biz arch visual strategic planning v6
TRANSCRIPT
Business Architecture Visual Strategic Planning
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Trained over 100,000 professionals
Completed over 1,400 requirements projects
In excess of 700 Organizations using our methods
Annually invested 10% of our
revenue in developing our methods and harmonizing these with industry best practices
Authors of The Business Analysis Benchmark
Worked with over 300 of the
Fortune 1000 companies
Founding member of the IIBA
> 200 trained
professionals focused 100% on excellence in business requirements
Contributing Author to the BIZBOK ™
Learning Objectives
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2
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Bring clarity to the purpose and benefits of Business Architecture to scope, plan and execute on strategy
Describe the applicability of Business Architecture in the context of the rapid Change Agenda
Explain a Business Architecture Framework against a variety of strategic initiatives to know how to use the models
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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
Business Architecture – Visual Strategic Planning
Business Architecture Visual Strategic Planning
Webinar Coverage
Business Change
Business Architecture - Blueprints
Blueprinting – Lifecycle
Case Studies
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Business Architecture – Visual Strategic Planning
An
alys
is R
esu
lt
Business Change- How Big? Competing or Complimentary Strategies?
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Bu
sin
ess
Str
ate
gy
Business Architecture – Visual Strategic Planning
Competitive Requirement
Cost reduction focus
Limited expected revenue increase
Business case may support transformational strategy.
Reengineering
Redesigning of the business process to meet market or competitive needs or increase efficiency/effectiveness of the current business operating model.
Business As Usual
Continue forward with marginal deployment capabilities
Keep the Lights on
Optimization
Redefining the business process to eliminate localized operational challenges
Future State
Market differentiation involving significant corporate will.
Requires policy change, product rationalization, resource rightsizing
Long term in nature.
Transformation
Radical, large scale change in the business operating model and the product or service delivery
Same activities variations on process removed
Activity reduction and process is distributed allowing efficiency measurement
Standardization and reduction in activities, policy rationalization. Process is distributed and automated.
Business Process Design or
Transformation?
Business Case For Change
Business Architecture – Visual Strategic Planning
Reference Current State Optimized Reengineered Transformed
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Business Architecture Framework
Location
Product
Regulators
Roles
Business Information
Rules
Vendors
Customers
Organization
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Static
Policy
Application
Inventory
Initiative/Investment
Inventory
Business Architecture – Visual Strategic Planning
Business Drivers,
Goals & Strategic
Objectives
Business Architecture Framework
Regulators
Channels
Vendors/Partners
Customers
Competitors Location
Product
Roles
Business Information
Rules/Policy/Requirements Organization
Business capabilities Business Drivers, Goals & Objectives
Initiatives/Projects Measures
Application Inventory
Dyn
amic
Vie
ws
Fou
nd
atio
n V
iew
s
Business Architecture – Visual Strategic Planning
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Business Change- Strategy to Execution Planning
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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
Appendix A: Definitions
Optimize
•Continuous Improvement – Cost of Quality •Competitive Analysis •Localized Process Improvement 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
BA Models and Views
What do I need to know? Mapping initiatives to model types will expose complimentary, competing strategies, and dependency.
Strategic Initiatives
Business Architecture – Visual Strategic Planning
Business Architecture
Blueprints
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11
Business
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.
Blueprinting
Business Architecture – Visual Strategic Planning
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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
Business Architecture – Visual Strategic Planning
Business Blueprinting HOW?
Business Capability
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Group of cohesive business activities to serve a unique purpose
Contains all resources to accomplish its purpose
Creates specific value to other parts of the organization
High degree of autonomy and is managed separately
Linked to the organization through business services and integrated information systems
Represents real functions performed by discrete business areas
Capability-Based Enterprise
Business Capability
Activities
Resources
Applications
Infrastructure
Business Purpose
Business Architecture – Visual Strategic Planning
Blueprinting –A Business Architecture Capability Model
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Methods, tools and techniques develop agile and integrated business perspectives
Strategy & Governance
Business Architecture
Global MIS
Strategy
Governance
Business Strategy
Management
Alliance planning
End to End Service Level Management
Executive & Stakeholder
Management
IT Architecture
Risk, Financial & Compliance Management
Risk
Credit Risk Control
Management
Operational Risk Control Management
Balance Sheet Management
Treasury Management
Financial Accntg & Reporting
Decision Support
Financial
Internal Audit Regulatory & Compliance
Compliance
Sales/Product Monitoring
Sales, Market & Relationships Market Management
External Corporate Comms
Marketing Management
Brand Management
Client Relationship Management
Contact Management
Relationship Management
Client Acquisition &
Referrals
Sales & Distribution
Counter/ Branch Services
Independent Asset
Management
Electronic Service
Channel Management
Market Risk Control
Management
Settlement Risk Control Management
Legal Awareness & Compliance
Regulatory & Legal Doc.
