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Resources in Business Architecture (BA)

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Displaying 21 - 30 of 344 resources matching your criteria.

Using Business Architecture to Design Future Industries

Contributed by:Simona Lovin,  Director of Operations and Strategic Initiatives,  Leidos

Have you heard the news? Space has become Big Business. Currently evaluated at around $350 billion, studies done by investment banks such as Goldman Sachs, Morgan Stanley and Bank of America Merrill Lynch predict that the global space economy could grow to $1 trillion or more in the 2040s. 

The signs that space has gone mainstream are in plain sight. Stephen Colbert and Neil deGrasse Tyson are riding around New York City in a Mars rover... Iridium Communications is planning to launch its final Iridium NEXT satellite using a flight-proven Falcon 9 Block 5 booster… Elon Musk's rocket company is sending a Japanese billionaire and eight artists around the moon… The news making headlines in the social media are only the tip of the iceberg. Below the waterline, the space industry (appropriately called “New Space” - to distinguish it from the 20thcentury “old space”, which was mostly the domain of governments) is a place teeming with exuberance and ideas. 

Business Architecture - A New Depiction

Contributed by:Richard Hillier,  Mr,  IBM UK (Formerly)

Introduction 

This paper discusses a new depiction of Business Architecture within Enterprise Architecture to bring clarity on how Business Architecture relates to other Architecture domains & to Business Planning.

Author: Richard Hillier (retired Enterprise Architect)        

Enterprise Architecture Domains 


The above diagram represents a variation on the normal depiction of architecture domains. It’s an attempt to reconcile the older pillars with the newer layers orientations. Crucial to this depiction are components which exist in both the vertical pillars and the horizontal Business Architecture layer as follows: 

The Future-Proofing Business Architect: Lessons from the Field

Contributed by:Dean Heltemes,  Senior Director,  Ameriprise Financial

"It is always wise to look ahead, but difficult to look further than you can see." - Winston Churchill

The Value Creation System

Contributed by:Simona Lovin,  Director of Operations and Strategic Initiatives,  Leidos

“The purpose of business is to create and keep a customer.”(Peter Drucker)

This article proposes a conceptual framework for describing business organizations as complex systems, much like live organisms, whose parts function in an orchestrated manner for the sole purpose of creating customer value. 

The impetus behind it was the growing realization that while most business publications focus on the tactical aspects of running a business (the “how” of the business), few tackle head-on are the foundational principles of strong business models (the “why” of a business). 

The Moderating Business Architect: Lessons from the Field

Contributed by:Dean Heltemes,  Senior Director,  Ameriprise Financial

The older you get and the longer you work, the more you start to see recurrences of major events from your corporate past.  Centralize/decentralize.  Outsource/insource.  Distribute/consolidate.  Specialize/generalize.  Scott Adams of Dilbert fame helped us all to realize that this happens in companies everywhere.  In the corporate context, a pendulum swing is a metaphor for the dramatic swing from one strategy extreme to the other.  Some days I feel like I am in an eternal time loop, cursed to spend my days seeing the same pendulum swinging decisions repeat themselves over and over.  This, however, is a great opportunity for business architects to demonstrate value.  Business architects are in a prime position to spot these as they materialize, call them out, and help the organization moderate the effects of oscillating positions to ensure consistent progress toward strategic goals.  Here are three examples. 

Meet the Author: Business Architecture - The Missing Link

History has shown that having a competitive advantage is critical to the success and long-term viability of all organizations. To create and sustain such an advantage, organizations must formulate a winning strategy, surpass competitors at implementing and executing it, and excel at continuously adapting it in response to internal and external events. Although numerous best practices have been adopted by organizations over the years to help them succeed in their strategic endeavors, 50 to 90% of strategic endeavors are still considered failures. That is why we have spent 5 years devising an innovative approach to help organizations address the causes of the difficulties they face during their strategic efforts.

Once an Architect…

Contributed by:Simona Lovin,  Director of Operations and Strategic Initiatives,  Leidos

As is the case with many of us in the Business Architecture forums, my career is firmly rooted in computer science and information technology. The first few years of my professional life found me devising algorithms, designing databases and writing code for various organizations around the Washington, D.C. beltway. It was a pleasant and satisfying endeavor, well suited to my quiet disposition. Despite the unavoidable meetings with end users –  which meetings never failed to throw a monkey-wrench into my carefully crafted programs – my projects tended to unfold without major heartaches while I dug deeper into James Martin’s Information Engineering, Barry Boehm’s Spiral Model for Software Development, and Barbara von Halle’s writings on data architecture and business rules.

Gaining Insights from Your Process Repository

Contributed by:Prasanna Hebri,  Senior Manager,  HCL America Inc

"How can I get the information I need from this ocean of models? "- questioned the VP of Operations after going through the process repository built for his group. The repository had hundreds of models of different types.  They were built over months of effort from Subject Matter Experts and Process / Business Architecture practitioners. He wanted to find out

What percentage of activities are automated and manual?

Which teams use a specific application?

How many teams are involved to execute a value stream?

How many people refer to models in the repository to perform their daily duties?

At what rate are different teams building these models? Etc

The information for which the VP of Operations was asking buried was in the repository - many times in multiple models. To answer each of question, the analyst may need to spend a couple of hours to go through multiple models, generate reports, analyze and then consolidate information.

The Four Dimensions of Business Agility

Contributed by:Bernard Gagnon,  President,  ASATE Group

Since the 1990s, the importance of agility in the success of organizations has gradually come into the spotlight. As a result, more and more organizations are striving to increase their agility. This article serves as a foundation for a series of upcoming articles aimed at helping organizations in these efforts. Its purpose is to identify and clarify the nature of the four dimensions of business agility.

Crowdsourcing Considerations for Business Architects

Contributed by:Simona Lovin,  Director of Operations and Strategic Initiatives,  Leidos

1. The Real World

Architects (i.e., building architects) have been grappling for a long time with the challenge of making architecture accessible to the general public, both as a form of artistic expression and as a practical discipline rooted in utilitarian considerations. What they have found is that most people equate "architecture" with "buildings" - i.e., the final product - without giving much thought to the creative conceptualization and design work which long-precedes the actual construction. Exceptions to this rule are famous buildings such as the Guggenheim Museum in New York or the Sydney Opera House, where the otherness of the edifice itself suggests that both artistry and engineering must have had a hand in the design and planning of the construction.

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