In this whitepaper entitled “What’s the ROI on Your Business Architecture Practice?”, seven reasons are listed to use architecture. Digital transformation projects often fail short of their objectives and drag far too long because the coordination and architectural bridges between business and IT stakeholders are none existent. [5]” Business architect can build better strategic initiative investments that are focusing on a combination of capabilities and value streams, ensuring that there is a direct tie into project investments and stakeholder value delivery. As pointed out by Alec Blair and Bryan Lail in an OPEN Group video [4], business architects use Value Streams/Stages with enabling Capabilities Diagrams (example shown in diagram 2 below) to understand if a business capability is providing tangible value or not to key stakeholders, usually customers or partners. They listen very well and can explain simply complicated situations and understands both the business side and the technical complexities of their organization. I often read that it is difficult for a business architect to justify its practice and that measuring an ROI is impossible. Business architects may be good at finding cost reductions by examining, … Copyright © 2020 IDG Communications, Inc. Like good enterprise architects, business architects using our tool know how to meet both tactical and strategic objectives of the organization. [7]”, I list 7 reasons to use Business Architecture. These time savings alone are a very good incentive to justify business architecture. Business and enterprise architects’ job does not stop at producing roadmaps and assisting corporate management in the selection of an optimal scenario. More often then not, builders of these extensive data repositories lack current business strategies, current initiatives and have mostly been built in silo away from the action. Furthermore, they can do the exact opposite. Architects are also extremely good listeners. _________________________________________________________ Instead, a good business architect will build its business architecture model one initiative at a time, using one of the many industry reference models that are already available in the BIZBOK® Guide [8], for example. The business architect’s job does not stop at producing road maps and assisting corporate management in the selection of an optimal scenario. Business architects can both advise on short term questions or provide a long-term business-oriented road map for IT and its business systems. The scenarios that architects build for any initiative are the results of multiple meetings on both side of the fence, business and IT. Aiming for fast time-to value, good architects can build a model that contains as much details as needed to answer questions from both the business and technical side of their organization for a given initiative, but nothing more. All creative professions are susceptible to criticism. Their reliability investment methodology was not consistent and their metrics were not business impact focused. The primary focus is the business motivations, business operations and business analysis frameworks and related networks that link these aspects of the enterprise together. It will be a straightforward heat map of business capabilities and system applications to show what is changing or needs to be done. Finally, business architects know how to sell themselves. It goes without saying that a business architect can also be a woman and that “she” and “her” could have been used instead. “Unless value streams are incorporated and tied to strategy, it will be difficult to see which capabilities are more important and which capabilities are less important in realizing a strategic objective. At minimum, as I have explained in the past, business architecture allows tremendous time savings. On the business side, a lot like enterprise architects [6], business architects can be part of a business reunion and be offering value, insights and guidance in plain words on digital transformation within weeks. During initial meetings, architects mostly listen and extract relevant issues and information that matters. Business architects are extremely good listeners.

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