Correctly speaking, IT is aligning with other Line of Businesses of an enterprise to achieve IT’s contribution level to the overall enterprise objective. IT is just like any other Line of Business. Remember Business is not IT’s customer. "Business is a customer of IT" is an old concept. To make simple I will refer IT LoB as IT and other LoBs as Business.
Business and Technology become more and more entwine. IT is trying to align with the business, but it is become more and more challenging, because enterprises are expecting IT to take lead in IT and Business convergence process.
So, we need to focus on business side design and processes. While analyzing the business issues, it is essential to tighten the linkage between Technology and the Business, specifically integrating the IT with business to support today’s business need. The dynamic nature of the business implies rapid change. For business leaders, the impact of change is profound. They must contend with an increasingly diverse set of emerging competitors, an unpredictable socio-economic environment, and an increasingly demanding and fickle customer set. In addition to all of these challenges, they must meet the expectation of financial markets that their organization will deliver consistent growth in profitability, despite the dynamic environment in which they operate. The characteristics of the IT operating environment must create superior competitive capabilities and will be able to focus on defining and managing their differentiating capabilities. The environment needs to build flexible business and technology structures to allow IT infrastructure to be more responsive to market changes – and do so at lower costs in near real-time. This can be accomplished by creating enterprise architecture using TOGAF framework. It will be most effective, proven and efficient approach. We will discuss starting from Business Architecture, Phase B of TOGAF.
Business and Technology become more and more entwine. IT is trying to align with the business, but it is become more and more challenging, because enterprises are expecting IT to take lead in IT and Business convergence process.
So, we need to focus on business side design and processes. While analyzing the business issues, it is essential to tighten the linkage between Technology and the Business, specifically integrating the IT with business to support today’s business need. The dynamic nature of the business implies rapid change. For business leaders, the impact of change is profound. They must contend with an increasingly diverse set of emerging competitors, an unpredictable socio-economic environment, and an increasingly demanding and fickle customer set. In addition to all of these challenges, they must meet the expectation of financial markets that their organization will deliver consistent growth in profitability, despite the dynamic environment in which they operate. The characteristics of the IT operating environment must create superior competitive capabilities and will be able to focus on defining and managing their differentiating capabilities. The environment needs to build flexible business and technology structures to allow IT infrastructure to be more responsive to market changes – and do so at lower costs in near real-time. This can be accomplished by creating enterprise architecture using TOGAF framework. It will be most effective, proven and efficient approach. We will discuss starting from Business Architecture, Phase B of TOGAF.
Most enterprises have representative business processes and design, but elaboration of corresponding business architecture may not exist. It will be appropriate if the enterprise adopt a two prong approach. Implementing such architecture will create competitive advantages for the organization and enable it to realize operational efficiencies and overall improvement. Careful orchestrated Enterprise Architecture design will pay back. Business Architecture is not a waste in a project. A typical business reference model (BRM) uses a three tiered hierarchy with Business Areas at the highest level, followed by Line of Business and finally business sub-function. One should review business process and design when working on each tier of BRM and design a cohesive Business Architecture. Designing Data Architecture using Data Reference Module in conjunction with Business Architecture will pay off in the long run. Analyzing Business context for data categorization and analyzing data element for data structure need business architecture documents as input. Compromising BA documents is not a good idea. Go to Basics… Business Architecture, Data Architecture, and together with Use Case documents can help to create an underpinning system that will pay back and truly eliminate the complexity. Following picture depicts the flow of BA, UML diagram, and then uses these artifacts as an input to Information architecture. For detail explanation and white papers please contact me.
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| Business Architecture Components |
Reference use: Open group and TOGAF .
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