business architecture concepts and application
TRANSCRIPT
April 12, 2023 (C) Chartwell 2003 1
Presentation to IRMAC
Business Architecture
Concepts and Application
April 12, 2023 (C) Chartwell 2003 2
Agenda• Introduction• Architecture versus design• Bus. Arch.Context• Bus. Arch Trends• Business Reference Models• Programs and Services• <BREAK>• Processes• Performance Management• Business Transformation• Contribution to IT• Governance• Summary
April 12, 2023 (C) Chartwell 2003 3
Goals
– A better understanding and applicability of using business architecture models in both the public and private sector
– An understanding of how to define processes at an enterprise level and find patterns and opportunities for common automation solutions
– An appreciation of techniques to better align IT solutions to the business
– An appreciation of how to design an integrated performance management framework
– An understanding of formal service definitions and its benefits in better aligning business and IT design to the end customer
– LEAVE YOU WITH ONE NEW IDEA!!
April 12, 2023 (C) Chartwell 2003 4
ARCHITECTURE VERSUS DESIGN
April 12, 2023 (C) Chartwell 2003 5
The “architecture” of a complex thing:
• Its essential structure
• Its overall design
• The orderly arrangement of its parts
• The way its components fit together
Architecture consists of the pieces of the puzzle!Design is the picture on the puzzle box!
April 12, 2023 (C) Chartwell 2003 6
Enterprise Architecture Definitions
• An enterprise architecture contains formal specifications for all the elements of an enterprise
• An enterprise architecture function develops, harvests and applies the specifications to all change initiatives
• ARCHITECTURE: (ANSI / IEEE Std 1471-2000) "the fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution"
April 12, 2023 (C) Chartwell 2003 7
Architect vs. Designer• Defines a formal model to
represent the whole problem space
• “Populates” the model to define the problem space architecture
• Defines logical constraints -design standards, rules, etc.
• Is “whole system forever” oriented
• Solves a problem in the
problem space
• Uses the architecture to
create a design
• Works within constraints
• Is problem and solution-
oriented
April 12, 2023 (C) Chartwell 2003 8
Recognized realms of architecture
(Key parts needing orderly arrangement)• Information (data entities)• Applications (business logic)• Technology (technology components)
– Network (network technology components)
• Security (security components)• Business (processes)
– Work (processes)– Organization (roles & responsibilities)– Policy (business rules)
AutomationArchitectures
BusinessArchitecture
April 12, 2023 (C) Chartwell 2003 9
Architectural Components
• Business:– Services, Processes, Resources, Roles
etc.
• Logical:– System Functions, Entities, Logical
Applications, Nodes, Domains etc.
• Physical:– Databases, Applications, Servers etc.
April 12, 2023 (C) Chartwell 2003 10
BUSINESS ARCHITECTURESetting Context
April 12, 2023 (C) Chartwell 2003 11
What is Business Architecture
• A formal way of describing the key components of your business (current or future) and their relationships– Sample components include:
• Services, Programs (Markets), Activities, Resources, Organization, Performance Measures, Locations, Business Cycles
– Sample relationships include:• (services to activities)• (activities to organization)
• Simplifies the understanding of an enterprise by breaking it down into manageable chunks and relationships
• An asset: an authoritative source of business knowledge that is used by many parties for different purposes
April 12, 2023 (C) Chartwell 2003 12
Goals and Objectives
The main goal of business architecture is to support the integration and alignment of :
– Business strategy and operations– Business strategy and IT strategy planning and design– Business programs and initiatives throughout change processes
Results in greater enterprise efficiency, quality, effectivenessand change capability
KEY THEMES:Shared common language and representationDefined linkages
April 12, 2023 (C) Chartwell 2003 13
Business promise of architecture
“When people understand the vision
and larger tasks of their enterprise,
and are given the right information,
resources and responsibilities,they will ‘do the right thing!’”
- W. C. Hansen The Integrated Enterprise
April 12, 2023 (C) Chartwell 2003 14
Where does business architecture fit?
