The role of Enterprise Architecture is to align, coordinate, and govern. Its main purpose is to ensure that Business and IT go hand in hand. To achieve that, Enterprise Architecture brings together two aspects: Business architecture and IT architecture. Today´s article provides an introduction to both concepts. Business Architecture – The Head of Enterprise Architecture …
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Business Architecture has become a broadly used concept not only by Enterprise Architects but also by all kinds of stakeholders, including business people. In today´s article, we discuss three major concepts that can be used to describe an organization´s business architecture. How to Model your Business Architecture? In an Enterprise Architecture model, business architecture usually …
Continue reading “Business Architecture concepts that help Business and IT to align (Value Streams, Business Capabilities, Business Processes)”
Today´s IT architectures are organized by business capabilities – especially if a microservices architecture is in place. Typically, the business architecture layer incorporates the business capability model and maps to applications, data, and technology etc. on the other architecture layers. This article gives an introduction to business capabilities, defines it and provides an example.
Business capabilities more and more take over the role as primary concept when it comes to manage all kinds of alignments and gain transparency of one or more organizations. In this article, I would like to present five major use cases that business capabilities can enable and what is needed to achieve the desired benefits.
I have seen many organizations in which someone had the idea to use business capabilities for their work. Business capabilities are still a relatively new concept and there is little agreement and accepted literature when it comes to the theory of the concept. Several organizations have tried to establish standards, yet, the scope of their standards ends at the boundaries of their organization. The results are little available guidance, heterogeneous development results, few success stories in the market, and many sceptic stakeholders. In order to support those organizations struggling with developing business capabilities, I have summarized my top 12 lessons learnt that I experienced during the past few years.
Every business capability map requires a starting point; may it be existing documentation of the organization itself, generic process descriptions, or a purchased best practices capability map. Each of the potential sources has its advantages and disadvantages which I would like to describe in this article.
Most organizations used to take process descriptions to describe their organization and their IT. Nowadays, organizations consider business capabilities to be more adequate for such purposes. In short, business capabilities describe what a company does, while processes describe, how a company does it. Also, business capabilities are a more stable and easier-to-understand framework than a traditional process landscape is. This enables a couple of fundamental use cases.