Proposal for an Enterprise

Business Architecture
Denise Bedford
Information Quality

Revised February 19, 2007

Purpose & Overview
 Purpose of the presentation is to:
 propose a framework and strategy for aligning IT to business
through the development of a business architecture
 Hear the Architecture Committee’s advice on the value and
feasibility of moving in the direction of a business architecture

 Presentation Overview

 Value of Business Architecture

 Designing a Business Architecture
 Business Process Management
Value of Business Architecture
Business Challenges
 Business is facing:
 Global business competition
 Rapid innovation and fast-changing business requirements
 Regulatory compliance challenges
 Increasing cost pressures

 Technology’s typical response

 Slow delivery times
 High maintenance costs
 Brittle solutions
 Stove piped functional applications
 Redundant development efforts and operations
 Redundant and costly investment in multiple technical solutions

 Can technology be realigned to support the needs of business?

Aligning IT with Business
 There is little disagreement within or outside the organization that we need to align
information technology to support the business

 We need to decide:

 What we expect to achieve from the alignment and how will we measure it
 What alignment means from a business and from an IT perspective
 What strategy we will use to achieve the realignment

 The decisions will be made at the enterprise level so there needs to be an

enterprise context for the realignment

 The realignment needs to support decentralized development and business

evolution in the future – to achieve this we need a business architecture
Expected Results of Aligning IT with Business

 How do we know this is not just the latest management fad?

 Because it has practical applications which we can use to achieve our
business goals and objectives

 What are we trying to accomplish by shifting the role of information technology to

an ‘enabler’ rather than a ‘driver’?
 Define direct and derivative results of shifting our focus to a business view

 What is required to implement a business architecture?

 Alignment takes the form of a fully elaborated Business Architecture

 What does it mean for how we work?

 A four step plan is proposed for moving towards a business architecture
involving business stewards, business analysts, technical stewards and data
management team
Value of Business Architecture
Focusing on supporting the business, and casting technology in an enabler mode, will generate
direct and derivative results.

Records Capture & Change Management

Management Improvement

Data Quality Control & Systems Interoperability

Assurance Improvements
Application Reuse
Business Semantics & Sharing
Business
Optimization

Process Optimization Financial Management & Control

Business Impact Analysis

Workflow Design & Support Role Management Business Intelligence & Benchmarking

Direct Results Derivative Results

Business & IT Alignment - Direct Results

 Direct Business Results include…

 End-to-end business process analysis and adjustment (process optimization,

improvement and simplification)

 Alignment of resource management and analysis by business areas and with

business goals (financial management and controls)

 Pre-impact and pre-incident detection of business events and business targets,

and the ability to assess the impacts and lead times in order to mitigate the
business impact (business impact analysis and business continuity)
Business & IT Alignment - Derivative Results
 Derivative Business Results include..

 Cross-organizational role discovery, provisioning and management based on

common groups of privileges and permissions (increased effectiveness in role
management and identity provisioning)

 More effective and targeted benchmarking with peers and enable more efficient
measurement, reporting and evaluation (business metrics and intelligence)

 More efficient business processes based on automated workflows and business

process management (workflow design and management)
Business & IT Alignment - Derivative Results
 Technical Derivative Results include…

 Smarter and rapid deployment/redeployment of new platforms and services,

providing sufficient information to plan and manage the change cost effectively
(change management)

 Interchangeable functional component design through increased access to and

reuse of technical resources (applications reuse)

 Optimization of use of the organization’s technical resources by all contributors or

consumers, regardless of location (systems interoperability)
Business & IT Alignment - Derivative Results
 Data and Information Derivative Effects include…

 More rigorous, visible and auditable records capture throughout business

processes (records management)

 Identification and management of quality control checkpoints and

improvements in data quality and trustworthiness (information quality
assurance)

 Access to management information from a business perspective rather than

an application perspective (business semantics)
Designing a Business Architecture
Designing a Business Architecture
 In order to align technology with business, we need to design a business
architecture

 Business architecture includes:

 Business framework to which all business definitions and models
can be mapped

 Business process management best practices for representing

business processes which are manageable by business analysts,
understandable to business managers and executable by developers
Current State – Business Framework
 We don’t have a comprehensive view of the Bank’s business at this time, although
we have a wealth of business knowledge and documentation