Enterprise Architecture
BusinessArchitectureBusiness
Vision
TechnologyArchitecture
Business & IM/ITInnovation
Opportunities
ApplicationArchitecture
InnovationOpportunities
InformationArchitecture
Future BusinessRequirements
Security Architecture
Future BusinessRequirements
IntegrationRequirements
IntegrationRequirements
Alignment &Integration
Requirements
Business &IM/IT
InnovationOpportunities
April 12, 2023 (C) Chartwell 2003 15
e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
April 12, 2023 (C) Chartwell 2003 1621
e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Contractor
FUNCTIONING
MOTIVATIONPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
Zachman vs Business Architecture
Familiar Territor
y
April 12, 2023 (C) Chartwell 2003 17
EIA FRAMEWORK INFORMATION PROCESS NETWORK PEOPLE TIME RATIONALE
CONTEXTUAL
CONCEPTUAL
LOGICAL
PHYSICAL
COMPONENTS
FUNCTIONAL
Business Architecture
DataArchitecture
Zachman classification of IT architectures
April 12, 2023 (C) Chartwell 2003 18
EIA FRAMEWORK INFORMATION NETWORK PEOPLE TIME RATIONALE
CONTEXTUAL
CONCEPTUAL
LOGICAL
PHYSICAL
COMPONENTS
FUNCTIONAL
Business Architecture
ApplicationArchitecture
Zachman classification of IT architectures
PROCESS
April 12, 2023 (C) Chartwell 2003 19
EIA FRAMEWORK INFORMATION NETWORK PEOPLE TIME RATIONALE
CONTEXTUAL
CONCEPTUAL
LOGICAL
PHYSICAL
COMPONENTS
FUNCTIONAL
Business Architecture
TechnologyArchitecture
Zachman classification of IT architectures
PROCESS
April 12, 2023 (C) Chartwell 2003 20
BUSINESS ARCHITECTURE Trends
April 12, 2023 (C) Chartwell 2003 21
Meta Group
– By 2005, 70% of Global 2000 enterprises will move beyond a pure technology architecture focus to include enterprise business architecture (50%), enterprise information architecture (60%), and enterprise solution architecture (70%). Architecture teams that fail to move beyond a technical focus will come under increasing pressure to demonstrate business value.
» META Trend (March 2003):
April 12, 2023 (C) Chartwell 2003 22
In the USA
• Legislated or mandated EA initiatives • Established Federal EA PMO
– http://www.feapmo.gov/
• Most still struggle with “how-to”• Other trends & signs
– George Bush allocates $1 Billion to EA (Feb 2003)
– Government EA conference – June– Business Reference Model
April 12, 2023 (C) Chartwell 2003 23
FEAPMO - USA
“To facilitate efforts to transform the Federal Government to one that is citizen-centered, results-oriented, and market-based, the Office of Management and Budget (OMB) is developing the Federal Enterprise Architecture (FEA), a business-based framework for Government-wide improvement”
April 12, 2023 (C) Chartwell 2003 24
Canadian Municipalities
• Municipal Reference Model– Generic business model of municipal
programs and services– Adopted by MISA (Municipal Information
Systems Association) – Used by 27+ Canadian municipalities and
at least 2 foreign municipalities– Proved to be extremely valuable during the
many municipal amalgamations
April 12, 2023 (C) Chartwell 2003 25
Canadian Provinces
• Ontario – perceived leader– Using PSRM for past 8 years– Formal architecture and planning process
and governance structure for the province– Have detailed architecture framework and
standards for Ontario’s Enterprise Information Architecture
• Alberta, N.B. & B.C. and perhaps others also embarking on similar initiatives
April 12, 2023 (C) Chartwell 2003 26
Canadian Federal Govmt
• Started with FAP (Federated Architecture Program) – Iteration One: Connectivity, Access to electronic
information, Public assurances of confidentiality, improvement of government administration
• BTEP (Business Transformation Enablement Program) – Next Iteration of FAP– Much stronger business focus– BTEP overviews being given to individual
departments, ARB, …
April 12, 2023 (C) Chartwell 2003 27
More Trends
• Business Architecture (BA) still evolving– Bottom Up trend still evident– Methods and models being refined– Tools like artifact repositories are immature
• Control & Interest is shifting– Today: CIO’s to promote BA as part of the overall
Enterprise Architecture– Business is fast adopting BA and making it part of
the strategic and business planning
April 12, 2023 (C) Chartwell 2003 28
BUSINESS ARCHITECTUREBusiness Reference Models
April 12, 2023 (C) Chartwell 2003 29
In addition to Zachman framework, following is required: • A business reference model:
– Describes explicitly relationship between business components across rows / columns
– Specifies additional business components and definitions that are relevant for a given business domain e.g. programs, markets
• Methods to describe the processes and dependencies associated with:– The population of the Zachman framework through the use of a
reference model– The creation of business designs based on the reference model– The integration of the business design work in the context of the
larger business transformation agenda
April 12, 2023 (C) Chartwell 2003 30
Business Reference Models
• A business reference model contains all the business components and relationships for a given business domain
• The PSRM is a business reference model that is used by the Government of Ontario as a standard description of a public service enterprise
• Business reference models:– Ensure a standard description of the business across projects /
Ministries
– Support re-use of business components
– Used to analyze and ensure alignment, integration
– ALIGNMENT – common ends!
– INTEGRATION – common means!
