1. Aligning your Business Architecture Views for a Coherent Organizational Governance
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Captures the tactical and strategic goals that drive an organization forward ; goals are mapped to metrics that provide ongoing evaluation
Strategies
A Goal-Driven
Alignment
Describes the primary business activities of an enterprise and the pieces of the organization that perform those functions
-”what” a business does (outcomes and service levels) that creates value for customers
Capabilities
Defines the end-to-end set of activities that deliver value to external and internal stakeholders – transcending organizational boundaries.
key aspect that enables alignment of business processes that transcend functional and organizational boundaries with the business architecture
Value Streams
(Processes)
Establishes the shared semantics (e.g., customer, order, supplier) that the organization relies upon to communicate and structure the understanding of the areas they operate within
Knowledge
Captures the relationships among roles, capabilities and business units, decomposition of those business units into subunits, and the internal or external management of those units
Organizational IT
Systems
The Business Architecture Views (OMG’s BASIG)
Views Adapted from the OMG’s Business Architecture Special Interest Group
Birol Berkem
© GooBiz 2011/2012
How to align these views to assure a coherent organizational evolution ?

2. Use ‘Balanced ScoreCards’ / ‘Strategy Map’ techniques to specify
Governance Perspectives
Shareholder requests
“What we do have to improve…"
Branding displayed to customers
Tactical and process level KPIs
to specify here…
“What we have to do to enhance “value creation”
© Birol Berkem
GooBiz 2011/2012
How to implement such governance perspectives ?

3. Start by linking Business Goals toward Processes … (using the OMG’s Business Motivation Model standard)
<<Titre du cours>>
Tactic level KPIs 
Process level KPIs 
© Birol Berkem
GooBiz 2011/2012
A Repository is necessary to define concepts (Glossary) and links

4. (based on process level KPIs)
Prepare a Repository of Business Architecture Items
BUSINESS GOAL
STRATEGY
Tactic level KPIs
TACTIC
BUSINESS PROCESS
SYSTEM REQUIREMENTS
(based on process level KPIs)
© Birol Berkem
GooBiz 2011/2012

5. Establish initial governance links for the Impact Analysis (1/3)
© Birol Berkem
GooBiz 2011/2012
How to consider missing business capabilities and capitalize on them for a coherent evolution ?
(*)A business capability defines “what” a business does (outcomes and service levels) that creates value for customers (Ulrich Homann - Microsoft)

6. Visitor [Registration]
Structure ‘Business Capabilities’ to ‘better capitalize on them’ 
in face of changes (2/3)
{Tactical Constraint} to apply to the Business Capability
Visitor [Registration]
Inside each business capability, a Goal-Driven Business Service (GDBS) orchestrates its execution and communication with other capabilities according to required outcomes and service levels
© Birol Berkem
GooBiz 2011/2012

7. « VISITOR [REGISTRATION]» to be impacted by tactical constraints
Look for ‘Business Capabilities’ that have to be impacted (3/3)
CAPABILITY
*BUSINESS CAPABILITY « PRODUCT [PRESENTATION] » to be impacted by tactical constraints
CAPABILITY
CAPABILITY
CAPABILITY
*BUSINESS CAPABILITY « ORDER [REGISTRATION] » to be impacted by tactical constraints
*BUSINESS CAPABILITY
« VISITOR [REGISTRATION]» to be impacted by tactical constraints
(*) A business capability defines “what” a business does (outcomes and service levels) that creates value for customers (Ulrich Homann – Microsoft)
© Birol Berkem
GooBiz 2011/2012

8. <<Titre du cours>>
Evaluate the Impacts of the Changes until Business Processes
New Constraint on the Business Goal
Impact on Strategy
Tactical Impact on the underlying Business Capability
IMPACT on this PROCESS
IMPACT on this second PROCESS
Potential IMPACT on this third PROCESS
© Birol Berkem
GooBiz 2011/2012

9. Adapt Organization Process Descriptions to support ‘Changes’
Changes are expressed using {constraints} on the Business Capabilities
Process Actions are to be reconfigured by considering new contraints
Business processes realize business capabilities being supervized by their GDBS in order to bring required outcomes and service levels
© Birol Berkem
GooBiz 2011/2012

10. 1. Specify Governance Perspectives
Steps for a Coherent Organizational Governance
using the Business Architecture Views
2. Link Goals, Strategies toward business processes
1. Specify Governance Perspectives
3. Structure ‘Business Capabilities’ to capitalize on
for a coherent evolution
6. Adapt Organization Process Descriptions to
support requested ‘Changes’
4. Establish governance links using ‘Business Capabilities’
5. Evaluate Impacts of the Changes on the Existing Processes
© Birol Berkem
GooBiz 2011/2012

11. <<Titre du cours>>
More complete Agile Enterprise Modeling and SOA Trainings with BMM, BPMN, UML, SysML and SoaML standards… © 2011 / 2012– GooBiz.com
<<Titre du cours>>
Increasing Business Agility with the Goal-Driven SOA
(1 day)
Goal-Driven SOA Design using EA (3 days on site)
Goal-Driven Agile Business Modeling with BMM, BPMN and SOAML using EA
(3 days on site)
Efficient Requirement Analysis with UML 2 using EA
Component Based System Design with UML 2 using EA
(2 days on site)
Embedded System Design with UML 2 and SysML using EA
IS Urbanization (2 days on site)
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