 Current business definitions may be constrained to what single organizational

units do and how they do it
 May be variations on a process across the organization
 Formal policies and procedures may not fully describe how work is done
 May be gaps in coverage of some business processes
 May be redundant descriptions of the same process which are not
consistently maintained
 May represent a technology view rather than a human workflow view
 May not describe all of the resources that are required to support a business
process
Current State – Business Framework
 For example, there are currently several high level schemes in use
throughout the Bank –

 Accounting framework (Controllers’ – budget and expenditures)

 Records management framework (BRCS, Archives Fonds – organizational
history)
 IT-Business framework (application-focused)
 Business continuity framework (core processes and critical incident)
 Business definitions in administrative, policy and procedures manuals (business
operations)

 Each scheme represents a resource viewpoint, though none serves as a

baseline for comprehensively aligning resources to end-to-end busienss
processes

 We propose a new framework which will allow us to harmonize these

views – this framework takes the form of an organizational business
taxonomy
Business Framework

Strategic Alignment and Aggregation

Business Areas

Lines of Business

Business Processes

Business Subprocess and Tasks

End to End Primary Business Activities

 Bank’s Business Framework
 Level 1: Business Areas
 High level aggregation which distinguishes primary and support activities, and which is
aligned with organization’s strategy and performance goals [Example: Operations]

 Level 2: Lines of Business

 Set of one or more linked business processes which collectively define a line of products
and services [Example: Lending]
 Provides a level of aggregation which is valuable for evaluation and monitoring but not
sufficiently granular to enable business process management

 Level 3: Business Process

 End-to-end description of a process which is comprised of a series of steps or tasks that
have defined conditions triggering its initiation and defined outcomes/outputs at its
completion [Example: Project Appraisal]

 Level 4: Business Subprocesses and Tasks

 Individual tasks which make up a process, or a group of tasks which is enacted or called
from another (initiating) process (or subprocess), and which forms part of the overall
process [Example: Draft Aide Memoire]
 How to Determine if it is a …..
Criteria
Definition
Policies & Governance Processes
Products & Services
vs. Inputs & Outputs
Budget vs. Expenditures
Risks
Service Standards & Metrics
Clients & Stakeholders
Line of Business
There must be an accepted and published
definition of the line of business, including
all products and services
There must be defined, institutionally
authorized and published policies at the
LoB level.
The LoB must have defined products,
services, outputs and outcomes which are
required to sustain the organization.
The LoB has a defined budget line.
There is a known business risk to the
organization when it is not available.
LoB must have defined and published
service standards and quality metrics
across products and services.
LoB has defined consumer
groups/segments and stakeholders,
whether internal or external to the
organization.
Business Process
There must be defined conditions marking the initiation
and completion, and a sequence of steps in between.
There are institutionally authorized and defined
business procedures, events, rules, tiggers and
conditions that derive from and implement the LoB
policies.
The Business Process has defined inputs which are
converted directly to outputs at the end of the process.
Business process incurs individual expenses which
can be tied to tasks or subprocesses, for all types of
resources.
Inherits at least the risk rating of the LOB, but may
have an elevated risk if the business process must
continue regardless of other BPs in the LOB.
BPs have service standards and quality metrics for
individual products and services.
BPs tracks to specific customers, who receive the
products and services at the completion of the
process.
 How to Determine if it is …
Criteria Line of Business
Human Assets LoB has associated core competencies, job
family and job profiles.
Facilities, Technology & Supported by facilities, consume energy, use
Information Assets communications, data, and information to
generate outputs and outcomes.
Comparable Industrial Has comparable economic sector and external
Sector competitors, regardless of whether it is a primary
or supporting LoB. LoB may or may not be a
primary activity for the institution.
Known Business Must have one or more associated business
Processes processes. Line of Business can not exist
without supporting business processes.
Business Area Is aligned with a Business Area as defined by the
organization’s strategic and performance
contracts.
Business Process
Business processes have people/roles and/or agents
assigned to specific steps or subprocesses. Can trace
human resources used to perform the business process.
Tracks to specific applications at specific points in the
business flow. Uses and produces known information
assets. Tracks to specific offices and technology
expenses to support the people and systems used in the
process.
Does not have a comparable industrial sector because it
is not at a sector level of categorization. Inherits this
value from the Line of Business.
Is comprised of steps that make up a business process.
Has a defined initiation point and a defined completion
point. May have business subprocesses but does not
include another business process.
Not applicable.
Line of Business vs. Business Process
 These terms are often used interchangeably in the business
literature but it is important to distinguish them because