Management
Products & Services
Business resource &
sales planning
Client mkt research & analytics
Product Catalogue
Management
Hedge Funds Management
Securities Product
Management
Funds Management
Credit Management
Trade Services Management
Product / Servicing Sourcing
FX & MM Management
Cash Management
Structured Product
Management
Card Management
Insurance Products
Management
Operations & Processing
Client Account
Administration
Reconciliation Merchant
Operations
Credit Approval
Management
Document Management
Fees & Billing Management
Corporate Actions
Management Client Tax Reporting
Performance Measurement
Safe Keeping Management
Payments Custody
Client Accounting &
Reporting
Operational Monitoring
Clearing
Settlement Nostro Cash Management
Market Data Management
Involved 3rd Party
Maintenance
Specific Product Processing
Credit Processing
Securities Processing
Card Processing
Fund Processing
FX & MM Processing
Structured Products
Processing
Trade Services Processing
Life Insurance Processing
Hedge Fund Processing
Product Management Service Management
Product & Services Support
Execution Management
Trade Reporting
Order Management & Grouping
Trading Services
Confirmation & Matching
Allocations Product &
Service Control
Processing & Trade Support
Research & Analysis
Trading Support
Client Support Customer Insight
Segment Analysis & Planning
Customer
Behaviour Models
Customer Management
Strategy
Business Policies and Procedures
Operations strategy &
policy
Correspondent Banking
Collections and Recovery
Collateral Handling
Authorisations
Cash Services Rewards
Management
Securitisation
(incl. Syndications)
Prospecting & Sales
After Sales Service
Segmented Servicing
Sales Force Management
Group / Pb Advisory Services
Client Risk Profiling
Discretionary Portfolio Mgt
Services
Family Office Services
Financial Planning
Trust & Estate Planning
Strategic Asset Allocation
Tactical Asset Allocation
Cross-Product/Service Client Facing Processing
Design apps & IT
infrastructure
Build apps & IT infrastructure
Operate & maintain apps
& IT i/f
Business continuity
Security
Information Technology
Legal Programme &
Change Management
Facilities Operation & Maintenance
Procurement HR & Payroll Internal
Comms (excl. customer)
Support & Logistics
Support Infrastructure
OPS Design & Implement
Centralised Service Centre Management
Cross-Product/Service Non-Client Facing Processing
GSC Monitoring
Service Centre Mgmt
Legal & Regulatory Risk Mgm’t
Business Architecture – Visual Strategic Planning
Illustrative
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
Business Blueprinting
WHY?
Business Architecture – Visual Strategic Planning
15
Enterprise Blueprinting
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Overlaying views expose opportunities for value-based prioritization strategies. Business impact is holistically
understood and will provide previous unknowns for consideration.
Strategy &
Governance
Business Architecture
Global MIS
Strategy
Governance
Business Strategy
Management
Alliance planning
End to End Service Level Management
Executive & Stakeholder
Management
IT Architecture
Risk, Financial & Compliance Management
Risk
Credit Risk Control
Management
Operational Risk Control Management
Balance Sheet Management
Treasury Management
Financial Accntg & Reporting
Decision Support
Financial
Internal Audit Regulatory & Compliance
Compliance
Sales/Product Monitoring
Sales, Market & Relationships Market Management
External Corporate Comms
Marketing Management
Brand Management
Client Relationship Management
Contact Management
Relationship Management
Client Acquisition &
Referrals
Sales & Distribution
Counter/ Branch Services
Independent Asset
Management
Electronic Service
Channel Management
Market Risk Control
Management
Settlement Risk Control Management
Legal Awareness & Compliance
Regulatory & Legal Doc.
