The need for business architecture competency is growing beyond the traditional interest of IT practitioners to include communities of professionals and managers with a broad set of concerns, critical to the business’ strategy, design, and operations. Nowadays, many more people need to know how to influence and lead business performance enhancement, business agility, market focus and customer experience to name just a few. The challenges of fast change, crushing external realities, out-dated business operations and sustainment of the business for continuing relevance are relentless and old ways of planning, prioritization, design and delivering value may be no longer relevant. That is where Business Architecture comes in.
Quick and effective business change means that those conducting Business Architecture work must incorporate several perspectives of the business and be confident about the interconnections among them. For the business model to be agile, we must be able to identify what is impacted and design with deliberate integrity to avoid unintended consequences. To be clear, this is about more than ‘Agile' software development, which by itself, will not make the business more flexible. There is immense complexity in issues other than software. A sound business architecture will prove invaluable in sorting things out. A solid business architecture will avoid redundancy, maximize the sharing of capabilities, and make best use of scarce resources. With a sound architectural foundation, business-wide transformation, digitalization, and continuous optimization can be accomplished and change efforts can progress smoothly with few surprises.
A major architectural requirement is to be able to adapt the business operating model quickly and easily. Business Architects must capture and provide access to the relevant business knowledge to be able to confidently re-configure how work gets done so that value gets created for our external stakeholders. Clarity on business strategy, business capabilities, end to end value streams and business processes, the information being created and consumed, business decisions, technology resources, and human competencies is essential to make required changes without unnecessary risk in the change itself. Business Architects must be knowledgeable on how all these domains work together to best serve the support of our value streams to deliver stakeholder value.
This highly participative class will delve into the aspects of Business Architecture, as defined by the Business Architecture Guild’s BIZBOK along with other new methods, leaving the participant with the skills required to make Business Architecture disciplined, repeatable and yet practical.
InstructorThis class will be of benefit to professionals and managers of all types involved with planning and designing organizational change and building business capability to adapt and innovate continuously.
This program will operate over a period of three weeks focusing on a key aspect of Business Architecture in each weekly cycle. The cycle will be structured according to the following each week.
Step 1: Delegates will be provided with and will review assigned readings (approximately 50 pages) per week.
Step 2: Delegates will write a weekly quiz and indicate which topics are of specific interests for more detailed discussion in the live session.
Step 3: Delegates will participate in a one-day live group discussion each week, with the instructor to address the prior week’s quiz and homework and a detailed coverage on that week’s topic.
Step 4: Delegates will collaborate with a small group session (4-5 self-selected peers or randomly assigned) to apply the lessons to a fictitious scenario – synchronous for the group members – the instructor will drop into the group discussions to keep progress on track and advise wherever possible
Step 5: Delegates teams will submit case study models and provide feedback on lessons learned. Instructor will summarize for review next cycle.