Twin Cities Business Architecture Forum 1/19/2016 Target’s BA Tool Journey Background Our needs and basic requirements for a BA-specific tool How we classified tools in terms of abilities, value and investment Key challenge: circular data relationships that answer BA questions. Strategy, capabilities, projects, people, tools, etc. are related in real life, but how to adapt to an off-the-shelf tool? Ideas on how to implement a new BA mindset, process, and tool in a way that is useful and sustainable

Business Architecture is new to Target…again Prior to 2015, Business Architecture within Target was somewhat fragmented and not elevated to enterprise status Formation: BA became centralized, part of Enterprise Strategy, mid-2015, team grew to 30+ team members BA charge: manage capabilities supporting future strategies Situation: BA left to define how it would operate Complication: Our partner teams were also in the same boat Goal: Define our processes and tools in a way that helped us plant a flag, but remain flexible to adapt to other partner teams’ evolving operations

Defining the need meant choosing functions and stakeholders we would support with the tool Definition Orchestrate collaboration Coordinate activities between stakeholders Map Business Capability Framework (BCF) dependencies Relationships between strategies and capabilities Develop roadmaps Sequence projects for shortest time, lowest $ and least people Create and monitor projects Create and track projects, monitor duplication Communicate roadmap Manage roadmaps, tailor to inform and support decisions Stakeholders Process Executives Strategy Planning Business Architecture Finance PMO Technical 1 6 Goals and Metrics Prioritize new and critical work 2 Communicate Communicate enterprise priority 7 3 Translate strategy to capability language 4 Communicate Capability Enablers 5 Prioritize current vs. new work

To incent broader adoption, user experience was centered on simplicity and effectiveness Manipulate data flexibly (e.g., view by strategy, capability, technology, investment, etc.) Fast, responsive self-service any time, intuitive, easy to use Export data, analysis, graphs Process Users interact depending on role and access level Supports decision making What happened and why? What will happen? What if? What are my options to improve the outcome? Technology No installation and no IT support Low cost and low barriers to learn

Chose to focus on ‘lightweight’ architecture tools What are we calling a ‘lightweight’ tool? Focused on business architecture (i.e., limited features) Cloud-based tool with no installation or IT support BA can set up and maintain with little technical background What is a ‘heavyweight’ tool?  EA Tools Supports and houses enterprise (IT applications and infrastructure), operations and process (e.g., detailed workflow) information ,and business architecture Require classical large tool implementation (i.e., $$$, time, people) Used and supported by multiple teams Why a ‘lightweight’ and not a ‘heavyweight’ tool? A lightweight tool is easier to understand, we can use most features A heavyweight tool has many more features and abilities than we will need anytime soon

Mapped a variety of tools relative to our needs Function Definition Orchestrate collaboration Map Business Capability Framework (BCF) dependencies Develop roadmaps Create and monitor projects Communicate roadmap Stakeholder Process Executives Strategy Planning Business Architecture Finance PMO Technical 1 6 Create EKIs with Metrics and Goals Prioritize new and critical current work 2 Communicate Metrics and Goals Communicate enterprise priority 7 3 Translate strategy to capability language 4 Communicate Capability Enablers 5 Prioritize current work vs. new work

Mapped relationships between BA data elements Mapped two types of relationships: associated (A) and hierarchical (H) data Mapped how it is structured in the tool 1 2 Hierarchical relationship: one-to-one H Association: many-to-many links possible A 1 H: L to R BCF Bus or Tech/Proc Org Tech/Proc Team Portfolio Project EKI Apps Bus Process Capability Framework A B/T/P Org H T/P Team Strategies Entered data and relationships into the BA tool, as best as possible 2 1 Hierarchy of data Hierarchy of data Relationship can be seen but not defined directly Hierarchy Element How data is entered Data association defined Indirect relation, many-to-many Sub hierarchy element Hierarchical relationship defined Strong, close or causal relationship, or 1-to-1

Visual representation of the BA relationships Visualizing the relationship map created a structure both logical enough to be built into a tool, and understandable enough to adapt to a common BA approach 1 Decision and Action Hierarchy Organization Hierarchy Enterprise Key Initiatives or Strategies Business or Technical / Process Organizations Portfolio of Projects Teams Individual Projects Applications Translation Hierarchy High Level Business Process Business Capability Framework

Mapping the relationships in a tool helped us understand how well it would support our needs 2 Data association defined Associated or hierarchy Relationship can be seen but not defined directly Decision and Action Hierarchy Organization Hierarchy Enterprise Key Initiatives or Strategies Strategy  Organizations Business or Technical / Process Organizations ResourcesOrganization Units Strategy  Organization  [Strategy] [Elements]  Projects Strategy  Organization Top / Child Elements Resources  Teams  [Edit Detail] Portfolio of Projects Planning  Projects Capabilities  Capability Models  [BCF lowest level]  People, Process, Technology Teams ResourcesTeams Planning  Projects  Project List  Project Canvas Planning  Portfolio Planning  Projects  Project List  Project Canvas Capabilities  Capability Models  [BCF lowest level]  People, Process, Technology Individual Projects Planning  Projects Capabilities  Capability Models  [BCF lowest level]  Projects & Requirements VS. People, Process, Technology Applications ResourcesApplications Capabilities  Capability Models  [BCF lowest level]  People, Process, Technology Planning  Projects  Project List  Project Canvas Capabilities  Capability Models  [BCF lowest level]  People, Process, Technology Translation Hierarchy High Level Business Process CapabilitiesValue Streams Capabilities  Value Streams  Add/Edit Business Capability Framework Capabilities  Cap Models Create

Nurturing a Business Architecture tool mindset: We are at the beginning Recruit a tool team representing the ultimate user group Give the team: A vision of how BA will operate, process and tool-wise A tool with a basic set of relationships built-in A representative set of BA questions as part of job A way to evaluate and document questions and needs (next slide) A set of milestones to time-bound the effort Leader guards the fence so team stays within scale and scope Result: team has improved on what was given, and has reached a common view that is the key to scale to the rest of the team

Tool team evaluated tools based on needs and their understanding of BA at the time Approach helps us assess tools and identify areas of training needed