Squared Outline: Business Capabilities

Despite (or because) their ubiquity across powerpoint presentations, business capabilities appear under a wide range of guises. Putting them in perspectives could clarify the issue.

To begin with, business capabilities should not be confused with systems ones as they are supposed to be driven by changing environments and opportunities, in contrast to continuity, integrity, and returns on investments. Were it not for the need to juggle with both there would be no need of chief “whatever” officers.

Then, if they are to be assessed across changing contexts and concerns, business capabilities should not be tied to specific ones but focus on enterprise wherewithal :

  • Material: capacity and maturity of platforms with regard to changes in business processes and environments.
  • Functional: capacity and maturity of supporting systems with regard to
    changes in business processes.
  • Organizational: versatility and plasticity of roles and processes in dealing with changes in business opportunities.
  • Intelligence: information assets and ability of people to use them.

These could then be adjusted with regard to finance and time:

  • Strategic: assets, to be deployed and paid for across a number of business exercices.
  • Tactical: resources, to be deployed and paid for within single
    business exercices.
  • Particular: combined assets and resources needed to support specific value chains.

The role of enterprise architects would then to plan, assess, and manage the dynamic alignment of business and architecture capabilities.

FURTHER READING

Squared Outline: Models As Currency

As every artifact, models can be defined by nature and function. With regard to nature, models are symbolic representations, descriptive (categories of actual instances) or prescriptive (blueprints of artifacts). With regard to function, models can be likened to currency, as they serve as means of exchange, instruments of measure, or repository.

Along that understanding, models can be neatly characterized by their intent:

  1. No use of models, direct exchange (barter) can be achieved between business analysts and software engineers.
  2. Models are needed as medium supporting exchange between organizational units with different business or technical concerns.
  3. Models are used to assess contents with regard to size, complexity, quality, …
  4. Models are kept and maintained for subsequent use or reuse.

Depending on organizations, providers and customers could then be identified, as well as modeling languages.

FURTHER READINGS

Squared Outline: Enterprise Architecture

Whatever their nature, architectures can be defined as structured collections of assets and mechanisms shared by a set of active entities with common purposes: houses for dwelling, factories for manufacturing processes, office buildings for administrative ones, human beings for living, etc.

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Layers of Problems & Solution

Along that reasoning enterprises architectures should be defined in terms of one distinction and three layers:

  1. A distinction between specific and changing business contexts and opportunities on one hand, shared and stable capabilities on the other hand (represented with the Zachman’s framework above).
  2. The enterprise layer deals with the representation of business environment and objectives (aka business model), organization and processes.
  3. The system layer deals with the functionalities of supporting systems independently of platforms.
  4. The platform layer deals with actual systems implementations.

It must be noted that while the layered perspective is widely agreed (names may differ), taxonomies often overlap.

Further Reading

Squared Outline: Layers

The immersion of enterprises into digital environments is blurring the traditional distinctions between architecture layers. Hence the need of clarifying the basic notions.


Pagoda Architecture Blueprint

Beyond the differences in terminologies (layers, levels, tiers, etc), four basic taxonomies can be applied:

  1. Enterprise architecture: business processes and organization, systems, platforms (Pagoda blueprint).
  2. Functional architecture: interfaces, control, persistency, services (Model/View/Controller).
  3. Representation: physical, logical, conceptual (Pagoda blueprint).
  4. Economic intelligence: data, information, knowledge

While some alignments are intrinsic, making explicit use of taxonomies is useful because they serve specific purposes.

n.b. The term “application layer” is usually defined in the context of communication architectures.

Further Reading

Squared Outline: Processes

While processes and activities are often defined together, the primary purpose of processes is to specify how activities are to be carried out if and when activities have to be executed separately.

Given the focus on execution, definitions of processes should be aligned with the classification of events and time, namely the nature of flows and coupling:

  1. No flows (computation).
  2. Information flows between activities.
  3. Actual flows between activities, asynchronous coupling.
  4. Actual flows, synchronous coupling.

That taxonomy could be used to define execution units in line with activities and the states of objects and expectations.

FURTHER READING

 

Value Chains & EA

Preamble

The seamless integration of enterprise systems into digital business environments calls for a resetting of value chains with regard to enterprise architectures, and more specifically supporting assets.