April 12, 2023 (C) Chartwell 2003 31
ClientOrganizations
Outcomes
IndividualClientsOutputs
Governance
ProviderOrganizations
Authority
AccountabilityRoles
Responsibility
Public Sector Reference Model Illustration(PSRM)
Usedin
Deliver
Accomplish
April 12, 2023 (C) Chartwell 2003 32
Government is Different
• MandateRetailer closes East Coast outlets Canada Post no longer delivers to Nunavut
• JurisdictionCommercial product competes with consumer model RCMP decides to expand to provinces
• ExpectationsDoor Crasher Special – 50% off to first 500 clients E-File promo – first 500 users get 10% income tax rebate
• Service LevelLavish Service is desired and appreciated Over Serving is deemed wasteful and extravagant
April 12, 2023 (C) Chartwell 2003 33
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
PSRM Adapted to Rows 1 and 2 of the ZFW
Business Architecture
Zachman Framework Public Service Reference Model
ClientOrganizations
OutcomesOutcomes
OutputsOutputs
GovernanceGovernanceProviderOrganizations
Authority
Accountability
Roles Responsibility
AuthorityAuthority
Accountability
Roles
AccountabilityAccountability
Roles ResponsibilityResponsibility
Usedin
Deliver
Accomplish
April 12, 2023 (C) Chartwell 2003 34
The Zachman Framework classifies the details of an underlying model of the enterprise into an
enterprise architecture.
Sc o p e
Pla nne r
O ut o f C o nte xtFunc tio ning O rg iniza tio n o rPro d uc t
De ta ile dRe p re se nta tio ns
Sub c o ntra c to r
Te c hno lo g yM o d e l
Build e r
Syste mM o d e l
De sig ne r
Ente rp riseM o d e l
O wne r
Da ta
Wha t
Func tio n
Ho w
Ne two rk
Whe re
Pe io ke
Who
Tim e
Whe n
M o tiva tio n
Why
M o tiva tio n
Why
M o tiva tio n
Why
M o tiva tio n
Why
M o tiva tio n
Why
M o tiva tio n
Why
M o tiva tio n
Why
The Public
Outcomes
Individuals &Organizations
Outputs
Governance
ProviderOrganizations
Authority
AccountabilityRoles
Responsibility
Business Architecture
Information & TechnologyArchitectures
Business architecture drives automation architectures
NeedsClients
Services
Processes
Workflow
Organization
Roles
Locations
Domains
Nodes
InfrastructureComponents
Applications
Databases
Resources
Interfaces
Artifact standards guide architecture developmentTransformation standards maintain architectural integrity
April 12, 2023 (C) Chartwell 2003 35
PSRM Elements in the Zachman Framework
What How Where Who When Why
ResourcesResourcesResourcesResources
SemanticSemanticModel Model
SemanticSemanticModel Model
ServicesServicesServicesServices JurisdictionsJurisdictionsJurisdictionsJurisdictionsPartiesPartiesPartiesParties
RolesRolesRolesRoles
TargetTargetGroupsGroupsTargetTargetGroupsGroups
Row 2:
Row 1:
SchedulesSchedulesSchedulesSchedules
CyclesCyclesCyclesCyclesLocationsLocationsLocationsLocations
ScenariosScenariosScenariosScenarios
WorkflowsWorkflowsWorkflowsWorkflowsBusinessBusinessNetworkNetworkModelModel
BusinessBusinessNetworkNetworkModelModel
ServiceServiceProcessProcessModelsModels
ServiceServiceProcessProcessModelsModels
AreasAreasAreasAreas
EventsEventsEventsEvents
PerformancePerformanceMetricsMetrics
PerformancePerformanceMetricsMetrics
Other Models
Service Integration Service Integration and Alignment Modeland Alignment ModelService Integration Service Integration
and Alignment Modeland Alignment ModelState TransitionState Transition
ModelsModelsState TransitionState Transition
ModelsModelsProgram ServiceProgram Service
Alignment ModelsAlignment ModelsProgram ServiceProgram Service
Alignment ModelsAlignment Models
ProgramsProgramsProgramsPrograms
NeedsNeedsNeedsNeeds
GoalsGoalsGoalsGoals
StrategiesStrategiesStrategiesStrategies
April 12, 2023 (C) Chartwell 2003 36
BUSINESS ARCHITECTURE:Programs and Services
April 12, 2023 (C) Chartwell 2003 37
Programs and Services
• Programs define the organization’s “end” – mandate, target groups, needs – Key unit of measurement is “outcome”
• Services define the organization’s “means” – modes of production– Key unit of measurement is “output”
• Collectively define the broad “top-down” business context
April 12, 2023 (C) Chartwell 2003 38
Programs
• Programs specification includes:– Target group
– Target group needs
– Program outcomes and impacts
– Strategy Model
– Program Accountability
• Programs create context for service delivery and design• Programs can be grouped together based on affinity between
target groups and needs• Program concept is very close to private sector concept of line
of business focused on a target market
April 12, 2023 (C) Chartwell 2003 39
Program Profile Example Seniors Health Program
Jurisdiction: Federal
Target Group: Seniors
•Target group is comprised of individuals that are 65 or over
•Are they Residents? Citizens? Visitors?
