1. Business Architecture
Visual Strategic Planning
1

2. Contributing Author to the
BIZBOK ™
Trained over
100,000 professionals
700
In excess of
Organizations using our methods
1,400
Completed over
requirements projects
> 200 trained
professionals focused 100%
on excellence in business
requirements
10%
Annually invested
of our
revenue in developing our methods and
harmonizing these with industry best
practices
Founding member
of the IIBA
Authors of
The Business Analysis Benchmark
300
Worked with over
of the
Fortune 1000 companies

3. Business Architecture – Visual Strategic Planning
Learning Objectives
1
Bring clarity to the purpose and benefits of Business Architecture to
scope, plan and execute on strategy
2
Describe the applicability of Business Architecture in the context of the
rapid Change Agenda
3
Explain a Business Architecture Framework against a variety of
strategic initiatives to know how to use the models
4
Provide different viewpoints of a business architecture and
demonstrate analysis techniques to expose risk & opportunity
5
Demonstrate architectural thinking in the decomposition of the
strategic objective as a technique for defining business impact
across capabilities, business functions and process to frame the
context of analysis
3

4. Business Architecture – Visual Strategic Planning
Business Architecture
Visual Strategic Planning
Webinar Coverage
Business Change
Business Architecture - Blueprints
Blueprinting – Lifecycle
Case Studies
4

5. Business Architecture – Visual Strategic Planning
Analysis Result
Business Strategy
Business Change- How Big?
Competing or Complimentary Strategies?
Optimization
Reengineering
Transformation
Redefining the business
process to eliminate
localized operational
challenges
Redesigning of the business
process to meet market or
competitive needs or increase
efficiency/effectiveness of the
current business operating
model.
Radical, large scale change
in the business operating
model and the product or
service delivery
Business As Usual
Competitive Requirement
Future State
 Continue forward with
marginal deployment
capabilities
 Cost reduction focus
 Market differentiation involving
significant corporate will.
 Keep the Lights on
 Business case may support
transformational strategy.
 Limited expected revenue
increase
 Requires policy change, product
rationalization, resource
rightsizing
 Long term in nature.
5

6. Business Architecture – Visual Strategic Planning
Business Process Design or
Transformation?
Reference
Current State
Optimized
Same activities
variations on
process removed
Reengineered
Activity reduction and
process is distributed
allowing efficiency
measurement
Business Case For Change
Transformed
Standardization and
reduction in activities,
policy rationalization.
Process is distributed
and automated.
6

7. Business Architecture – Visual Strategic Planning
Business Architecture Framework
Customers
Product
Regulators
Business Drivers,
Goals & Strategic
Objectives
Vendors
Application
Inventory
Initiative/Investment
Inventory
S
t
a
t
i
c
Organization
Location
Roles
Rules
Policy
Business Information
7

8. Business Architecture – Visual Strategic Planning
Dynamic Views
Foundation Views
Business Architecture Framework
Business Drivers,
Goals & Objectives
Customers
Vendors/Partners
Business capabilities
Measures
Initiatives/Projects
Channels
Application Inventory
Product
Organization
Competitors
Location
Regulators
Rules/Policy/Requirements
Business Information
Roles
8

9. Business Architecture – Visual Strategic Planning
Business Change- Strategy to Execution Planning
Strategic Initiatives
Engineer
•Regulatory Agendas (ie: SOX, BASEL 111, Dodd Frank)
•Customer Segmentation analytics
•Business Agility
•Business Process Reengineering
•Vendor Strategy – core / non core
•Channel Migration Strategies
Transform
•Business Transformation
•Portfolio Management & Prioritization
•Enterprise Architecture – Technology Migration
•Organizational Design and Architecture
•Off-Shoring – People, process and cost analysis
•Operational Centralization & Location Strategy
•Business Continuity Planning
•Merger, Acquisition & Divestitures
Optimize
•Continuous Improvement – Cost of Quality
•Competitive Analysis
•Localized Process Improvement Initiatives
BA Models and Views
Business Drivers, Goals and Objectives
Business Measures
Competitors
Regulators
Customers
Products
Vendors
Channels
Projects
Business Functions
Location
Business Capabilities
Organization
Business processes
Roles
Requirements/Rules/Policy
Applications
Business Information
What do I need to know? Mapping initiatives to model types will expose
complimentary, competing strategies, and dependency.
Appendix A: Definitions
9

