• Authored Course

About this Course

Today’s businesses face a turbulent environment in which constant economic, regulatory and technological disruption has become the norm. Businesses need flexible, adaptable systems which can also deliver satisfactorily in ‘Business as Usual’ (BaU).

The discipline of Enterprise Architecture (EA) has become an important tool in the enterprise’s efforts to undertake major transformational changes that are aimed at achieving strategic goals. EA holds out the possibility of aligning Business and IT long-term goals along a joint roadmap, so that IT is responsive to business change and the business derives real value from its current and future investments in IT.

Most EA frameworks recognise 3 basic architectures that together constitute EA. They go by different names in different frameworks, but generically the 3 are:

  • Business Architecture
  • Information Systems Architecture (IS)
  • Information Technology Architecture (IT)

Some organisations consider that Business Architecture is a separate concern from EA altogether and situate it outside EA, for example as part of the Change and Transformation environment (CaT).

Whether Business Architecture sits alongside or within EA, it is about designing a target operating model for the entire enterprise based on its mission and strategic goals. A Business Architecture is derived by first understanding the enterprise’s Business Model, as communicated by the leadership team. Business Architecture must also pay attention to any governance requirements demanded by legislation and the regulatory authorities. The architects next need to consider what Value Streams and supporting Capabilities are required to deliver the Business Model, and then move on to consider how Capabilities will be realised through business systems and their components.

The course that we offer takes the delegate through the process of deriving a Business Architecture, explaining the components required, and suggesting techniques, models and tools that assist with the process. We also show how eventually these components can be connected to IS/IT services.

The approach taken is loosely aligned to the TOGAF and Archimate standards, but this is not intended to be a formal course on either framework. No knowledge of these frameworks is required, although it would be desirable.

Target Audience

The course would benefit delegates already qualified in TOGAF and/or Archimate, or in some other EA framework, for example Zachman. The course would benefit Enterprise Architects, Business Architects and also Business Analysts and Senior Business Analysts looking to move up into an architectural role. The course would also suit the awareness needs of roles such as Programme Manager, and similar roles in the Change and Transformation environment.

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Detailed Information

  • Course Introduction
  • Context and Content of Business Architecture
  • Business Models, Value Proposition and Operating Models
  • 5+1 Views of Business Architecture
  • The Motivation and Governance View
  • The Activity and Capability View
  • The Process, Service and Information Views
  • The Structure View
  • The Socio-cultural View
  • Final Topics

There are no prerequisites, although knowledge of an Enterprise Architecture Framework (TOGAF, Archimate, Zachman etc.) would be beneficial, as would any knowledge of, or experience with, strategic planning and implementation processes.

The course uses practical exercises, scenarios and a case study to illustrate and rehearse the topics included in the subject matter material. Delegates will be able to:

  • Discuss the role of Business Architecture in the context of Enterprise Architecture and strategic planning for the enterprise.
  • Explain the need for metamodels of Business Architecture and a repository.
  • Discuss some of the processes involved in running a Business Architecture practice.
  • Describe the components of a Business Motivation and Governance Model.
  • Identify some components of a Business Motivation and Governance Model from a business scenario.
  • Describe the components of a Business Model, based on the Business Model Canvas.
  • Describe the meaning of a Value Proposition, explain and distinguish the elements that make up models of value, and apply techniques to identify value elements from a business scenario.
  • Describe the components of a Business Plan and a Governance hierarchy. Apply techniques to identify elements of a Business Plan and a Governance hierarchy from a business scenario.
  • Define the terms Business Model and Operating Model. Distinguish different approaches to designing an Operating Model from a Business Model.
  • Explain the meaning of Capability. Apply techniques to identify Capabilities. Describe a Capability Map (Business Anchor Model). Describe the dimensions and elements of business systems that realise capabilities. Identify elements and dimensions from a business scenario.
  • Discuss the importance of stakeholder engagement in Business Architecture. Recognise techniques to identify and analyse stakeholders.
  • Discuss the role of Business Functions in a Business Architecture.
  • Explain the meaning of Value Streams and their relationship with Value Chains. Identify and document a Value Stream from a business scenario. Discuss the relationship between Value Streams and Capabilities.
  • Discuss the need for Capability-based Planning. Recognise the elements of a strategic roadmap.
  • Explain the role of processes in Business Architecture. Identify process elements from a scenario and produce an architectural model of a process.
  • Explain the role of information in Business Architecture. Identify information elements from a scenario and produce an architectural model of information.
  • Explain the role of services in a service-orientated style of Business Architecture. Identify service elements from a scenario and produce an architectural model of a service.
  • Recognise the need for a structural view of Business Architecture. Explain the relationship between Structure and Process. Identify and document structural elements from a business scenario.
  • Recognise the need for a socio-cultural view of Business Architecture. Identify and document socio-cultural elements from a business scenario.
  • Discuss the general approach to Business Architecture recommended by the BIZBOK.

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