Management
Products & Services
Business resource &
sales planning
Client mkt research & analytics
Product Catalogue
Management
Hedge Funds Management
Securities Product
Management
Funds Management
Credit Management
Trade Services Management
Product / Servicing Sourcing
FX & MM Management
Cash Management
Structured Product
Management
Card Management
Insurance Products
Management
Operations & Processing
Client Account Administration
Reconciliation Merchant Operations
Credit Approval
Management
Document Management
Fees & Billing Management
Corporate Actions
Management Client Tax Reporting
Performance Measurement
Safe Keeping Management
Payments Custody
Client Accounting &
Reporting
Operational Monitoring
Clearing
Settlement Nostro Cash Management
Market Data Management
Involved 3rd Party
Maintenance
Specific Product Processing
Credit Processing
Securities Processing
Card Processing
Fund Processing
FX & MM Processing
Structured Products
Processing
Trade Services Processing
Life Insurance Processing
Hedge Fund Processing
Product Management Service Management
Product & Services Support
Execution Management
Trade Reporting
Order Management & Grouping
Trading Services
Confirmation & Matching
Allocations Product &
Service Control
Processing & Trade Support
Research & Analysis
Trading Support
Client Support Customer Insight
Segment Analysis & Planning
Customer Behaviour
Models
Customer Management
Strategy
Business Policies and Procedures
Operations strategy &
policy
Correspondent Banking
Collections and Recovery
Collateral Handling
Authorisations
Cash Services Rewards
Management
Securitisation (incl.
Syndications)
Prospecting & Sales
After Sales Service
Segmented Servicing
Sales Force Management
Group / Pb Advisory Services
Client Risk Profiling
Discretionary Portfolio Mgt
Services
Family Office Services
Financial Planning
Trust & Estate Planning
Strategic Asset
Allocation
Tactical Asset Allocation
Cross-Product/Service Client Facing Processing
Design apps & IT
infrastructure
Build apps & IT
infrastructure
Operate & maintain apps
& IT i/f
Business continuity
Security
Information Technology
Legal Programme &
Change Management
Facilities Operation & Maintenance
Procurement HR & Payroll Internal
Comms (excl. customer)
Support & Logistics
Support Infrastructure
OPS Design & Implement
Centralised Service Centre Management
Cross-Product/Service Non-Client Facing Processing
GSC Monitoring
Service Centre Mgmt
Legal & Regulatory Risk Mgm’t
Business Architecture – Visual Strategic Planning
Strategy & Governance
Business
Architecture & Operating
Model
Global MIS
Strategy
Governance
Business Strategy
Management
Alliance
Planning Mgmt
End to End
Service Level Management
Executive &
Stakeholder Management
IT Architecture
Risk, Financial &
Compliance Management
Risk
Operational Risk Control
Management
Balance Sheet Management
Treasury Management
Financial Accntg & Reporting
Decision Support
Financial
Internal Audit Regulatory & Compliance
Compliance
Sales/Product
Monitoring
Sales, Market & Relationships
Market Management
External Corporate
Comms
Marketing
Management Brand
Management
Client Relationship Management Sales & Distribution
Independent
Asset Management
Electronic Service
Channel Management
Market Risk Control
Management
Settlement Risk Control
Management
Legal
Awareness & Compliance
Regulatory &
Legal Doc. Management
Products & Services
Business resource & sales
planning
Client mkt research & analytics
Branch Telephone Post Online Email Intermediary PDA
Hedge Funds
Management
Securities
Product Management
Funds Product
Management
Trade Services Management
Product /
Servicing Sourcing
FX & MM Management
Cash Management
Structured Product
Management
Card Product Management
Insurance
Products Management
Operations & Processing
Merchant Operations
Corporate
Actions Management
Client Tax
Reporting
Performance Measurement
Safe Keeping Management
Payments Custody Nostro Cash
Management Market Data
Management
Involved 3rd
Party Maintenance
Specific Product Processing
Credit Processing
Securities
Processing
Card Processing
Fund Processing FX & MM
Processing
Structured Products
Processing
Trade Services Processing
Insurance Processing
Hedge Fund
Processing
Product Management Service Management
Product & Services Support
Execution Management
Trade Reporting Order
Management & Grouping
Execution Services
Confirmation & Matching
Allocations Product &
Service Control
Processing &
Execution Support
Research & Analysis
Customer & Transaction Services
Client Support Customer Insight
Customer Management
Strategy
Business Policies and Procedures
Operations
strategy & policy
Correspondent
Banking
Authorisations
Cash Services Rewards Admin
Securitisation (incl.