 Line of business is generally one level above where we can do

business process management effectively

 Line of business is comprised of multiple business processes –

each of which represents an end-to-end process

 Let’s consider what would happen if we tried to do business process

management at the Line of Business level
Business Processes
 The framework provides us with a structure for harmonizing the Bank’s business
knowledge, but we need to look at individual business processes for the detailed
business knowledge that will help us achieve our goals

 The top two levels of the framework (business areas and lines of business)
provide us with a strategic view of the Bank’s business

 The bottom levels of the framework (processes and subprocesses) provide

the business knowledge needed to begin to design a business architecture
and to support business process management

 Let’s focus on Business Processes and Subprocesses in order to identify the

kinds of business knowledge we need to support the business
 Lending Line of Business Comprised of Linked Business
Processes

Business Processes

Project Project Project Project Project

Identification Preparation Appraisal Negotiation Approval

 Decision mtg package

 Prepare AIS in SAP  Draft PAD
 Minutes, PID, ISDS
 Prepare SMO  PID
 SMO

Lending Line of Business

Lending Line of Business

 Prepare PCN, PID, ISDS  PAD-stage ISDS

 PCN Review Meeting
 ROC and/or OC review
(for projects high risks)
 Draft EA, RAP, IPDP


Notice to Borrower
Draft Aide-memoire
Steps & Subprocesses
 Minutes of PCN meeting
 Post-appraisal letter to
 Minutes of QER
Borrower.

Resources Allocated and Application calls are

Managed at these levels Executed at this level

Process Variations are found and

Improvements are made at these Levels

Project Project Project Project Project

Signing Effectiveness Supervision Completion Evaluation

Line of Business level is too coarse to support process management goals and objectives
Business Process Management Best
Practices
Business Process Management Best Practices
 Business process management recommends that we:

 Define internal best practices and guidelines to ensure that business process
models are consistently developed (ARIS Framework)
 Develop business models for processes, and inventory, register and publish
existing business models (Business Analysts & Stewards working with IQ
and IS teams)
 Recommend standards-based modeling and execution languages to be used
by developers for implementing business process models (OASIS – BPEL,
WSDL, XSD)
 Build a business architecture layer as part of enterprise architecture (SOA +
BA)
 Establish an enterprise governance process for business process
management
 Business Process Models
 A business process should be represented as models of end-to-end
sequence of tasks or subprocesses, which describe all of the inputs,
outputs and steps/activities required to execute the process

 ARIS framework provides us with a comprehensive view of a business

process description

 Working within the business framework, and leveraging the ARIS

business processing modeling strategy, we can both harmonize across
the organization and standardize our current business knowledge
 Business Process Description
Information Information
Services Goal Services

Other Other
Services Services
Environmental
Data
Material Input Material Input

Financial Financial
Resources Resources

Business
Process
Steps & Subprocesses Result/Event
Initial Event Message

Org Human Machine Computer

Software
Unit Input/Output Resources Hardware

Robust description of a business process includes all elements of the ARIS framework.
Business Framework and Business Process
Management
 Looking back to the value proposition, we need a level of business process
description which will allow us to:

 connect any system associated with the process

 identify the people who support it
 link financial resources
 acknowledge but also cross organizational boundaries
 identify compliance (financial, records) points
 identify data and information quality control points
 Identify common steps and subprocesses to simplify and reuse
applications
 provide managers with the capability to monitor the process for
improvement and planning purposes
 Metrics for Lending (Reg: 58% of Bank Budget): Cost (40%), Quality (19%), Volume (16%), Capacity (13%), Satisfaction (6%), Timeliness (6%).
Business
Process
Project
Identification
 Prepare AIS in SAP
Activities
 Prepare SMO
 Prepare PCN, PID, ISDS
 PCN Review Meeting
 ROC and/or OC review
(for projects high risks)
Role & Resp
 TL prep. PCN package
and Sends to SM
 TL prepares if applicable
ROC and SM clears
 TL prepares OC and
SM, CD, RVP clear
Information
 AIS, SMO, BTOR
 PCN, PID, ISDS
 Cover Memo, Note
 Agenda
 Minutes of PCN review
SAP, IRIS, Passkey, Project
App
Portal, Lotus Notes, Travel
Web
W2K, Domino, Edge Server,
Metric Technology
HIS, Oracle, WebSphere,
Lotus Notes, Siteminder,
iPlanet, SAP, AIX, HACMP,
EMC SRDF, EMC Timefinder
TSM TDF, Tivoli Monitor,
Telalert, Precise Luminate
Time, Cost, Capacity, Vol
Project
Preparation
 Draft PAD
 PID
 PAD-stage ISDS
 Draft EA, RAP, IPDP
 Minutes of PCN meeting
 Minutes of QER
 TT prepares QER
package
 SM Clears
 TL circulates
 TL prepares minutes of
QER and SM clears and
Issues minutes
 PAD, PID, ISDS
 Safeguards Documents
 Minutes of QER
 Agenda
 Email
IRIS, Passkey, Project
Portal, Lotus Notes, LAS
W2K, Domino, Edge Server,
HIS, Oracle, WebSphere,
Lotus Notes, Siteminder,
iPlanet, SAP, AIX, HACMP,
EMC SRDF, EMC Timefinder
TSM TDF, Tivoli Monitor,
Telalert, Precise Luminate
Time, Cost, Cap, Vol, Quality
Project
Appraisal
 Decision mtg package
 Minutes, PID, ISDS
 SMO
 Notice to Borrower
 Draft Aide-memoire
 Post-appraisal letter to
Borrower.
 TT prepares package,
SM and CD clear
 TL prepares notice to
Borrower and CD issues
 TT prep. aide-memoire,
TL signs & delivers
 TL prep. post-appraisal
letter SM-CL-CD clear
 Transmittal Memo
 PAD,,PID, ISDS
 Safeguards Documents
 Legal Documents
 Minutes, Agenda
 SMO, Aide-memoire
 Notice to Borrower
 BTOR, Letter
SAP, IRIS, Passkey, Project
Portal, Lotus Notes, LAS,
Travel Web
W2K, Domino, Edge Server,
HIS, Oracle, WebSphere,
Lotus Notes, Siteminder,
iPlanet, SAP, AIX, HACMP,
EMC SRDF, EMC Timefinder
TSM TDF, Tivoli Monitor,
Telalert, Precise Luminate
Time, Cost, Cap, Vol, Quality
Project
Negotiation
 Negotiations Package
 Formal Invitation to
Borrower to Negotiate
 Minutes of Negotiation
 Summary of Negotiation
 Status of Negotiation
notice
 TT prepares and CD, SM,
LOAG2, CC clear
 TL prepares minutes and
Lawyer, LOAG2, Leader
of Borrower deleg. clear
 TL & Leader of Borrower
delegation sign
 Memo, PAD, MOP
 Notice of Invitation
 Letter of Invitation
 Letter of Sector Policy
 Letter of Development
Program
 Minutes
IRIS, Passkey, Project
Portal, LAS, Lotus Notes
W2K, Domino, Edge Server,
HIS, WebSphere, Oracle,
SAP, Lotus Notes,
Siteminder, iPlanet, Solaris,
Sybase, Replication Server,
WebServer,
Print Archietcture.
Time, Cost, Cap, Vol, Quality
Project
Approval
 Final Board Package
 SCR & email to SECBO
 Regional Pre-board mtg
 Memo to MD
 Pre-board meeting
 Board Approval
 TL prepares Board pkg,
SM-FO-LY-CD clear
 Lawyer prepares SCR &
signed by RVP, LEGVP,
expert appointed by CG
 TL prepares NB-Board
Approval & lawyer clears
 Transmittal memo
 form 2337 , form 1767
 Board Doc Sub. Form
 PAD, MOP, speech
 Notice to Borrower
 SCR Report
 Form 14, Form152
 Speech
IRIS, Passkey, Project
Portal, LAS, Lotus Notes
W2K, Domino, Edge Server,
HIS, WebSphere, Oracle,
SAP, Lotus Notes,
Siteminder, iPlanet, Solaris,
Sybase, Replication Server,
WebServer,
Print Archietcture.
Time, Cost, Quality
 Metrics for Lending (Reg: 58% of Bank Budget): Cost (40%), Quality (19%), Volume (16%), Capacity (13%), Satisfaction (6%), Timeliness (6%).
Business
Process
Project
Signing
 Notice of signing and
Activities
signing ceremony
 Notice to Borrower –
signing
 Signed Legal Documents
 TL sends an invitation
Role & Resp
On signing
 TL prepares a notice to