10. Business Architecture
Blueprints
10

11. Business Architecture – Visual Strategic Planning
Business
Blueprinting
A methodology which groups current activities into a manageable
number of discreet, modular, and re-usable capabilities.
Blueprinting is a visual model of business operations.
11

12. Business Architecture – Visual Strategic Planning
Business Architecture Blueprint
What is it?
Must capture the "essence“*
Must be suitable for determining business needs
Must be product and technology independent
Must reflect multiple views of the enterprise
Must be comprehensive
Must provide for efficient and effective change
Must allow for extensibility
Must use a standard language and notation to
have common understanding
*Essence: is the attribute or set of attributes that make an entity or substance what it fundamentally is, and which it has by
necessity, and without which it loses its identity
12

13. Business Architecture – Visual Strategic Planning
Business Blueprinting
HOW?
Capability-Based Enterprise
Business Capability
Group of cohesive business activities to
serve a unique purpose
Contains all resources to accomplish its
purpose
Business Capability
Business Purpose
Creates specific value to other parts of the
organization
Activities
High degree of autonomy and is managed
separately
Resources
Linked to the organization through
business services and integrated
information systems
Applications
Infrastructure
Represents real functions performed by
discrete business areas
13

14. Business Architecture – Visual Strategic Planning
Blueprinting –A Business Architecture Capability Model
Illustrative integrated business perspectives
Methods, tools and techniques develop agile and
Sales, Market & Relationships
Strategy &
Governance
Market Management
External
Corporate
Comms
Strategy
Business
Strategy
Management
Client mkt
research &
analytics
Brand
Management
Business
resource &
sales planning
Global MIS
Marketing
Management
Sales/Product
Monitoring
Alliance
planning
Operations
strategy &
policy
Customer
Management
Strategy
Customer
Behaviour
Models
Segment
Analysis &
Planning
Governance
Executive &
Stakeholder
Management
Business
Architecture
End to End
Service Level
Management
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Counter/
Branch
Services
Sales Force
Management
Prospecting &
Sales
Segmented
Servicing
Risk, Financial &
Compliance Management
Channel
Management
Product
Catalogue
Management
Product /
Servicing
Sourcing
Hedge Funds
Management
FX & MM
Management
Product Management
Securities
Funds
Product
Management
Management
Structured
Cash
Product
Management
Management
After Sales
Service
Credit
Management
Trade Services
Management
Card
Management
Insurance
Products
Management
Trust & Estate Strategic Asset
Planning
Allocation
Financial
Planning
Trading Services
Order
Management
& Grouping
Execution
Management
Trade
Reporting
Confirmation
& Matching
Operations & Processing
Cross-Product/Service Client Facing Processing
Client
Client Account
Document
Client Tax
Accounting &
Administration
Management
Reporting
Reporting
Credit
Safe Keeping Fees & Billing
Performance
Approval
Management
Management Measurement
Management
Cash Services
Service Management
Discretionary
Client Risk
Portfolio Mgt
Profiling
Services
Group / Pb
Advisory
Services
Rewards
Management
Collections
and Recovery
Merchant
Operations
Correspondent
Banking
Collateral
Handling
Authorisations
Cross-Product/Service Non-Client Facing Processing
Involved 3 rd
Corporate
Party
Actions
Reconciliation
Clearing
Maintenance
Management
Nostro Cash
Management
Payments
FX & MM
Processing
Credit
Processing
IT Architecture
Family Office
Services
Settlement
Custody
Specific Product Processing
Structured
Securities
Fund
Products
Processing
Processing
Processing
Card
Processing
Trade Services
Processing
Securitisation
(incl.
Syndications)
Operational
Risk Control
Management
Settlement
Risk Control
Management
Legal &
Regulatory
Risk Mgm’t
Tactical Asset
Allocation
Trading Support
Product &
Processing &
Service
Client Support
Trade Support
Control
Research &
Analysis
Allocations
Risk
Credit Risk
Control
Management
Market Risk
Control
Management
Products & Services
Product &
Services
Support
Customer Insight
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management
Management
Referrals
Operational
Monitoring
Financial
Financial
Accntg &
Reporting
Decision
Support
Treasury
Management
Balance Sheet
Management
Market Data
Management
Compliance
Internal Audit
Hedge Fund
Processing
Life Insurance
Processing
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Centralised Service Centre Management
Business Policies
and Procedures
GSC
Monitoring
Service Centre
Mgmt
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Internal
Comms (excl.
customer)
HR & Payroll
OPS Design &
Implement
Design apps &
IT
infrastructure
Information Technology
Operate &
Build apps & IT
maintain apps
Security
infrastructure
& IT i/f
Business
continuity
14