Target Group Needs:
• Need for protection from disease
•Need for protection from suffering
Program Goals
•Reduced level of disease in senior population
•Reduced level of suffering in senior population
Program Impacts
•Increased mobility and quality of life for seniors
•A more caring society
•Reduced cost of reactive health careOther program profile components not shown
Mandate definitionDefinition of Core Strategies
April 12, 2023 (C) Chartwell 2003 40
Need Types for Individual and Groups
Individuals1. Physiological: hunger, thirst,
bodily comforts, etc.; 2. Safety/security: out of danger; 3. Belonginess and Love: affiliate
with others, be accepted; and 4. Esteem: to achieve, be competent,
gain approval and recognition.5. Cognitive: to know, to understand,
and explore; 6. Aesthetic: symmetry, order, and
beauty; 7. Self-actualization: to find self-
fulfillment and realize one's potential; and
8. Transcendence: to help others find self-fulfillment and realize their potential.
Groups:1. Mission fulfillment: drive to
accomplish their collective purpose
2. Survival: access to resources
3. Risk mitigation: protection from destabilizing forces
4. Rights: recognition of rights and entitlements as a legal entity
5. Stability: capability to grow and/or change
April 12, 2023 (C) Chartwell 2003 41
Individuals
Women
AbusedWomen
Safety
Freedom fromViolence
Freedom fromDomestic Violence
Target Group“Hierarchy” Needs “Hierarchy”Strategy Policy Model
Prevention:Focus on abuser
Treatment:Focus on victim
Abused Women Program
ServicesHousingFinancial assistanceCounselingVocational skills training
Program attaches social mandatesin terms of will of the electorate toaddress this need, and social goalin terms of trends in level of needin target group.
GoalsReduced frequency of abuse recurrence
April 12, 2023 (C) Chartwell 2003 42
Services
• Services deliver units of value to clients to meet recognized needs
• Service definitions are defined from the client’s perspective in terms of value received– Not “getting a needle” but “an inoculation”, which is a “unit of
protection for a period of time”
• From a client’s perspective, services are independent– e.g. “fixing a pothole” is not a service to the end-client ‘providing road
access” is
• Service definition is a key bridge between work/policy design and work design
• Services are not a functional concept, but a value concept!
April 12, 2023 (C) Chartwell 2003 43
Internal Services are Consumed by Internal Customers
Systems Services
Human Resources Services
Financial Services
Internal Services observe the Service Output Principlebut service outputs always relate to types of resources!
April 12, 2023 (C) Chartwell 2003 44
Program
TargetGroup
Need
Service
accomplishes goals of
admitsaddresses
includes
includes includes
Expressed by
Client
is member of
providesoutput to
Model of Programs and Services
April 12, 2023 (C) Chartwell 2003 45
Program/Service Relationships
Program A Program B
Service 1
A service contributes to a program’s goals by providing a valuable outputto eligible members of the program’s recognized target group, meeting a
recognized need. Well-designed services meet multiple needs of multipletarget groups in multiple programs.
April 12, 2023 (C) Chartwell 2003 46
Standard Service Types(From Federal TBS BTEP)
• Provide funds• Provide resources• Provide transport• Provide advisory encounters• Provide matches, referrals and
linkages• Provide new knowledge• Provide promotional encounters• Provide recreational and
cultural encounters• Provide educational and
training encounters• Provide care and rehabilitation
encounters
Provide periods of agreement Provide periods of permission Provide periods of protection Provide findings Provide interventions Provide rulings & judgments Provide penalties and periods of
sanction Provide rules Provide implemented changes
April 12, 2023 (C) Chartwell 2003 47
BREAK
April 12, 2023 (C) Chartwell 2003 48
BUSINESS ARCHITECTUREProcesses
April 12, 2023 (C) Chartwell 2003 49
Bridging the Gap to Processes
Standard Service Types
ContainsStandard
Set of ProcessTypes (Service Process Model)
ContainsStandard
Set of PerformanceMetric Types
If you can classify your services in a standard way, you can develop:
•Standard complete set of processes
April 12, 2023 (C) Chartwell 2003 50
Service Process ModelsPrinciples and Applications
• Are intended to be:– Authoritative – for multiple use / change insulated /
technology independent– Coarse level of detail – sets context for detail– “Verb Adjective Noun”
• Are useful in supporting:– Pattern recognition for opportunity identification– Role / responsibility mapping– Application portfolio assessment– Consolidation / Assessment / Leveling of other models– Aligning process responsibilities to service accountabilities– Integrated performance management framework
April 12, 2023 (C) Chartwell 2003 51
Key ArtifactPublic Service process models
• Process model identifies key processes associated with services
• Types of processes included with services include:– Planning – Acquisition– Use (Customer contact / delivery) – Monitoring & Managing
• A public service provider may outsource one or more of these processes
• Services of “like-type” tend to have common patterns e.g. training service, commodity distribution– The use of these patterns supports creating quick “strawmen”
supporting “edit mode” with client
April 12, 2023 (C) Chartwell 2003 52
