Processing Definition
ENDS: benchmark models MEANS: availability of windows and measures
Performance Definition
TECHNOLOGY DEFINITION
PROCESS: source code I/O: control blocks NODE: addresses LINK: protocols RESP: access object WORK: access profiles EVENT: transactions, job submittal CYCLE: job & region schedules ENDS: benchmark targets MEANS: benchmark testing, system monitoring/tuning
Data Storage Structures and Access Mechanisms INFORMATION SYSTEM Databases, data .....
Executable Code Programs, jobs, transactions.....
System Configuration Processors, networks, switches. monitors.....
Access Privileges User-ids, access controls .....
Processing Schedules Batch jobs, transactions, run/rerun instructions .....
System Management Facilities Monitoring facilities, problem management .....
INFORMATION SYSTEM
Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.
Product Value Stream Alignment

Product Research & Development
Build to Analysis Results Configuration
Marketing
Channel Sales
Order Fulfillment
Customer Service Lessons Gathered For R&D
Integrated Solution Framework
Business Architecture
Customers/Clients Channels
Logistics Elements
Vendors & Suppliers
Shareholders Investors
Regulatory Compliance & Standards
Product Value Stream Alignment

Product Research & Development
Marketing
Build to Analysis Results Configuration
Channel Sales
Customer Service Lessons Gathered For R&D
Order Fulfillment
Customers/Clients Channels Sample Related Value Streams Throughout the Value Chain Demographics Potential to Target Audience Concept to Development Prospect to Customer Customer to Evangelist Order to Cash many other examples can be expressed and realized from every stage of the above Value Chain Vendors & Suppliers
Logistics Elements
Shareholders Investors
Regulatory Compliance & Standards
Strategic Visioning and Business Enabling Value Streams
Concept to Development
Determine New Products
Build Business Case
Discontinue Products
Requisition to Payables
Setup Master Vendor Agreement
Develop Vendor Relationships
M2D and R2P
Build Product
From Manufacturing to Distribution Value Stream
From Requisition to Payables Value Stream
Vendors & Suppliers

Collaborates
VCOR Methodology
Strategically align
Enterprise Performance Dashboard
Define Customer Success
Determine Strategic Goals
Establish Scope
Set Priority Dimensions Build Value Card
Define Strategic Value Streams
Baseline Existing Processes
Set Improvement Targets
Tactically streamline
Select Strategic Value Streams Model As Is Benchmark Performance Model To Be Perform Gap Analysis Compare Conceived Scenarios Identify Improvement Opportunities
Operationally execute
Prioritize And Plan Change Create Solution Roadmap Identify Improvements Opportunities Select Improvement Methodology Measure Improvement & Compare against Target Complete Value Card & Measure ROI Feedback to Customer Success
Practitioners can enter at any level depending on their needs.

Source: Value Chain Group Inc.
Required Inputs for Value Chain Reference Model

VCOR: Linking Strategy to Enterprise Performance
NEEDS: Identification of the business strategy in the context of the competitive environment.
SWOT Analysis Strengths, Weaknesses, Opportunities, Threats Mission Statement Strategic Business Plan Business / Product Line Plan
Identification of competitors and assessment of their performance in like product lines

Benchmarking Data Marketing Intelligence Open Sources
Identification of critical success factors

Business Issues/Opportunities
VCOR Impact to the Blueprinting Summary

Enterprise Business Architecture methodology (Whittle & Myrick) creates Structure for the enterprise and shows you how to integrate its value chains/streams together with data inputs/outputs.
VCOR provides the reference architecture building blocks and industry standard metrics to give your Enterprise Blueprint life
The VCOR methodology enables you to translate the enterprise blueprint into an executable plan that will allow your Company to measurably realize its strategy, goals and objectives.
Hence: Part of the Business Area Architecture Structure
Value Chain Operational Reference

DEMAND CHAIN
Silos vs. Network Collaboration and Horizontal Improvements
Traditional Supply Chain Thinking
PRODUCT LIFECYCLE MANAGEMENT How Do You Optimize the Value Chain?
Raw material Supplier
Component Supplier
Manufacturer
D.C
Retailer
Consumer
SUPPLY CHAIN
Function Architecture Must Be Put in Perspective