15. Business Architecture – Visual Strategic Planning
Business Blueprinting
WHY?
 Capabilities represent business functions and processes, which utilize the same data, and focus
on the tendency to collaborate or not collaborate across product lines, functions and
geographies. Capabilities support an approach toward Mergers and Acquisitions, identifying
ie: shared services, functional alignment, organizational design thereby improving efficiency
and resilience.
 Common language and Capability definition present patterns of similar and unique capability
which are a key element in visualizing opportunities to ensure money is spent on the most
revenue generating or cost reduction strategies ie: centralization and streamlining
 Blueprinting helps to connect organizational processes with business strategy, and the
appropriate technical solutions, providing fact-based decision support about the most effective
methods for managing change
 Blueprint views can be used to map total investment spend to business strategies and
objectives ensuring finite resources are optimized and not competing
 Mature Blueprinting will provide a holistic dashboard of all Enterprise activity
Use business blueprinting to analyse and determine cost effective and
efficient business opportunities as a value proposition
15

16. Business Architecture – Visual Strategic Planning
Enterprise Blueprinting
Overlaying views expose opportunities for value-based prioritization strategies. Business impact is holistically
understood and will provide previous unknowns for consideration .
Sales, Market & Relationships
Strategy &
Governance
Market Management
Strategy
Business
Business
Strategy
resource &
Management sales planning
Client mkt
research &
analytics
Global MIS
Sales/Product
Monitoring
Alliance
planning
Operations
strategy &
policy
Customer Insight
Customer
Management
Strategy
Customer
Behaviour
Models
Segment
Analysis &
Planning
Governance
Business
Architecture
Executive &
Stakeholder
Management
End to End
Service Level
Management
IT
Architecture
External
Corporate
Comms
Marketing
Management
Brand
Management
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management Management
Referrals
Counter/
Branch
Services
Sales Force
Management
Prospecting &
Sales
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Segmented
Servicing
Risk, Financial &
Compliance Management
Channel
Management
After Sales
Service
Products & Services
Product
Catalogue
Management
Product /
Servicing
Sourcing
Product &
Services
Support
Hedge Funds
Management
FX & MM
Management
Product Management
Securities
Product
Management
Structured
Cash
Product
Management
Management
Funds
Management
Credit
Management
Trade Services
Management
Group / Pb
Advisory
Services
Card
Management
Insurance
Products
Management
Financial
Planning
Allocations
Research &
Analysis
Trading Services
Order
Management
& Grouping
Execution
Management
Trade
Reporting
Confirmation
& Matching
Operations & Processing
Cross-Product/Service Client Facing Processing
Client
Client Account
Document
Client Tax
Accounting &
Administration Management
Reporting
Reporting
Credit
Safe Keeping Fees & Billing Performance
Approval
Management Management Measurement
Management
Cash Services
Merchant
Operations
Correspondent
Banking
Collections
and Recovery
Collateral
Handling
Authorisations
Payments
Nostro Cash
Management
FX & MM
Processing
Securities
Processing
Card
Processing
Family Office
Services
Settlement
Custody
Specific Product Processing
Structured
Fund
Products
Processing
Processing
Securitisation
(incl.
Syndications)
Operational
Risk Control
Management
Settlement
Risk Control
Management
Legal &
Regulatory
Risk Mgm’t
Tactical Asset
Allocation
Trading Support
Product &
Processing &
Service
Client Support
Trade Support
Control
Cross-Product/Service Non-Client Facing Processing
Involved 3 rd
Corporate
Party
Actions
Reconciliation
Clearing
Maintenance Management
Credit
Processing
Rewards
Management
Service Management
Discretionary
Portfolio Mgt
Services
Strategic
Trust & Estate
Asset
Planning
Allocation
Client Risk
Profiling
Risk
Credit Risk
Control
Management
Market Risk
Control
Management
Operational
Monitoring
Financial
Financial
Decision
Accntg &
Support
Reporting
Treasury
Management
Market Data
Management
Balance Sheet
Management
Compliance
Internal Audit
Hedge Fund
Processing
Trade Services Life Insurance
Processing
Processing
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Centralised Service Centre Management
Business Policies
and Procedures
GSC
Monitoring
Service
Centre Mgmt
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Internal
Comms (excl.
customer)
HR & Payroll
OPS Design &
Implement
Information Technology
Design apps &
Operate &
Build apps &
IT
maintain apps
IT
Security
infrastructure
& IT i/f
infrastructure
Business
continuity
16

