Any architecture has to accommodate the fact that all organizations operate simultaneously as open and closed systems, to create synergy by harnessing cross-functional communication & collaboration and improve business agility.
The real value of business architecture in designing and planning future enterprise is to help set up the environment for implementing business solutions such that it becomes hard to not do good design, build differentiated capabilities and increasing people-centricity.
Business linkage: Business Architecture provides a holistic understanding of intentions and goals of varying change initiatives, and analyzing of all critical success factors accordingly to ensure the overall portfolio management effectiveness. Business Architecture is like a GPS-helps to convey leadership vision via navigation, modernization, integration, automation, or optimization, with a mechanism to manage risks. It enables the management to clarify: Does it reflect the 'As Is' and 'To Be'? Does it clearly link to strategy and objectives? Does it span people, process and technology? Anything less coherency and consistency will be a problem? Does it cover all parts of the enterprise, or plans to? How good are the parts integrated together? Can the architecture be used dynamically to monitor reality? Business architecture is an effective tool to communicate what needs to be done down the line to the various functional domain managers responsible for implementing business strategy, and improving business manageability.
Business top management involvement: The business architecture is used as an instrument to orchestrate organizational capabilities development, and avoid implementation of redundant, complex, and duplicative capabilities. Does the sponsor have enough authority to implement? An effective leader with an architect’s mindset is coherent and persuasive to sponsor architecture efforts, has the ability to read the "ripples on the surface of the water"; become aware of interconnectivity between different business factors, identify tradeoffs and negotiating them with all stakeholder to collaborate skillfully with empathy, harness transformative changes through balancing generalization, specialization, and classification seamlessly.
Return on investment: It’s important to select the right set of metrics to evaluate business architecture for cost optimization, ask whether the metrics can reveal anything meaningful for the identified purpose, and ensure the management buy-in for the metrics collection processes. The return on investment value proposition of architecture initiative should be an overall measurement based on the combination of value, cost, schedule, quality, performance, and satisfaction of the customer, users, and stakeholders. Business architecture performance can be assessed objectively via its cost reduction and complexity management efforts. The management needs to articulate business architecture ROI calculation depends on a case by case: Are you looking for a method of calculating ROI of business architecture initiatives to the business as a whole or ROI of “doing some enterprise architecture work” for a specific business initiative delivery? To evaluate the business architecture effort in business efficiency means a way to measure how well you are doing in terms of available resources and budget.
Any architecture has to accommodate the fact that all organizations operate simultaneously as open and closed systems, to create synergy by harnessing cross-functional communication & collaboration and improve business agility. Business executives can leverage business architecture as an effective tool to develop greater awareness of the intricacies and the systemic value of business processes, people dynamics, resource alignment, and technological touches, and define more than one way of achieving the strategic goals.
Business linkage: Business Architecture provides a holistic understanding of intentions and goals of varying change initiatives, and analyzing of all critical success factors accordingly to ensure the overall portfolio management effectiveness. Business Architecture is like a GPS-helps to convey leadership vision via navigation, modernization, integration, automation, or optimization, with a mechanism to manage risks. It enables the management to clarify: Does it reflect the 'As Is' and 'To Be'? Does it clearly link to strategy and objectives? Does it span people, process and technology? Anything less coherency and consistency will be a problem? Does it cover all parts of the enterprise, or plans to? How good are the parts integrated together? Can the architecture be used dynamically to monitor reality? Business architecture is an effective tool to communicate what needs to be done down the line to the various functional domain managers responsible for implementing business strategy, and improving business manageability.
Business top management involvement: The business architecture is used as an instrument to orchestrate organizational capabilities development, and avoid implementation of redundant, complex, and duplicative capabilities. Does the sponsor have enough authority to implement? An effective leader with an architect’s mindset is coherent and persuasive to sponsor architecture efforts, has the ability to read the "ripples on the surface of the water"; become aware of interconnectivity between different business factors, identify tradeoffs and negotiating them with all stakeholder to collaborate skillfully with empathy, harness transformative changes through balancing generalization, specialization, and classification seamlessly.
Return on investment: It’s important to select the right set of metrics to evaluate business architecture for cost optimization, ask whether the metrics can reveal anything meaningful for the identified purpose, and ensure the management buy-in for the metrics collection processes. The return on investment value proposition of architecture initiative should be an overall measurement based on the combination of value, cost, schedule, quality, performance, and satisfaction of the customer, users, and stakeholders. Business architecture performance can be assessed objectively via its cost reduction and complexity management efforts. The management needs to articulate business architecture ROI calculation depends on a case by case: Are you looking for a method of calculating ROI of business architecture initiatives to the business as a whole or ROI of “doing some enterprise architecture work” for a specific business initiative delivery? To evaluate the business architecture effort in business efficiency means a way to measure how well you are doing in terms of available resources and budget.
Any architecture has to accommodate the fact that all organizations operate simultaneously as open and closed systems, to create synergy by harnessing cross-functional communication & collaboration and improve business agility. Business executives can leverage business architecture as an effective tool to develop greater awareness of the intricacies and the systemic value of business processes, people dynamics, resource alignment, and technological touches, and define more than one way of achieving the strategic goals.
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