Service Process Model Provide care and rehabilitation encounters
Plan– Project demand– Define service objectives & strategies– Define service performance targets– Define resource requirements– Define resourcing strategy
Acquire– Acquire resources– Determination of qualified care
providers– Develop service delivery schedule– Allocate resources to delivery
schedule– Notify clients of service delivery
schedule– Promote personal care service– Offset risks attributed to personal care
Use– Receive request for personal care– Qualify request– Open case– Assess personal care case rqts– Assign resources to case– Develop / modify personal care schedule– Schedule appointments– Provide personal care – Process complaints attributed to service
Monitor– Monitor service performance– Monitor achievement of service objectives – and strategies
April 12, 2023 (C) Chartwell 2003 53
Process
Activity1 Activity2 Activity3 Activity4
Task1 Task2 Task3 Task4
Contains
Contains
Greater Change
Change insulate model through managed leveling
Formal Process Leveling Insulates Change
April 12, 2023 (C) Chartwell 2003 54
Services
ServiceTypes
ProcessesProgram
Service 1 Service 2 Service 3 Service 4 Service 5 Service 6Process Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process Process
All your processes in the program
Defining all processes within a program
ProcessTypes
Wallpaper!
Enterprise
April 12, 2023 (C) Chartwell 2003 55
Service 1 Service 2 Service 3 Service 4 Service 5 Service 6Process Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process Process
Single ModelMultiple Use
?
IT
?
Business
What common patterns exist for automation?
What’s the current application portfolio coverage? Gaps / overlaps?
What’s the coverage of our existing process models?
Where are gaps and overlaps in role definition?
Which are under / over performing?
What is the cost?
AppA
AppB
April 12, 2023 (C) Chartwell 2003 56
Design models that use Processes
April 12, 2023 (C) Chartwell 2003 57
Workflow ModelsCharacteristicsCharacteristics
Shows flow of work across roles in response to an event (business scenario) Shows flow of work across roles in response to an event (business scenario) Defined in context of “triggering event” and “end goal” Defined in context of “triggering event” and “end goal” Has an accompanying business narrativeHas an accompanying business narrative
Key BenefitsKey Benefits
Easily understood by business stakeholdersEasily understood by business stakeholders Very powerful in supporting “quick hits”Very powerful in supporting “quick hits” A powerful tool for effective work designA powerful tool for effective work design
Quality Considerations:Quality Considerations:
Roles, Processes, Roles, Events and Resources must be aligned to standard set of business Roles, Processes, Roles, Events and Resources must be aligned to standard set of business componentscomponents
Models should be produced in broader context of evaluating business scenarios, alternatives and Models should be produced in broader context of evaluating business scenarios, alternatives and exceptionsexceptions
To define explicit instances, roles should be mapped to position or individuals To define explicit instances, roles should be mapped to position or individuals
April 12, 2023 (C) Chartwell 2003 58
WorkFlow Model
PLPCourseProvider
PLPInformationCustodian
PLPCourseApprovalAuthority
Submit Request for
Course Approval
Receive Notification of Decision
ReceiveNotification
DistributeRequest
Notify of Decision
Assess Request
ReceiveRequest
QualifyRequest
Maintain Request
Information & Notify
Request
QualifiedRequest
QualifiedRequest
Decision
DecisionNotification
Decision Notification
RequestInformation
PLPCourseProvider
PLPInformationCustodian
PLPCourseApprovalAuthority
Submit Request for
Course Approval
Receive Notification of Decision
ReceiveNotification
DistributeRequest
Notify of Decision
Assess Request
ReceiveRequest
QualifyRequest
Maintain Request
Information & Notify
Request
QualifiedRequest
QualifiedRequest
Decision
DecisionNotification
Decision Notification
RequestInformation
Workflow: Submit Request for PLP Course Approval
A workflow model illustrates the behavior of business in response to a trigger event (typically a service request). It shows the trigger event, roles that respond to the trigger event, sequence of processes performed by the roles and the outcome event(s).
April 12, 2023 (C) Chartwell 2003 59
Role Responsibility Mapping
CharacteristicsCharacteristics
Shows the role relationships between roles and processes Shows the role relationships between roles and processes Can be used to either assess current role definitions or to design target stateCan be used to either assess current role definitions or to design target state Supports formal alignment of job descriptionsSupports formal alignment of job descriptions
Key BenefitsKey Benefits
Reveals current gaps and overlaps in responsibility definitionsReveals current gaps and overlaps in responsibility definitions Supports formal definition of roles and alignment of job descriptionsSupports formal definition of roles and alignment of job descriptions
Quality Considerations:Quality Considerations:
Must be based on standard set of Role responsibility relationships e.g. (L) – Must be based on standard set of Role responsibility relationships e.g. (L) – Leads, © Consulted before, (I) Informed After, (S) Supports etc.Leads, © Consulted before, (I) Informed After, (S) Supports etc.