17. Business Architecture – Visual Strategic Planning
Business Architecture – Example Use
The most active use of Blueprint enables IT partners to align technology with business strategy. Application
Portfolio Management demands a means to identify current capability and future opportunities.
ATM
Branch
Sales, Market & Relationships
Telephone
Market Management
External
Corporate
Comms
Strategy & Governance
Marketing
Management
Brand
Management
Strategy
Business
Strategy
Management
Global MIS
Client mkt
research &
analytics
Sales/Product
Monitoring
Alliance
Planning Mgmt
Customer
Management
Strategy
Segment
Analysis &
Planning
Email
Counter/ Branch
Services
Sales Force
Management
Pricing /Quotes
Intermediary
Sales & Distribution
Independent
Electronic
Asset
Service
Management
Product Management
Product
Catalogue
Management
Product /
Servicing
Sourcing
Deposits
Product &
Services Support
Customer
Behaviour
Models
Hedge Funds
Management
Credit
Management
Servicing
Credit Risk
Control
Management
Lending
Funds Product
Management
FX & MM
Management
Cash
Management
Order
Management &
Grouping
Execution
Management
Gaps
Service Management
Card Product
Management
Governance
Business
Executive &
Architecture &
Stakeholder
Operating
Management
Model
End to End
IT Architecture
Service Level
Management
Trade Reporting
Merchant
Operations
Document
Management
Underwriting
Claims
Credit Approval
Management
Safe Keeping
Management
Client
Accounting &
Reporting
Performance
Measurement
Cash Services
Rewards Admin
Fees & Billing
Management
Client Tax
Reporting
Authorisations
AML/Fraud
Detection
Collections and
Recovery
Collateral
Handling
GSC Monitoring
Family Office
Services
Market Risk
Control
Management
Settlement Risk
Control
Management
Trust & Estate
Planning
Strategic Asset
Allocation
Tactical Asset
Allocation
Securitisation
(incl.
Syndications)
Legal &
Regulatory
Risk Mgmt
Overextension
Valuation
Correspondent
Banking
Customer & Transaction Services
Processing &
Product &
Execution
Service Control
Support
Research &
Analysis
Allocations
Cross-Product/Service Non-Client Facing Processing
Involved 3rd
Corporate
Reconciliation
Clearing
Party
Actions
Maintenance
Management
Payments
Nostro Cash
Management
Settlement
Specific Product Processing
Structured
Fund Processing
Products
Processing
Securities
Processing
Duplication
Card Processing
Credit
Processing
Deficiency
Operational
Monitoring
Reference Data
FX & MM
Processing
Service Centre
Mgmt
Financial
Client Support
Financial Accntg
& Reporting
Decision
Support
Treasury
Management
Balance Sheet
Management
Market Data
Management
Custody
Investigations
Centralised Service Centre Management
Business
Policies and
Procedures
Discretionary
Portfolio Mgt
Services
Execution Services
Operations & Processing
Opportunity to implement new
Cross-Product/Service
technology where none existsClient Facing Processing
Client Account
Admin
Client Risk
Profiling
Financial
Planning
Insurance
Products
Management
Confirmation &
Matching
Operational Risk
Control
Management
Group / PB
Advisory
Services
Trade Services
Management
Securities
Product
Management
Structured
Product
Management
Risk, Financial &
Channel
Compliance Management
An IT solutions, designed to support one
Management
capability, is extended beyond its core
Segmented
functionality to support others Risk
Sales Execution
Products & Services
Operations
strategy &
policy
Customer Insight
Online
Client Relationship Management
Client
Relationship
Contact
Acquisition &
Management
Management
Referrals
Prospecting &
Sales
Business
resource & sales
planning
Post
PDA
Hedge Fund
Processing
Compliance
Internal Audit
Regulatory &
Compliance
Legal
Awareness &
Compliance
Regulatory &
Legal Doc.
Management
Multiple business areas require the
same capability. Opportunity for
Trust
Trade Services
Insurance
standardization and reduced cost
Administration
Processing
Processing
Support Infrastructure
The business functions or processes lack key
functionality or areProgramme & designed Support & Logistics
poorly
Facilities
Legal
Change
Management
Operation &
Maintenance
Procurement
Internal Comms
(excl. customer)
HR & Payroll
OPS Design &
Implement
Design apps &
IT infrastructure
Information Technology
Operate &
Build apps & IT
maintain apps &
infrastructure
IT i/f
17
Security
Business
continuity