Borrower – signing
and Lawyer clears
 TL sends signed Legal
 Documents to ACTCF
Information
 Notice of Signing
 Legal Documents
 Notice to Borrower
 Email
 FAX
App
IRIS, Lotus Notes, Passkey
Metric Technology
W2K, Domino.
Time
Project Project
Effectiveness Supervision
 Notice to Borrower –  Procurement process
Declaration of  Disbursement
Effectiveness  Financial Management
 Borrower prepares specs
and evaluates bids.
 TL prepares a memo &
 Ps ensures procurement
letter and lawyer clears
 Disbursement Officer
 CD signs and sends
authorize to withdraw fund
Letter to Borrower
 FM maintains oversight
of the FM project
 Bid documents,
 Contract
 Memo  Bid evaluation report
 Notice to Borrower-letter  Minutes of bid opening
 Email  Cost estimate sheet
 Technical &/or financial
evaluation report
 FM Reports/Docs
IRIS, Passkey, Project Portal
IRIS, Lotus Notes, Passkey Client Connection, LAS,
Extranet, Lotus Notes
W2K, Domino, Edge Server,
HIS, WebSphere, Oracle,
SAP, Lotus Notes,
W2K, Domino. Siteminder, iPlanet, Solaris,
Sybase, Replication Server,
WebServer,
Print Archietcture.
Time Time, Cost, Cap, Vol, Quality
Project Project
Completion Evaluation
 OED assess what works
 Completion report
and what does not and
identifying accomplishm-
learn from the
ents, problems, lesson
experience.
learned.
 Borrower submits a  OED staff assesses the
completion report to the project and sends to
Bank Board of EDs CD, SM, SD, TL, etc.
 Report that contains
accomplishments,
 OED evaluation report.
problems,
lessons learned
IRIS, Project Portal,
Intranet, Lotus Notes,
Lotus Notes, Passkey
Passkey
W2K, Domino, Edge Server,
Edge Server, IHS,
HIS, WebSphere, Oracle,
WebSphere, Oracle, SAP,
SAP, Lotus Notes,
Siteminder, iPlanet, Lotus
Siteminder, iPlanet
Notes
Satisfaction Quality
 Metrics for Travel (Bank Wide: Over $ 200M in FY-05): Cost Effectiveness – Get Best Results with available Funds
Business
Process
Travel
Planning
Activities
 Planning at Budget Level
 Planning Specific Trip
Role & Resp.
 Budget Analysts/Officers
forecast travel expenses
 Traveler makes
Reservation and enters
Trip information into the
Web Travel
 Travel Authorizations
Information
 Travel Advisory services
and guidelines
 Trip Document created
In travel web system
 Reservation – itinerary
with American express
Online Reservation system,
App
Travel Web, Passkey, Notes
Metric Technology
W2K, IIS, Oracle,
MS Load Balancer, SAP R3,
TSM, NetIQ, Telalert,
Edge Server, IHS,
WebSphere, Lotus Notes
Cost Effectiveness
Travel
Transacting
 Before the Trip
 After the Trip
 Traveler contacts A. Exp
 AM approves the trip
 A. Exp receives Notice
and issues the ticket
 Traveler enters expenses
 TCS is sent to Manager
 AM approves the trip
 Itinerary
 VISA
 Ticket
 BTOR
Travel Web, SAP, Passkey,
Notes
W2K, IIS, Oracle, MS
Load Balancer, SAP R3,
TSM, NetIQ, Telalert,
Edge Server, IHS,
WebSphere, Lotus Notes
Cost Effectiveness
Travel
Controlling
 Pre-Trip Controls
 Post-Trip Controls
 Ex Ante Controls: verify
cost assignment,
explanation of exceptions,
PCard Usage, etc.
 Ex Post Controls: trip is
approved, traveler sends
receipt to ACT.
 Travel Expense Postings
 Trip Document
 PCard
 Receipt
SAP, Travel Web, Passkey
W2K, IIS, Oracle, MS
Load Balancer, SAP R3,
TSM, NetIQ, Telalert,
Edge Server, IHS,
WebSphere
Cost Effectiveness
Travel
Monitoring –
Specific Trip
 Monitoring Specific Trip
 Traveler can use the
Web Travel System to
monitor the status of trip
request as well as sub-
sequent expense reimb-
ursement request
 Display Trip
 Print/Simulate Trip
 My Trip Summary Report
SAP, Travel Web, Passkey
W2K, IIS, Oracle, MS
Load Balancer, SAP R3,
TSM, NetIQ, Telalert,
Edge Server, IHS,
WebSphere
Cost Effectiveness
Travel
Monitoring -
Unit/VPU
 Monitoring Specific
Unit/VPU
 Budget Analysts/Officers
use the SAP Cost Report
or Administrative
Expense Report to
monitor travel expenses
 Outstanding Trip Claims
Report
 Travel Expense
Exception Report
 Budget Summary Repor
 Operational Mission
Summary Report
SAP, Travel Web, Passkey
W2K, IIS, Oracle, MS
Load Balancer, SAP R3,
TSM, NetIQ, Telalert,
Edge Server, IHS,
WebSphere
Cost Effectiveness
 Metrics for HR Management: OPE, Performance Award, Award for Excellence, Time, learning
Business
Process