Processes and roles must be aligned to standard business components Processes and roles must be aligned to standard business components
April 12, 2023 (C) Chartwell 2003 60
Role Responsibility Mapping
Activity Name
Crim
e an
d C
omm
unity
Gen
eral
Inve
stig
atio
n
Tra
ffic
Gen
eral
Dut
y
Cor
pora
te P
lann
ing
Fin
ance
Hum
an R
esou
rces
Inf
orm
atio
n S
ervi
ces
Leg
al a
nd B
y-la
w
Cle
rks
(+ c
omm
un)
Offi
ce o
f CS
GM
Adm
inis
trat
ion
Dis
patc
h
Fire
Pre
vent
ion
Ope
ratio
ns
Tra
inin
g
Fac
ilitie
s M
anag
emen
t
Rec
rfea
tion
E &
W
Par
ks a
nd E
nviro
nmen
t
Offi
ce o
f the
L&
P G
M
Com
mun
ity P
lann
ing
Dev
elop
men
t Ser
vice
s
Offi
ce o
f the
P&
D G
M
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
A Define By-Law Enforcement Service Requirements L I I L I
B Define By-Law Enforcement Service Performance Targets L I I IC Define By-Law Enforcement Service Objectives & Strategies L I ID Define By-Law Enforcement Service Corp. Policies, Proc. & Stnds L I I LE Define By-Law Enforcement Service Delivery Plans L I I LF Promote By-Law Enforcement Service L I I I LG Receive By-Law Enforcement Complaint L I I L I
H Qualify By-Law Enforcement Complaint L I I L II Dispatch Resources to Inspect By-Law Enforcement Complaint I L L I I I I L IJ Inspect By-Law Enforcement Complaint I L L I I I L IK Notify Violator of By-Law Enforcement Infraction I L L I I I L IL Enforce By-Law Enforcement Regulation I L L I I I
M Collect Fine for By-Law Violation I I LN Monitor By-Law Enforcement Service Delivery Performance L I I I I L IO Monitor By-Law Enforcement Service Objectives L I I L IP Monitor Compliance with By-Law Enforcement Service Policies L I I L I
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Legal & Ordinance Division, Corporate Services Department
Ordinance Enforced
Service Profile
Accountable Organization Unit
Service Delivery Unit
Client Direct: Ordinance Violator; Indirect: Ordinance Complainant
Leisure and Parks
City
Man
ager
Cou
ncil
Adm
inis
trat
ion
Responsible Division
Police Fire RescueCorporate Services
Public Service 134 Ordinance Enforcement
April 12, 2023 (C) Chartwell 2003 61
BUSINESS ARCHITECTURE:Support for an integrated
performance management
April 12, 2023 (C) Chartwell 2003 62
Resource Performance Measures
Process Performance Measures
Service
Performance Measures
Program
Measures
Business Architecture Provides CommonFramework For Performance Measurement
April 12, 2023 (C) Chartwell 2003 63
EQE Framework
• Three types of performance metrics at each level (program, service,process, resource)– Efficiency - $ per unit– Quality – output compared to standard
– Effectiveness – contribution to higher level business
component • Measuring service performance typically requires
some budget recasting from organizational based budget – Gives customer-centric view
• Sets foundation for well-formed SLA
April 12, 2023 (C) Chartwell 2003 64
Key Artifact Performance Model Example (row 2, Col
6)EfficiencyMeasures
Output ValueInput Cost
QualityMeasures
Comparisonto Standards
EffectivenessMeasures
Contributionto Higher Goal
Metric
CapacityCapacityCapacityAccidentReportingSystem
System costper accident
reported
Systemaccuracy &timeliness
Systemcapabilities
Resource
CapacityCapacitySite Visit Average costper site visit
Site visitcompleteness &
timeliness
Site visitingcapabilities
Process
SafetyCertification
Average costper certification
Certificationaccuracy &timeliness
Service CapacityCompliance& Accident
trends
WorkplaceSafety
Total costper capita
Meeting publicexpectationsProgram
Workplacesafetytrends
Def’n
April 12, 2023 (C) Chartwell 2003 65
Key Performance Management Concepts
Business Goal:– A business view of desired change in state (e.g. increase,
decrease) to which effort is directed– Business goals can be defined for various business components
(programs, services, processes, resources) e.g.– “Greater consistency of assessment service across CCAC and