18. Business Architecture – Visual Strategic Planning
Business Architecture – Example of Use
Direct
Illustrative Global Customer Data Mgmt – Heat Map
In-Direct
ATM
Branch
Telephone
Post
PDA
Online
Email
Intermediary
Sales, Market & Relationships
Market Management
External
Corporate
Comms
Client Relationship Management
Marketing
Management
Brand
Management
Strategy
Business Strategy Business resource
Management
& sales planning
Relationship
Management
Prospecting &
Sales
Strategy & Governance
Client Acquisition
& Referrals
Sales & Distribution
Pricing
/Quotes
Independent
Asset
Management
Electronic
Service
Sales Force
Management
Contact
Management
Counter/
Branch
Services
Segmented
Servicing
Product Management
Client mkt
research &
analytics
Product
Catalogue
Management
Hedge Funds
Management
Credit
Management
Sales/Product
Monitoring
Alliance Planning
Mgmt
Product /
Servicing Sourcing
Lending
Funds Product
Management
Deposits
FX & MM
Management
Cash
Management
Operations
strategy & policy
Product & Services
Support
Customer Insight
Customer
Behaviour
Models
Customer
Management
Strategy
Segment
Analysis &
Planning
Service Management
Group / PB
Advisory Services
Client Risk
Profiling
Discretionary
Portfolio Mgt
Services
Family Office
Services
Market Risk
Control
Management
Settlement Risk
Control
Management
Securities
Product
Management
Structured
Product
Management
Insurance
Products
Management
Financial
Planning
Trust & Estate
Planning
Strategic Asset
Allocation
Tactical Asset
Allocation
Securitisation
(incl.
Syndications)
Legal &
Regulatory Risk
Mgmt
Research &
Analysis
Product & Service
Control
Governance
Executive &
Stakeholder
Management
IT Architecture
Valuation
Execution Services
Order
Management &
Grouping
Execution
Management
Trade
Reporting
Customer & Transaction Services
Confirmation &
Matching
Merchant
Operations
Document
Management
Underwriting
Claims
Credit
Approval
Management
Safe Keeping
Management
Client
Accounting &
Reporting
Performance
Measurement
Cash Services
Rewards Admin
Fees & Billing
Management
Client Tax
Reporting
Authorisations
AML/Fraud
Detection
Collections and
Recovery
Collateral
Handling
Correspondent
Banking
Allocations
Processing &
Execution
Support
Cross-Product/Service Non-Client Facing Processing
Corporate
Involved 3rd
Reconciliation
Clearing
Party
Actions
Maintenance
Management
Nostro Cash
Management
Payments
Settlement
Custody
Investigations
Financial
Client Support
Operational
Monitoring
Reference Data
FX & MM
Processing
Securities
Processing
Structured
Products
Processing
Fund Processing
Hedge Fund
Processing
Credit Processing
Card Processing
Trade Services
Processing
Insurance
Processing
Service Centre
Mgmt
Decision
Support
Treasury
Management
Balance Sheet
Management
Compliance
Internal Audit
Regulatory &
Compliance
Legal Awareness
& Compliance
Regulatory &
Legal Doc.
Management
Trust
Administration
Centralised Service Centre Management
GSC
Monitoring
Financial Accntg
& Reporting
Market Data
Management
Specific Product Processing
Business Policies
and Procedures
Operational
Risk Control
Management
Trade Services
Management
Operations & Processing
Client Account
Admin
End to End
Service Level
Management
Credit Risk
Control
Management
Card Product
Management
Cross-Product/Service Client Facing Processing
Business
Architecture &
Operating Model
Risk
Products & Services
Global MIS
Risk, Financial &
Compliance Management
Sales Execution
Channel
Management
Support Infrastructure
Support & Logistics
Legal
Programme &
Change
Management
Facilities
Operation &
Maintenance
Procurement
Information Technology
Internal Comms
(excl. customer)
HR & Payroll
OPS Design &
Implement
Design apps & IT
infrastructure
Operate &
maintain apps &
IT i/f
Build apps & IT
infrastructure
Security
Business
continuity
18