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Value Chains & Support (Daniel Jacoby)

Concerning value chains, the traditional distinction between primary and supporting activities is undermined by the generalization of digital flows, rapid changes in business environments, and the ubiquity of software agents. As for assets, the distinction could even disappear due to the intertwining of tangibles resources with organization,  information, and knowledge .

These difficulties could be overcome by bypassing activities and drawing value chains directly between business processes and systems capabilities.

From Activities to Processes

In theory value chains are meant to track down the path of added value across enterprise architectures; in practice their relevancy is contingent on specificity: fine when set along silos, less so if set across business functions. Moreover, value chains tied to static mappings of primary and support activities risk losing their grip when maps are redrawn, which is bound to happen more frequently with digitized business environments.

These shortcomings can be fixed by replacing primary activities by processes and support ones by system capabilities, and redefining value chains accordingly.

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Substituting processes and capabilities for primary and support activities

From Processes to Functions & Capabilities

Replacing primary and support activities with processes and functions doesn’t remove value chains primary issue, namely their path along orthogonal dimensions.

That’s not to say that business processes cannot be aligned with self-contained value chains, but insofar as large and complex enterprises are concerned, value chains are to be set across business functions. Thus the benefit of resetting the issue at enterprise architecture level.

Borrowing EA description from the Zachman framework, the mapping of processes to capabilities is meant to be carried out through functions, with business processes on one hand, architectures capabilities on the other hand.

If nothing can be assumed about the number of functions or the number of crossed processes, EA primary capabilities can be clearly identified, and functions classified accordingly, e.g: boundaries, control, entities, computation. That classification (non exclusive, as symbolized by the crossed pentagons) coincides with that nature of adjustments induced by changes in business environments:

  • Diversity and flexibility are to be expected for interfaces to systems’ clients (users, devices, or other systems) and triggering events, as to tally with channels and changes in business and technology environments.
  • Continuity is critical for the identification and semantics of business objects whose consistency and integrity have to be maintained along time independently of users and processes.
  • In between, changes in processes control and business logic should be governed by business opportunities independently of  channels or platforms.

SOAb_BP2VaCh
Mapping Processes to Architectures Functions & Capabilities

Processes, primary or otherwise, would be sliced according to the nature of supporting capabilities e.g: standalone (a), real-time (b), client-server (c), orchestration service (d), business rules (e), DB access (f).

Value chains could then be attached to business processes along these functional guidelines.

Tying Value Chains to Processes

Bypassing activities is not without consequences for the meaning of value chains as the original static understanding is replaced by a dynamic one: since value chains are now associated to specific operations, they are better understood as changes than absolute level. That semantic shift reflects the new business environment, with manufacturing and physical flows having been replaced by mixed (SW and HW) engineering and digital flows.

Set in a broader economic perspective, the new value chains could be likened to a marginal version of returns on capital (ROC), i.e the delta of some ratio between value and contributing assets.

Digital business environments may also made value chains easier to assess as changes can be directly traced to requirements at enterprise level, and more accurately marked across systems functionalities:

  • Logical interfaces (users or systems): business value tied to interactions with people or other systems.
  • Physical interfaces (devices): business value tied to real-time interactions.
  • Business logic: business value tied to rules and computations.
  • Information architecture: business value tied to systems information contents.
  • Processes architecture: business value tied to processes integration.
  • Platform configurations: business value tied to resources deployed.

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Marking Value Chains in terms of changes

The next step is to frame value chains across enterprise architectures in order to map values to contributing assets.

Assets & Organization

Value chains are arguably of limited use without weighting assets contribution. On that account, a major (if underrated) consequence of digital environments is the increasing weight of intangible assets brought about by the merge of actual and information flows and the rising importance of economic intelligence.

For value chains, that shift presents a double challenge: first because of the intrinsic difficulty of measuring intangibles, then because even formerly tangible assets are losing their homogeneity.

Redefining value chains at enterprise architecture level may help with the assessment of intangibles by bringing all assets, tangible or otherwise, into a common frame, reinstating organization as its nexus:

  • From the business perspective, that framing restates the primacy of organization for the harnessing of IT benefits.
  • From the architecture perspective, the centrality of organization appears when assets are ranked according to modality: symbolic (e.g culture), physical (e.g platforms), or a combination of both.