Recruiting Staff Staff Staff Query-Imaging

& Staffing Performance Payment Benefits & Career mgt

 Leave and Attendance

 Job Information
 TAX Computation  Payroll  HR Query
 Agency Recruitment  OPE Performance Mgt
  
Activities

Staff Learning/Training Staff Receivable HR Imaging

 Consultant & Staff app.  Performance Awards
 Parking, health services  Time Recording  HR Kiosk
 YP/JPA Recruitment  Awards for Excellence
 Pension  Post Allowance  Internal Communications
 HARP Retiree
 Benefits Administration
 E-recruitment
Role & Resp

 Staff prepares OPE,

Manager approves
 HR officer prepares  Manager prepares and  Staff
 Staff prepares  Staff prepares
approves performance
awards, awards for
excellence
Information

 HR Forms  HR Forms
 HR Forms  HR Forms  HR Forms

 Job World  LARS, TAX Kiosk  OPE

 Payroll System  Yournet
 CATS  LMS, Parking System  Performance Awards
App

 Staff Receivable Syst  HR Query

 YP System, JPA  HR Ben system
 TRS  HR Imaging
 FARP Retiree System  Pension, Passkey  Awards for Excellence
 Post Allowance Syst  HR Kiosk
 eRecruit  NextGen Healthcare IS system
Metric Technology

PeopleSoft, Solaris, PeopleSoft, Solaris,

WebSphere, IHS, Oracle,
W2K, Domino, W2K, IIS5,
SAP, Edge Server, AIX,
ASP, Oracle, Edge Server
Oracle, W2K, oracle report
Server, ASP, Web
WebSphere, IHS, Oracle,
W2K, Domino, PeopleSoft, W2K, Domino, W2K, IIS5,
SAP, Edge Server, AIX,
ASP, Oracle, Power Builder ASP, Oracle, Edge Server
Oracle

Time OPE, Perf. Award, A for Exc Time Time learning

Current State – Business Process Models
 Current status of business process modeling..

 Business process models exist for some business processes but they are
represented at varying levels of detail, quality and focus
 In other cases, business processes are described as documentation
(business procedures, administrative manuals, operational procedures, etc.)
 For some processes, there are neither models nor procedural documentation

 Recommend that as business analysts work with clients, they conduct a

systematic inventory of business process models to…

 Identify what exists and what is needed to harmonize it

 Identify gaps in existing processes
 Determine what is needed to fill the gaps
Business Process Model Registry
 Design an enterprise level repository for business process models consistent with
enterprise architecture best practices

 Establish a registration and review process for all business process models which
is consistent with the Business Architecture governance model

 Empower business analysts to:

 Discover and inventory existing business process models
 Identify redundant models
 Identify variations in practice
 Identify and link models that describe steps or subprocesses in the same
business process
 Identify business processes which are not described by BP models
Standards-Based Modeling and Execution Languages
 Business architecture is implemented in degrees – it is possible to achieve
a level of interoperability without having a fully deployed SOA if consistent
business semantics are used across applications

 However a fully developed business architecture presumes a cross

application, business-oriented service oriented architecture which is
grounded in standards

 Although the standards are not yet widely adopted, some major application
vendors are supporting OASIS:
 BPEL for defining process flows
 WSDL for defining the interfaces to services used by the process
 XSD for defining the XML data structures used by the process
Establish Business Architecture Governance Model
 Because the business architecture has such high value to the organization, it
needs to be managed at the enterprise level

 Because the business architecture is cross-organizational and cross-applications,

roles and responsibilities associated with building and sustaining it need to be
clearly defined and supported

 We have proposed a governance and stewardship model which identifies and

describes four roles and responsibilities, including:
 Business stewards at all three levels of the framework (Business Area, Business
Lines, Business Processes)
 Information Quality/Data Management Program
 Business Analysts
 Technical Custodians
Governance & Stewardship