19. Business Architecture – Visual Strategic Planning
Business Architecture – Example of Use
Another strategic use of the business architecture is to map the project portfolio, based on the
high level definitions, to the capabilities to identify overlaps and duplication across the
Investment portfolio.
Result: Informed Business
Decisions
• Repackage the portfolio mix
• Defund projects which are
not impacting strategic focus
• Accelerate projects with
dependencies
• Fund projects which
previously were unfunded
• Clarify
Ownership/sponsorship
• Innovative Funding Models
19

20. The Power of
Business Modeling
Business Architecture – Visual Strategic Planning
Communication
Facilitating cross-group understanding
Analysis
Modeling as a thinking tool
Facilitation
Excellent method for eliciting requirements
Scope Control
Precise tool for defining what’s in and what’s out
Management Tool
Implicit becomes explicit, and becomes manageable
20
20

21. Business Architecture – Visual Strategic Planning
Business Architecture – BIZBOK Framework & Views
Source: Business Architecture Body of Knowledge (BIZBOK™) 3.1
21

22. Business Architecture – Visual Strategic Planning
Business Architecture Framework
Dynamic Views
Foundation Views
D
e
c
o
m
p
o
s
i
t
i
o
n
Business Drivers,
Goals & Objectives
Customers
Product & Services
Competitors
Regulators
Vendors/Partners
Roles
Initiatives/Projects
Metrics & Measures
Channels
Application Inventory
Organization
Rules/Policy/Requirements
Location
Business Information
22

23. Business Architecture – Visual Strategic Planning
Business Architecture Framework - deployed
23

24. BLUEPRINTING
LIFE CYCLE
24

25. Business Architecture – Visual Strategic Planning
Blueprinting Lifecycle
Face2Face
Tel phone
e
Pos t
PDA
Onl e
n
i
Em ai
l
I nt er m ei r y
da
Sal s, M ar kt & ai ns i s
e
e Rel o hp
t
Ri k, Fi anci l
s
n a&
Com pl nceM aag m
a
i
n e ent
St r at egy&
Gover ane
n c
M ar ket M aag m t
n e en
Ext er nal pr ae
Cor o t
Com m s
St r at egy
Busi ess St r t ey
n
a g
M anagem et
n
Cl nt m r eser c &
e kt
i
a h
anal t i s
y c
Cl nt Rel t i ns hi M aag m
e
i
a o p n e ent
Br and
M anagem et
n
Busi ess r es ur e
n
o c&
sal s pl nni g
e a n
Gl bal I S
o M
M ar ket i g
n
M anagem et
n
Sal s/Pr odut
e
c
M oni or i g
t n
Rel t i ns hi
a o p
M anagem et
n
Sal s & s t r i ut i n
e Di b o
Cont act M ag m t
n
a e en
I ndependenAs et
t s
M anagem et
n
El ct r oni Ser i e
e
c vc
Channel anag m
M e ent
Pr oduct M aag m t
n e en
Pr oduct Cat l gu
ao e
M anagem et
n
Funds M em t
anag en
Secur i i s Pr ouc
te d t
M anagem et
n
Cr edi M em
t anag ent
Tr adeSer vi e
cs
M anagem et
n
FX& M
M
M anagem et
n
Cash
M anagem et
n
St r uct ur dPr dut
e o c
M anagem et
n
Car dM
anageent
m
I nsur anc Pr ouc s
e d t
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t e c sn
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The lifecycle employs methods, tools and techniques to
develop agile and integrated business perspectives which
provide traceability and alignment between levels.
Regul t or y&
a
Com pl nce
a
i
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a
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anag ent
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i
vc Cent M a m
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n
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ie d
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s
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t n
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c
e gm
Suppor t I nf at ut r e
r sr cu
Suppor t & s t s
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c
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Pr ogr am m &
e
ChangeM gem t
ana en
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t
i
le
o
ent
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t o c n oy
I nt er nal m ( xc
Com s e l
.
cus t om er
)
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g
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i f r as t r uc ue
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apps & Ti f
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d
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i f r as t r uc ue
tr
Secur i y
t
Bus i ess cont ui y
n
n
i t
• Visual improves ability for
stakeholder sign-off
Each Capability is
underpinned by a
number of Business
Functions
• Well defined processes,
terms and definitions
• Acceleration in identifying
reusable processes and
rules
Each Function is in
turn supported by a
range of Business
Processes
• Consistent language to
support transfer of
knowledge
Each process
collaborates across a
set of activities and
tasks to compete the
business objective
• Logic is contained within
the process
• View to standardization and
reusable processes
25
Traceability & Alignment
Advantages