Syndications)
Segmented
Servicing Credit Risk Control
Management
Contact Management
Relationship Management
Client
Acquisition & Referrals
Counter/ Branch Services
Product Catalogue
Management
Credit
Management
Client Account
Admin
Reconciliation
Credit Approval Management
Document
Management
Fees & Billing
Management
Client
Accounting & Reporting
Operational Monitoring
Clearing
Settlement
Segment Analysis & Planning
Customer Behaviour
Models
Collections and Recovery
Collateral Handling
Prospecting &
Sales Sales Execution
Sales Force Management
Group / PB
Advisory Services
Client Risk
Profiling
Discretionary
Portfolio Mgt Services
Family Office
Services
Trust & Estate Planning
Strategic Asset Allocation
Tactical Asset Allocation
Cross-Product/Service Client Facing Processing
Design apps &
IT infrastructure
Build apps & IT
infrastructure
Operate &
maintain apps & IT i/f
Business
continuity Security
Information Technology
Legal Programme &
Change Management
Facilities
Operation & Maintenance
Procurement HR & Payroll Internal Comms
(excl. customer)
Support & Logistics
Support Infrastructure
OPS Design &
Implement
Centralised Service Centre Management
Cross-Product/Service Non-Client Facing Processing
GSC Monitoring Service Centre
Mgmt
AML/Fraud Detection
Lending
Deposits
Underwriting Claims
ATM
Pricing /Quotes
Reference Data
Financial Planning
Trust
Administration
Valuation
Investigations
Legal & Regulatory Risk Mgmt
Duplication
Gaps
Over- extension
Deficiency
Business Architecture – Example Use
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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.
An IT solutions, designed to support one capability, is extended beyond its core functionality to support others
Multiple business areas require the same capability. Opportunity for standardization and reduced cost
The business functions or processes lack key functionality or are poorly designed
Opportunity to implement new technology where none exists
Business Architecture – Visual Strategic Planning
Branch Telephone Post Online Email Intermediary PDA ATM
Strategy & Governance
Business Architecture &
Operating Model
Global MIS
Strategy
Governance
Business Strategy Management
Alliance Planning
Mgmt
End to End Service Level Management
Executive & Stakeholder
Management
IT Architecture
Risk, Financial & Compliance Management
Risk
Operational Risk Control
Management
Balance Sheet Management
Treasury Management
Financial Accntg & Reporting
Decision Support
Financial
Internal Audit Regulatory & Compliance
Compliance
Sales/Product
Monitoring
Sales, Market & Relationships
Market Management
External Corporate
Comms
Marketing Management
Brand Management
Client Relationship Management Sales & Distribution
Independent Asset
Management
Electronic Service
Channel Management
Market Risk Control
Management
Settlement Risk
Control Management
Legal Awareness & Compliance
Regulatory & Legal Doc.
Management
Products & Services Business resource & sales planning
Client mkt research & analytics
Hedge Funds Management
Securities Product
Management
Funds Product Management
Trade Services Management
Product / Servicing Sourcing
FX & MM Management
Cash Management
Structured Product
Management
Card Product Management
Insurance Products
Management
Operations & Processing
Merchant Operations
Corporate Actions
Management
Client Tax Reporting
Performance Measurement
Safe Keeping Management
Payments Custody Nostro Cash
Management Market Data Management
Involved 3rd
Party Maintenance
Specific Product Processing
Credit Processing
Securities Processing
Card Processing
Fund Processing FX & MM
Processing
Structured Products
Processing
Trade Services
Processing
Insurance
Processing
Hedge Fund Processing
Product Management Service Management
Product & Services
Support Execution
Management Trade
Reporting
Order
Management & Grouping
Execution Services
Confirmation & Matching
Allocations Product & Service
Control
Processing &
Execution Support
Research & Analysis
Customer & Transaction Services
Client Support
Customer Insight
Customer Management
Strategy
Business Policies
and Procedures
Operations strategy & policy
Correspondent Banking
Authorisations
Cash Services Rewards Admin
Securitisation (incl.