Marketing & Sales Business Development Customer Care Distribution & Delivery Corporate Management / Admin Support Finance Information Technology
Manufacturing
Advertising Management Marketing Management Sales Force Management
Product Development Services Development Business Planning
Customer Development Order Management Call Center Management
Material Management Plant Management Quality & Improvement Inventory Management
Fleet Management
Human Resources
Corporate Accounting
IT Business Management IT Service Management Network & Infrastructure Management Security Management New Technologies
Shipping
Legal
Treasury
Warehousing
Professional Development Mergers & Acquisitions Policies & Procedures
Asset Management Risk Management
Promotions
Warranty
Services
Scheduling
Legend
Primary Function Supporting Function
Used by Permission; Ralph Whittle
Integrated Enterprise Architecture Maturity Model

Business Silo Architecture Develop Maximize Individual Business Units Standardized Technology Architecture IT Efficiencies through Standardization Optimized Core Architecture Operational Companywide Core Processes Optimization Business Modularity Architecture Preservation of Global Standards Maintaining Local Differences
Many Practices still in place and struggling in this area
Realization taking hold that in order to progress to more effective Value-Add Differentiation We must be here
Paradigm Leap
Point Driven Business Driven
Yesterday & Today
Today and Tomorrow
* Source used: Weil, Ross, and Robertson 2006
Value Chain(s)

Value Streams
Infrastructure

Business Driven Integrated Enterprise Architecture

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Business Driven Integrated Enterprise Architecture

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The Dark Matter (Void) of Business Driven Integrated Enterprise Architecture

Achieving Competitive Advantage & Success Through The Corporate Blueprint

Copyright Boettger 1999 to present (except as noted)

Courtesy: Hubble Images

Copyright Boettger 2008 to present

Preliminary Notes on Briefing

Enterprise Business Architecture (Ralph Whittle & Conrad Myrick)

Copyright Boettger 2008 to present

Preliminary Notes on Briefing

Copyright Boettger 2008 to present

Preliminary Notes on Briefing

Value Chain (Michael Porter)

Value Streams (James Martin)

Value Stream Behavior (Skip Boettger)

Domain Stack Reference Planning EA Model (Skip Boettger)

Copyright Boettger 2008 to present

Preliminary Notes on Briefing

Copyright Boettger 2008 to present

Customer Centric Focus

Designs and Builds Architectures to support Business Strategic Initiatives

Process, Organizational, Security, Technology Architectures

Business Driven Design

Optimization for Effectiveness and Efficiency

e.g.; workflows supporting Core Processes, etc.

Enabling Business Driven Excellence

Enabling Core Architectures

Copyright Boettger 2002 to present

Copyright Boettger 2002 to present

Business & IT Transformation Ecosystem

Run the Business

ALM & SOA Governance

Plan the Business

Copyright Boettger 2002 to present

Enterprise Architecture Capability Landscape

S/W, H/W Development

EA Business Driven Capability

Intranet Enterprise Data Stores (including EDW Capability)

Enterprise Architecture Models & Data

Copyright Boettger 2002 to 2008 (except as noted)

Needs & Opportunities

People, Process, & Technology Elements

Right Resources, Right Place, Right Time

Holistic Approach Common Sense Steps

Instill Learning Circle Practices

The Enterprise Alignment Opportunity

Modified by Boettger 2008

What makes a VOID?

The Dark Matter of Business Driven Integrated Enterprise Architecture

The Dark Matter (Void) of Integrated Enterprise Architecture

Enabling Business Driven Excellence

The Dark Matter

Assured Customer and/or Member Satisfaction

The Dark Matter of Business Driven Integrated Enterprise Architecture

Customer Centric Focus

Designs and Builds Architectures to support Business Strategic Initiatives

Process, Organizational, Security, Technology Architectures

Business Driven Design

Optimization for Effectiveness and Efficiency

e.g.; workflows supporting Core Processes, etc.

Enabling Business Driven Excellence

Enabling Core Architectures

Copyright Boettger 2002 to present

Example Illustrations of Value Streams & Activities