26. Business Architecture – Visual Strategic Planning
Blueprinting Lifecycle - Value Positioning
26

27. CASE
STUDIES
27

28. Case Study
Business Architecture – Visual Strategic Planning
A Large multi national had an investment portfolio
wish list of over $500m in projects but had only ever
spent $80 - 90M per year in the last 5 years.
Business architecture was used to position these
project inputs against strategic goals and capabilities.
The analysis highlighted significant project
duplication, gaps in spend, dependencies and risk,
that were not yet visible, and enabled a re-shaping
of the investment portfolio .
Using business architecture tools, such as a Value
Chain, and mapping projects to strategic goals and
capability modes , enabled a logical repositioning of
the project portfolio.
Developing a line of sight from strategy, to logical
grouping of projects , to tangible benefits also
removes much of the political hardship in
communicating the re-prioritized spend.
Source: Orbus Software, Swindell 2013
28

29. Business Architecture – Visual Strategic Planning
Case Study
A Large multi national bank spent a significant amount of time
and money after a merger trying to integrate various functions
and applications to improve its efficiency and agility.
The problem was they started bottom up with significant detailed
documentation, and divisional inputs, which created complexity
and confusion for the steering committee. Poor governance
practices also contributed to the confusion.
Starting top down from the organizational strategy and objectives
,and mapping various inputs against the capability model ,
enabled a more focused analysis of the capability, including
functions and supporting applications, business issues ,
requirements and creation of clear investment choices.
A simple heat map assessment of the capabilities enabled inputs
to be grouped and domain analysis identified capabilities
requiring greatest uplift and transition options to be compared,
thus simplifying the consolidation journey.
Source: Orbus Software, Swindell 2013
29

30. Business Architecture – Visual Strategic Planning
Case Study: Ford Motor Company
Source: OMG: Business Architecture, Daniel Toth March, 2013
30

31. To claim your PDU’s
Activity Number: IAG636
Provider ID: 2858
800.209.3616
31

32. Appendix
32

33. Appendix A: Glossary of Terms: Framework Definitions
Business Drivers , Goals and Objectives: input to the Business Architecture as a
means to express the Business Architecture.
Business Capability Model: A logical representation of a business that reveals
its essential building blocks. Categorized by Domains, Competencies and
Components
• Business Domain: Logical business groupings for the purposes of describing
a high level activity . Domains are a series of competencies which generally
collaborate together for some value.
• Business Competency: defined as large business areas with similar
characteristic skills and capabilities, for example, product development or
supply chain. Components within the Competencies are typically related
between Direct, Control and Execute
• Business Capability: is a group of cohesive business services supported by
the appropriate information systems, processes, organizational structure
and performance measures. Each business component serves a unique
purpose and collaborates with other business components to support
business processes.
Business Functions; represents a decomposition of the business component to
a granularity representing the function which must be performed in order to
achieve the business objective. Very often reflecting the organizational design
and /or transitions states of a Common Business Process. Policy Admin: Open,
Maintain , Close Policy.
Business Process Model A commonly used approach to express the business
process hierarchy of common business processes, workflows and subflows
which include activities and events. Activities are combined to create a
business process, i.e., a structured, measured set of activities, that takes input
and creates output of value to a customer."
Business Activity: "An activity may be a manual, semi
automated or automated operation that completes a
unit of work. An atomic level activity is the lowest level
of activity that cannot be decomposed further without
considering how to implement them.
Business Event: "A stimulus or trigger which initiates one
or more processes. A set of conditions which cause a
process to be performed."
Roles/Actors: "Business roles are logical, categories of
job that perform business activities of the enterprise,
(e.g. Underwriter, Claims Assessor, Regulator, Sales
Person). As such, they combine business activities into a
recognizable relationship."
Locations "Business locations identify both the physical
and logical places where business activities are carried
out. The physical locations are simply the geographical
places where the business has a presence; the logical
locations are types or categories, of these physical sites,
based on the types of business activities that are
performed at them."
Information Item "A person, place, thing, concept, or
event that the business needs to manage and about
which it may need to keep data. "
33