Syndications)
Segmented Servicing
Credit Risk Control
Management
Contact Management
Relationship Management
Client Acquisition & Referrals
Counter/ Branch Services
Product Catalogue
Management
Credit Management
Client Account Admin
Reconciliation
Credit Approval
Management
Document Management
Fees & Billing Management
Client Accounting &
Reporting
Operational Monitoring
Clearing
Settlement
Segment Analysis & Planning
Customer Behaviour
Models
Collections and Recovery
Collateral Handling
Prospecting & Sales
Sales Execution Sales Force
Management
Group / PB Advisory Services
Client Risk Profiling
Discretionary
Portfolio Mgt Services
Family Office Services
Trust & Estate Planning
Strategic Asset
Allocation
Tactical Asset
Allocation
Cross-Product/Service Client Facing Processing
Design apps & IT infrastructure
Build apps & IT infrastructure
Operate & maintain apps &
IT i/f
Business continuity
Security
Information Technology
Legal Programme &
Change Management
Facilities Operation & Maintenance
Procurement HR & Payroll Internal Comms (excl. customer)
Support & Logistics
Support Infrastructure
OPS Design & Implement
Centralised Service Centre Management
Cross-Product/Service Non-Client Facing Processing
GSC Monitoring
Service Centre Mgmt
AML/Fraud Detection
Lending
Deposits
Underwriting Claims
Pricing /Quotes
Reference Data
Financial Planning
Trust
Administration
Valuation
Investigations
Legal & Regulatory Risk
Mgmt
Illustrative Global Customer Data Mgmt – Heat Map Direct
In-Direct
Business Architecture – Visual Strategic Planning
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Business Architecture – Example of Use
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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
The Power of Business Modeling
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
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Business Architecture – Visual Strategic Planning
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Business Architecture – BIZBOK Framework & Views Business Architecture – Visual Strategic Planning
Source: Business Architecture Body of Knowledge (BIZBOK™) 3.1
Business Architecture Framework
22
Regulators
Channels
Vendors/Partners
Customers
Competitors Location
Product & Services
Roles
Business Information
Rules/Policy/Requirements Organization
Business Drivers, Goals & Objectives
Initiatives/Projects Metrics & Measures
Application Inventory
Dyn
amic
Vie
ws
Fou
nd
atio
n V
iew
s
Decomposition
Business Architecture – Visual Strategic Planning
Business Architecture Framework - deployed
Business Architecture – Visual Strategic Planning
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BLUEPRINTING
LIFE CYCLE
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St r at egy & Governance
Business Ar chit ect ur e
Global M I S
St r at egy
Gover nance
Business St rat egy M anagem ent
Alliance planning
End t o End Ser vice Level Management
Execut ive & St akeholder M anagem ent
I T Ar chit ecture
Risk, Financial & Com pliance M anagement
Risk
Cr edit Risk Cont rol M anagem ent
Oper at ional Risk Cont r ol Management
Balance Sheet M anagem ent
Tr easur y M anagem ent
Financial Accnt g & Repor t ing
Decis ion Suppor t
Financial
I nt er nal Audit Regulat or y & Com pliance
Com pliance
Sales/Pr oduct M onit or ing
Sales, Mar ket & Relationships
M ar ket M anagement
Ext er nal Cor por at e Com m s
M ar ket ing M anagem ent
Br and M anagem ent
Client Relat ionship M anagement
Cont act Management Relat ionship M anagem ent
Client Acquis it ion & Ref er r als
Sales & Dist r ibut ion
Count er / Branch Ser vices
I ndependent Asset M anagem ent
Elect r onic Service Channel Management
Mar ket Risk Cont rol M anagem ent
Set t lem ent Risk Cont r ol Management
Legal Awar eness & Com pliance
Regulat or y & Legal Doc. Management
Pr oduct s & Services
Business r esource & sales planning
Client mkt r esear ch & analyt ics
Pr oduct Catalogue M anagem ent
Hedge Funds M anagem ent
Secur it ies Pr oduct M anagem ent
Funds Management Cr edit Management Tr ade Ser vices M anagem ent
Pr oduct / Servicing Sour cing
FX & MM M anagem ent
Cash M anagem ent
