Enterprise Architecture as Business Capabilities Architecture

1 Copyright 2002, 2003 Bredemeyer Consulting1 Enterprise Architectureas Business Capabilities ArchitectureDana Bredemeyer, Ruth Malan,RajKrishnan and Aaron LafrenzBredemeyer ConsultingTel: (812) 335-1653 Fax: (812) 335-1652 Email: Acquire ContentContentContentContentMgtMgtEditEd itContentContentCreateCreateContentConte ntDistributeDistributeContentContentPeop lePeopleDvlpmtDvlpmtBusinessBusinessMgtM gtTechnologyTechnologyMgtMgtOutputsClien t(vacancies)Candidates(CVs)Databasemanag erDatabaseConsultantsAccount managerJob postingmechanism Potential match NoTake job?Job takenYesSearch and update facilityAvailable and interested?

2 FeedbackInterview byconsultantContact candidateInterview byclientOffer made to candidateNoInputsYesYesNoVacancy awarenessRejectAcceptInputsYesPROCESS Business Process ModelingLOCATIONSF acilities, Distribution, Physical AssetsPEOPLEO rganisation DesignTECHNOLOGYI nformation, Applications, Infrastructure Architecture ViewsPERFORMANCE MANAGEMENTB alanced ScorecardsProductProductDesignDesignKnow ledgeKnowledgeMgtMgtCustomerCustomerMgtM gtDataDataAcquisitionAcquisitionContentC ontentMgtMgtEditEditContentContentCreate CreateProductProductDistributeDistribute ProductProductPeoplePeopleDvlpmtDvlpmtBu sinessBusinessMgtMgtTechnologyTechnology MgtMgtSAPV ignetteWebSphereeCompany-Wide ScorecardPerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance

3 MeasureSiebelProductProductDesignDesignK nowledgeKnowledgeMgtMgtCustomerCustomerM gtMgtAcquire Acquire ContentContentContentContentMgtMgtEditEd itContentContentCreateCreateContentConte ntDistributeDistributeContentContentPeop lePeopleDvlpmtDvlpmtBusinessBusinessMgtM gtTechnologyTechnologyMgtMgtProductProdu ctDesignDesignProductProductDesignDesign KnowledgeKnowledgeMgtMgtKnowledgeKnowled geMgtMgtCustomerCustomerMgtMgtCustomerCu stomerMgtMgtAcquire Acquire ContentContentAcquire Acquire ContentContentContentContentMgtMgtConten tContentMgtMgtEditEditContentContentEdit EditContentContentCreateCreateContentCon tentCreateCreateContentContentDistribute DistributeContentContentDistributeDistri buteContentContentPeoplePeopleDvlpmtDvlp mtPeoplePeopleDvlpmtDvlpmtBusinessBusine ssMgtMgtBusinessBusinessMgtMgtTechnology TechnologyMgtMgtTechnologyTechnologyMgtM gtOutputsClient(vacancies)Candidates(CVs )DatabasemanagerDatabaseConsultantsAccou nt managerJob postingmechanism Potential match NoTake job?

4 Job takenYesSearch and update facilityAvailable and interested?FeedbackInterview byconsultantContact candidateInterview byclientOffer made to candidateNoInputsYesYesNoVacancy awarenessRejectAcceptInputsYesOutputsCli ent(vacancies)Candidates(CVs)Databaseman agerDatabaseConsultantsAccount managerJob postingmechanism Potential match NoTake job?Job takenYesSearch and update facilityAvailable and interested?FeedbackInterview byconsultantContact candidateInterview byclientOffer made to candidateNoInputsYesYesNoVacancy awarenessRejectAcceptInputsYesPROCESS Business Process ModelingLOCATIONSF acilities, Distribution, Physical AssetsPEOPLEO rganisation DesignTECHNOLOGYI nformation, Applications.

