Business Architecture Explained

Business Architecture Explained

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  1The process ofchangeSupporting Policy CraftedIn order to lay the foundation, policy is crafted to support the program. Policy writers, however, do not always have a clear view of operational issues.New Program AnnouncedA new program is announced, with requirements for joint service delivery with partners and internal collaboration across departments.One-way PolicyPolicy is sent for implementation with little recourse for change, meaning gaps in requirements can be difficult to address with revisions to policy.Bridging Partner RelationshipsHaving a clear view of partners and the requirements of joint service delivery is critical. Trying to bridge these gaps during or after implementation can be difficult and time consuming.Implementation PlanningImplementation planning requires an even greater degree of detail in understanding the connections and requirements of the organization’s many units.Inclusive RequirementsA good deal of requirements are identified in implementation; units whose involvement wasn’t predicted, or whose requirements weren’t properly captured slow the rollout. IT Requirements Catch-upWithout a clear view of the supporting systems, it’s difficult to identify support requirements and ensure that systems are in place.
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  2Typical organizational challengesImpactanalysis by new initiatives limited to participant knowledgePLANNING & EXECUTIONInconsistencies in program and project contextDuplicated effort when creating program and project contextGETTING THE BIG PICTUREDifficult to understand aggregated impacts of programs and policiesLimited documentation on the “business” of MOEDifficulty in producing integrated, enterprise level reportsIncreasing cost of maintaining overlapping or duplicated systemsMissed opportunites to leverage existing infrastructureInformation duplication and inconsistencies in multiple systemsLEVERAGING TECHNOLOGY
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  3What is anenterprise business architecture?“Business architecture (BA) is a business driven disciplined process that decomposes the enterprise’s business goals and strategies, the assets and processes required to execute them, as well asidentify their impact on business goals.”(EA Glossary V1.0)
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  4How EBA canhelpLeading strategic best practice for business design
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  Enables generation ofprogram/project metrics at a strategic, enterprise level
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  Alignment with modernizationefforts at the OPS level
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  Enables view ofMinistry wide impacts for decision makers
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  Consolidated operational viewof how we deliver services
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  Enables a clientcentric services viewSingle point access to servicesStrategicClientsAccelerates program and service design
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  Informs connections betweenpolicy & operations
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  Reduces duplication ofdata gathering
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  Common service deliveryapproach
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  Standard definitionsOperational
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  How do weuse an enterprise business architecture?5Designing a new program/ operationalizing a new policy or regulationWho else in the organization is doing something similar?Who is going to be affected by the change?Determining the scope of a new policy or regulationWho are my stakeholders?Do I need to flag someone for the program design?Who else is interfacing with the same target group?At the start of a projectHow can I create an aggregated report for this regulated body?Can I leverage work already done elsewhere?What data are we already collecting?Deciding where to pull information from for a reportWho is collecting the information already?Writing requirements for a new systemCan we leverage existing systems?
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  What is anenterprise business architecture?6StrategiesEnterprise wide mandateProgram goalsInformation required to operateProgram mandateAccountabilities to and from stakeholdersBusiness rulesEnterprise wide objectivesClient needsClientsBusiness processesServicesKey stakeholders, relationships and accountabilitiesAn inventory of programsThe context for why your business existsHow your business worksAn inventory of servicesThe accountabilities for each servicePerformance measuresClientsInventory of SLAs, MOUsPerformance measures for service providersPlayersProcesses to deliver programsAccountabilities to and from clientsDelivery model