Length
3 days

Overview

Applied Business Architecture is a hands-on course that combines elements of theory, practice and evaluation to provide attendees with an interactive learning experience in Business Architecture.

This three-day course will provide you with a practical understanding of:

  • How to link strategy and execution with effective planning
  • Mapping and communicating business motivation
  • Mapping business capabilities
  • How to use capability-based planning and business anchor models to develop a business architecture
  • How to begin to plan for transition

Please note, students are required to bring their own laptop/tablet and power cable to the training.

Key Topics

Detailed Info
  • Capability-Based Planning
  • Engaging Stakeholders and Eliciting Concerns
  • Strategic Planning and Business Architecture
  • Strategic Mapping and Business Motivation Model (BMM)
  • Business Modelling
  • Value Mapping
  • Capability Mapping and Business Capability Model (BCM)
  • Introduction to Overlays/Views
  • Strategic Analyses - Pain Points, Maturity, Projects, Strategic
  • Concerns - View Point: Strategic x Maturity
  • Concerns - View Point: Future Maturity View
  • Concerns - View Point: Strategic x Maturity x Inflight Projects
  • Concerns - View Point: Current Maturity x Projects x Pain Points
  • Transition Planning and Roadmapping
  • Presenting the Strategy
  • Operationalising Strategy
Skills Gained
Key Topics
Target Audience
Prerequisites
Industry Association Recognition

Skills Gained

Attendees will learn how to successfully:

  • Create a Business Motivation Model to structure strategic thinking
  • Create a Business Model Canvas to conceptualise strategic business models
  • Create a Business Capability Model to conceptualise and structure a business
  • Use a Capability-based Planning approach to shape and operationalise strategy
  • Identify key Stakeholders and their concerns; determine how to find answers for those concerns
  • Summarise useful ways to engage with Stakeholders through a strategic planning process
  • Summarise Business Modelling techniques and artefacts
  • Use a Business Capability Model as an Anchor model for a variety of strategic analyses
  • Summarise a variety of strategic analyses of business capabilities
  • Create a simple Transition Plan to stage strategic execution
  • Present a strategic narrative to an executive audience using artefacts to illustrate strategic advice

Key Topics

Capability-Based Planning

  • What is Capability-Based Planning (CBP)
  • What is Capability
  • What challenges may be addressed using CBP
  • What is an Anchor Model

Engaging Stakeholders and Eliciting Concerns

  • Creating Stakeholders Maps
  • Principles for engaging and facilitating with Stakeholders

Strategic Planning and Business Architecture

  • What is Business Architecture and the relationship between Business Architecture and Enterprise Architecture
  • Three principles of Business Architecture
  • The value of Business Architecture
  • What parts of a business can be modelled by Business Architecture
  • The relationship between Business Architecture and Strategy Planning and Projects
  • Strategy Mapping
  • Business Architecture Maps and how they can be used to define and operationalise strategy

Case Study Introduction

Strategy Mapping and Business Motivation Model (BMM)

  • What is a BMM
  • Strategic concepts formalised in BMM

Business Modelling

  • What is a Business Model
  • The value of business modelling
  • Modelling a business
  • What is a Strategic Business Model
  • Elements of Business Model Canvas
  • Value-Discipline models

Value Mapping

  • Terms
  • Value Chains
  • The difference between Value Chains and Process
  • Steps for defining a value chain
  • Creating a value chain definition

Capability Mapping and Business Capability Model (BCM)

  • What is a BCM? Key elements
  • What is Capability?
  • The value of defining business capabilities and mapping a BCM
  • Capability Mapping – the process
  • Different approaches to Capability Mapping
  • Core and Supporting Capabilities
  • Guidelines for identifying and defining capabilities
  • Capability Catalogues

Introduction to Overlays/Views

  • Different overlays
  • Data points and insights

Strategic Analyses – Pain Points View

  • What is a Pain Points View
  • How to analyse Pain Points

Strategic Analyses – Maturity View

  • What are Maturity Views
  • Capability Maturity Models and how to measure
  • Determine the measure of the future/strategic target maturity of a list of capabilities
  • Step-gaps between maturity states

Strategic Analyses – Projects View

  • What is a Projects View
  • How to analyse Project Impact on Capability Maturity

Strategic Analyses – Strategic View

  • What is a strategic view
  • How do you measure strategic importance
  • Using BMM/BCM to identify capabilities with strategic priority

Concerns – View Point: Strategic x Maturity

Concerns – View Point: Future Maturity View

Concerns – View Point: Strategic x Maturity x Inflight Projects

Concerns – View Point: Current Maturity x Projects x Pain Points

Transition Planning and Roadmapping

  • What is a transition plan
  • Models used to determine which changes to execute
  • Looking for opportunities
  • Roadmaps and the concerns addressed

Presenting the Strategy

  • What makes an effective presentation
  • Provide a presentation in a group using BMM

Operationalising Strategy

  • How maps are used to operationalise strategy

Target Audience

  • Business Architects
  • Department Heads
  • Strategic Roles
  • Technology Leaders
  • Business Technology Partners
  • Business Analysts
  • Enterprise Architects
  • Project, Programme and Portfolio Managers
  • Management Consultants
  • Solution and Domain Architects

Prerequisites

There are no prerequisites for this course; however knowledge of business fundamentals and TOGAF are an advantage.

Industry Association Recognition

International Institute of Business Analysis (IIBA)

  • Credit Hours: 21 hours
  • Continuing Development Units (CDUs): 21 CDUs
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