St r uct ured Product M anagem ent
Car d Management I nsur ance Pr oduct s M anagem ent
Oper at ions & Pr ocess ing
Client Account Adm inist r at ion
Reconciliat ion Mer chant Operations
Cr edit Appr oval M anagem ent
Docum ent M anagem ent
Fees & Billing M anagem ent
Cor por at e Act ions M anagem ent Client Tax Repor t ing
Per f or m ance M easur ement
Saf e Keeping M anagem ent
Paym ent s Cust ody
Client Account ing & Repor t ing
Oper at ional M onit or ing
Clear ing
Set t lem ent Nost r o Cash M anagem ent
M ar ket Data M anagem ent
I nvolved 3r d Par ty M aint enance
Specif ic Pr oduct Process ing
Cr edit Pr ocess ing
Secur it ies Pr ocess ing
Car d Pr ocess ing
Fund Pr ocess ing FX & MM Pr ocess ing St r uct ured Products Pr ocessing
Tr ade Ser vices Pr ocess ing
Lif e I nsur ance Pr ocess ing
Hedge Fund Pr ocessing
Pr oduct M anagement Ser vice M anagement
Pr oduct & Ser vices Support
Execut ion M anagem ent
Tr ade Repor ting Or der Management & Gr ouping
Tr ading Ser vices
Conf ir m at ion & M at ching
Allocat ions Pr oduct & Ser vice Cont r ol
Pr ocess ing & Trade Suppor t
Resear ch & Analysis
Tr ading Support
Client Suppor t Cust om er I nsight
Segment Analys is & Planning
Cust omer Behaviour M odels
Cust om er M anagem ent St r at egy
Business Policies and Pr ocedur es
Oper at ions str at egy & policy
Cor r espondent Banking
Collect ions and Recover y
Collat er al Handling
Aut hor isat ions
Cash Ser vices Rewar ds M anagem ent
Secur it isat ion ( incl. Syndicat ions)
Pr ospect ing & Sales Af t er Sales Service Segment ed Servicing Sales For ce M anagem ent
Gr oup / Pb Advisory Ser vices
Client Risk Pr of iling Discr et ionar y Por t f olio M gt Ser vices
Fam ily Of f ice Ser vices
Financial Planning Tr ust & Est ate Planning
St r at egic Asset Allocat ion
Tact ical Asset Allocat ion
Cr oss- Product/Ser vice Client Facing Pr ocessing
Design apps & I T inf r ast r uct ur e
Build apps & I T inf r ast r uct ur e
Oper at e & maintain apps & I T i/f
Business continuit y Secur it y
I nf or m at ion Technology
Legal Pr ogr am me & Change Management
Facilit ies Oper at ion & M aint enance
Pr ocur ement HR & Payr oll I nt er nal Comms (excl. cust om er)
Suppor t & Logistics
Suppor t I nfr astr uctur e
OPS Design & I m plem ent
Cent r alised Service Centr e M anagement
Cr oss- Product/Ser vice Non- Client Facing Process ing
GSC M onit or ing Ser vice Cent re Mgmt
Face 2 Face Telephone Post Online Em ail I nt er m ediar y PDA
Each Capability is underpinned by a number of Business Functions
Each Function is in turn supported by a range of Business Processes
Each process collaborates across a set of activities and tasks to compete the business objective
The lifecycle employs methods, tools and techniques to develop agile and integrated business perspectives which provide traceability and alignment between levels.
Blueprinting Lifecycle
Trac
eab
ilit
y &
Ali
gnm
en
t
Advantages
• Visual improves ability for stakeholder sign-off
• Well defined processes, terms and definitions
• Acceleration in identifying reusable processes and rules
• Consistent language to support transfer of knowledge
• Logic is contained within the process
• View to standardization and reusable processes
25
Business Architecture – Visual Strategic Planning
Blueprinting Lifecycle - Value Positioning Business Architecture – Visual Strategic Planning
26
CASE STUDIES
27
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.
28
Case Study Business Architecture – Visual Strategic Planning
Source: Orbus Software, Swindell 2013
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
Case Study
29
Business Architecture – Visual Strategic Planning
30
Case Study: Ford Motor Company
Source: OMG: Business Architecture, Daniel Toth March, 2013
Business Architecture – Visual Strategic Planning
800.209.3616
31
To claim your PDU’s Activity Number: IAG636 Provider ID: 2858
Appendix
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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."
Appendix A: Glossary of Terms: Framework Definitions 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. "
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