greater alignment with MOH expectations”
Performance Indicator:– A measurements that relates to and indicates the achievement
of a business goal, e.g.“% of compliant assessments”
Indicator:– A measurement that is required to support the calculation of a
performance indicator, e.g. “total number of assessments”
April 12, 2023 (C) Chartwell 2003 66
PROGRAM GOALSPROGRAM
PERFORMANCEINDICATORS
Measureachievement of
SERVICE GOALS
Are alignedto
SERVICEPERFORMANCE
INDICATORSMeasureachievement of
Influence
PROCESS GOALS PROCESSPERFORMANCE
INDICATORSMeasure
achievement of
Are alignedto
RECOGNIZED TARGETGROUPS AND NEEDS
Determine
Influence
RESOURCE GOALS RESOURCEPERFORMANCE
INDICATORSMeasure
achievement of
Are alignedto
Influence
Business Goals Versus PerformanceIndicators
April 12, 2023 (C) Chartwell 2003 67
BUSINESS ARCHITECTURE:In support of transformation
April 12, 2023 (C) Chartwell 2003 68
Transformation Framework
ChangeInitiatives
Milestones
Priorities
Resources
ImplementationDependencies
BusinessDrivers
Objectives
Goals
Strategies
Justifications
Options
Linkages
DesignStandards
TargetDesigns
CurrentDesigns
DesignElements(1)
Planners Care About Strategic Alignment
Architects Care About Design Quality and Standards
Opportunities
Delivery Managers Care AboutCapabilities, Resources and Logistics
JointInterests
Capabilities
HumanFactors
Readiness
Values
State
Scope
Status
April 12, 2023 (C) Chartwell 2003 69
Under DevelopmentRedevelopment
LONG TERM CARE FACILITY LIFE CYCLE
RedevelopmentStarted
Facility developmentapplication approved
Being Readiedfor Occupancy
Operational& Unfit
Operational& Fit
Development /Redevelopment
Completed
ReadinessCompleted
Facility is notcompliant with
standards
DecomissionDecomission
What’s the motivation of the transformation
April 12, 2023 (C) Chartwell 2003 70
Comparison of Current to TargetPrivate Sector Example
X XX
X
XX
X XServices
Markets
CURRENT
X XX
X
XX
X
Markets
TARGET
New markets
Newservices
New customerfor existing service
Discontinuedservice
Discontinueservice for customer
April 12, 2023 (C) Chartwell 2003 71
Business Components•Programs / Target Groups / Needs•Services•Processes•Resources•Roles / Organizations•Events / Cycles•Goals•etcModels•Program Service Alignment•Service Integration Model•Logistics Models•Swimlane Models•etc
Current Business Model
How much to model?
Target Business Model
Business Components•Programs / Target Groups / Needs•Services•Processes•Resources•Roles / Organizations•Events / Cycles•Goals•etcModels•Program Service Alignment•Service Integration Model•Logistics Models•Swimlane Models•etc
How much to model?
What’s different?
What relationships are important or related to
the differences?
What dependencies exist?
How does this inform the transformation plan?
What’s the same?
Business Architectural Context for Transformation
April 12, 2023 (C) Chartwell 2003 72
Business Architecture Links Strategic and Operational Business Views
Services
Enterprise
Marke
ts -
Line
of
Busin
ess
Resources
Activities
Organ
izatio
n
Strategic View
Operational View
AlignmentWhat dowe deliver?
Who are we? What groups do we target?
What activitiesare required to
deliver the service?Who
does what?
What resources
are needed
April 12, 2023 (C) Chartwell 2003 73
Business Architecture Supports Planning & Change Management
Target Bus Arch.
Resources
Processes
Organ
izatio
n
Requires
Services / Product Lines
Enterprise
Prog
ram
s
/ Mar
kets
Strategic Direction
Plan and Define
Corporate Initiatives
Resources
Activities
Org.
Resources
Activities
Org.
Design Build and Operate
Resources
Activities
Org.
Resources
Activities
Org.
Services
Resources
Processes
Organ
izatio
n
Current Bus Arch.
Requires
Strategic
Operational
Enterprise
Prog
ram
s
/ Mar
kets
Services / Product Lines
April 12, 2023 (C) Chartwell 2003 74
OVERLAP: Does it represent risk or opportunity?