5 Infrastructure Architecture ViewsPERFORMANCE MANAGEMENTB alanced ScorecardsProductProductDesignDesignKnow ledgeKnowledgeMgtMgtCustomerCustomerMgtM gtDataDataAcquisitionAcquisitionContentC ontentMgtMgtEditEditContentContentCreate CreateProductProductDistributeDistribute ProductProductPeoplePeopleDvlpmtDvlpmtBu sinessBusinessMgtMgtTechnologyTechnology MgtMgtSAPV ignetteWebSphereeCompany-Wide ScorecardPerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasureCompany-Wide ScorecardPerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasurePerformance MeasureSiebelAcknowledgmentsWe would like to thankRajKrishnan who inspired and championed the Business Capabilities Architectureas the cornerstone of our approach to Enterprise Architecture .

6 He recognized the centrality of Capabilities , and drafted our Enterprise Visual Architecting Process(E-VAP) using Capabilities as the organizing theme. We have taken that initial work and advanced it, used it with clients, and moved the whole frontier forward, butRajdeserves credit for the inspiration and genesis of the Capabilities approach that we promulgate. Aaron LaFrenz, too, was instrumental in moving us into the Enterprise Architecture space. His ideas and energy have had a great impact on our work, and we are much indebted to his on UseThis presentation may be downloaded and printed for personal use.

7 If you quote or paraphrase fragments of this presentation in another presentation, publication or web site, please properly acknowledge this presentation as the source, with appropriate reference to our web site where it is published. If you wish to republish this presentation, in any medium, you must get written permission from Bredemeyer Consulting. Also, any commercial use must be authorized in writing by Bredemeyer Consulting. Copyright 2002, 2003 Bredemeyer Consulting2 Enterprise Architecture as Business Capabilities ArchitectureMay 7, 2003 Slide 2 Copyright 2002, 2003 Bredemeyer Current state/desired state for IT Convergence of evolutionary paths of Organization Design and Enterprise Architecture Enterprise Architecture as the Architecture of Business capabilitiesCopyright 2002, 2003 Bredemeyer Consulting3 Enterprise Architecture as Business Capabilities ArchitectureMay 7, 2003 Slide 3 Copyright 2002, 2003 Bredemeyer processesCommon Current State for IT Rigid, brittle.

8 Aging systems Functional silos with insular pockets of system development and procurement Bottom-up technical decision-makingRigid, inflexible technical infrastructureBrittle, monolithic applications Inconsistent, duplicated islands of data Inhibits,constrains,frustratesInhibits,c onstrains,frustratesBusiness strategyTechnology-enabled Business capabilitiesChange in competitive landscapedis If the Federal Government continues to do what we ve done (build non-architected solutions), we will continue to get what we have a non-interoperable, expensive and ever-challenging tangle of data, applications and technology.

9 -Source: FEAF Version Status QuoThe current state of IT, if allowed to persist, will result in maintenance of the status quo--with its rework, ever decreasing productivity, and lost and missed opportunities. For the Federal government, it would mean failure to comply withthe Clinger-Cohen Act, and for industry, it would mean that competitors who adopt EA (and succeed in overcoming the organizational challenges) will have significant strategic advantage over those who do 2002, 2003 Bredemeyer Consulting4 Enterprise Architecture as Business Capabilities ArchitectureMay 7, 2003 Slide 4 Copyright 2002.

10 2003 Bredemeyer State for ITStrategic Agility Enabled by TechnologyChange in competitive landscapeChange in Enterprise StrategyChange in Business processes and enabling systemsearly identificationshort strategy planning cyclesadaptive processes and enabling technology Business intelligence triggertriggerStrategic AgilityThe length of Business cycles has decreased over the past two decades--the fast-paced cycles are being called hypercompetition. Businesses have to be able to identify and respond to changes in the competitive landscape. Increasingly, these changes have to do with technology, which underpins innovations not just in products, but in services and value delivery, either directly or through the application of technology in innovative ways.