May need to: Elaborate processes in area of
overlap Explore other business
architectural relationships process to role responsibilities process dependencies process to resource
Services
ServiceTypes
ProcessesProgram
Service 1 Service 2 Service 3 Service 4 Service 5 Service 6Process Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process ProcessProcess Process Process Process Process Process
All your processes in the current program
Project A
Project B
Overlap
Project C
SCOPING Define scope initially in terms of process /
elaborate processes Identify related business components:
Roles, resources, organizations, dependencies, performance measures,
Scoping projects using a business architectural approach
ProcessTypes
April 12, 2023 (C) Chartwell 2003 75
BUSINESS ARCHITECTURE:Contribution to IT
April 12, 2023 (C) Chartwell 2003 76
Value Chain to System
Infrastructure Alignment
& Integration
Business transformation dilemma
IF no alignment of IT and business Combined system is highly resistant to change
BusinessModel
SystemModel
April 12, 2023 (C) Chartwell 2003 77
The Value
• Business is constrained by IT inability to quickly adapt to its changing needs
• IT a strategic partner with the business
• IT made no contribution at all • IT as expensive overhead
66%
30%
15%10%
Source: Fujitsu’s 2002 Information Technology Source: Fujitsu’s 2002 Information Technology Services Management SurveyServices Management Survey
April 12, 2023 (C) Chartwell 2003 78
Food for thought
• … focusing on alignment with business strategy is irrelevant if your "technology portfolio" is leaking oil, spitting gas and spewing smoke
• … make sure you have your lower level architectural needs under control before you start worrying about being the lofty goals of alignment
Jeff Tash (aka ITscout)Flashmap Systems
April 12, 2023 (C) Chartwell 2003 79
Business Architecture versus IT Design
• More effective IT design requires a formal model of the business to identify common business patterns (integration)– Business patterns occur at a variety of scales– e.g. regulatory program versus ‘accept client request’
• Business component to IT component mapping (alignment):– Ensures alignment of architectures– Support graceful change – Key to aligning business and IT planning
• IT can also be modeled as a business inside a business reference model– Used to define service level agreements– Used to align IT / Business performance (alignment)
April 12, 2023 (C) Chartwell 2003 80
IT Planning and Architecture in Context
BusinessPlanning
BusinessPlanning
IT StrategicPlanning
IT StrategicPlanning
IT Systems& Technology
Delivery
IT Systems& Technology
Delivery
BusinessArchitecture
AutomationArchitectures
ALIGNMENT
IMPACT
SCOPE
REFINEMENT
April 12, 2023 (C) Chartwell 2003 81
BUSINESS ARCHITECTURE:GOVERNANCE
April 12, 2023 (C) Chartwell 2003 82
Enterprise Architecture – (CMM)Capability Maturity Model
NoStandard
Framework
Independent Project
Frameworks
Multi- Project
Alignment
Change Manage-
ment
Wide- Spread Multi- ProgramRe-Use
• Business architecture and I&IT architecture capability maturity may evolve at different rates• Methodology maturity is also evolving
Reference Models
EWTA Zachman
April 12, 2023 (C) Chartwell 2003 83
Enterprise/Program/Project Governance
Enterprise
Program
Project 1Project 2
Project 3
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
21e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
April 12, 2023 (C) Chartwell 2003 84
Architecture compliance process
Project demonstrates effectiveness of design (or lessons learned)
Implementation
Project demonstrates efficiency of designPhysical Design
Project demonstrates integration of business and automation design
Logical Design
Project demonstrates alignment of business and automation design
Conceptual Design
Identify component overlaps and linkages with other projects
Project Context, Objectives & Scope
April 12, 2023 (C) Chartwell 2003 85
Services of an operational business architecture function
• Supply standards & guidelines for designers• Supply re-usable components for designers• Supply design assistance• Provide awareness & training to business and IT• Supply methods & tools for designers• Provide quality assurance and compliance testing• Provide stewardship of the architectures and designs
(repository services)
April 12, 2023 (C) Chartwell 2003 86
Summary
April 12, 2023 (C) Chartwell 2003 87
Business Architecture Challenges
• The discipline of formal language e.g. services, programs, clients– Client may already have a ‘set of services’ defined
• Perception that business architecture “Slows things down” and adds to cost
• Perception that architecture is technical and owned by IT
• No generally accepted standards for business architecture – immature market place
• Business Architecture tends to be iterative and ongoing
April 12, 2023 (C) Chartwell 2003 88
Critical Success Factors
• Both business and technical staff need to understand the role of business architecture and business architects
• Business needs to expect results, and technical staff need to focus on the delivery of value from architecture
• Acceptance that business architecture is an evolving discipline
• Creation of strong alignment between business and technical architecture
April 12, 2023 (C) Chartwell 2003 89
Business Architecture Challenges• The discipline of formal language e.g. services, programs,
clients– Client may already have a ‘set of services’ defined
• Challenges of describing business in a technology neutral way
• Perception that business architecture “Slows things down” and adds to cost
• Perception that business architecture is technical and owned by IT
• No generally accepted standards for business architecture• Business Architecture tends to be iterative and ongoing –
it’s a more a process than a thing
April 12, 2023 (C) Chartwell 2003 90
Questions and Answers
April 12, 2023 (C) Chartwell 2003 91
Enterprise Architecture Resources
www.eacommunity.com
www.chartwell-group.comSee whitepapersSee whitepapers
www.zifa.com