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Ranking assets according to modality

On that basis enterprise organization can be characterized by what it supports (above) and how it is supported (below). Given the generalization of digital environments and business flows, one could then take organization and information systems as proxies for the whole of enterprise architecture and draw value chains accordingly.

Value Chains & Assets

Trendy monikers may differ but information architectures have become a key success factor for enterprises competing in digital environments. Their importance comes from their ability to combine three basic functions:

  1. Mining the continuous flows of relevant and up-to-date data.
  2. Analyzing and transforming data, feeding the outcome to information systems
  3. Putting that information to use in operational and strategic decision-making processes.

A twofold momentum is behind that integration: with regard to feasibility, it can be seen as a collateral benefit of the integration of actual and digital flows; with regard to opportunity, it can give a decisive competitive edge when fittingly carried through. That makes information architecture a reference of choice for intangible assets.

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Assets Contribution to Value Chains

Insofar as enterprise architecture is concerned, value chains can then be threaded through three categories of assets:

  • Tangibles: operational resources supporting processes execution
  • Organization: roles, tasks, and responsibilities associated to processes
  • Intangibles: data mining, information contents, business intelligence, knowledge management, and decision-making.

That approach would simultaneously meet with the demands of digital environments, and add practical meaning to enterprise architecture as a discipline.

Further Reading

 

Fitting Tools to Problems

Preamble

All too often choosing a development method is seen as a matter of faith, to be enforced uniformly whatever the problems at hand.

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Tools and problems at hand (Jacob Lawrence)

As it happens, this dogmatic approach is not limited to procedural methodologies but also affect some agile factions supposedly immunized against such rigid stances.

A more pragmatic approach should use simple and robust principles to pick and apply methods depending on development problems.

Iterative vs Phased Development

Beyond the variety of methodological dogmas and tools, there are only two basic development patterns, each with its own merits.

Iterative developments are characterized by the same activity (or a group of activities) carried out repetitively by the same organizational unit sharing responsibility, until some exit condition (simple or combined) verified.

Phased developments are characterized by sequencing constraints between differentiated activities that may or may not be carried out by the same organizational units. It must be stressed that phased development models cannot be reduced to fixed-phase processes (e.g waterfall); as a corollary, they can deal with all kinds of dependencies (organizational, functional, technical, …) and be neutral with regard to implementations (procedural or declarative).

A straightforward decision-tree can so be built, with options set by ownership and dependencies:

EARoadmap_DeciTree

 

Shared Ownership: Agile Schemes

A project’s ownership is determined by the organizational entities that are to validate the requirements (stakeholders), and accept the products (users).

Iterative approaches, epitomized by the agile development model, is to be the default option for projects set under the authority of single organizational units, ensuring shared ownership and responsibility by business analysts and software engineers.

Projects set from a business perspective are rooted in business processes, usually through users’ stories or use cases. They are meant to be managed under the shared responsibility of business analysts and software engineers, and carried out independently of changes in architecture capabilities (a,b).

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Agile Development & Architecture Capabilities

Projects set from a system perspective potentially affect architectures capabilities. They are meant to be managed under the responsibility of systems architects and carried out independently of business applications (d,b,c).

Transparency and traceability between the two perspectives would be significantly enhanced through the use of normalized capabilities, e.g from the Zachman’s framework:

  • Who: enterprise roles, system users, platform entry points.
  • What: business objects, symbolic representations, objects implementation.
  • How: business logic, system applications, software components.
  • When: processes synchronization, communication architecture, communication mechanisms.
  • Where: business sites, systems locations, platform resources.

It must be noted that as far as architecture and business driven cycles don’t have to be synchronized (principle of continuous delivery), the agile development model can be applied uniformly; otherwise phased schemes must be introduced.

Cross Dependencies: Phased Schemes

Cross dependencies mean that, at some point during project life-cycle, decision-making may involve organizational entities from outside the team. Two mechanisms have traditionally been used to cope with the coordination across projects:

  • Fixed phases processes (e.g Analysis/Design/Implementation)  have shown serious shortcomings, as illustrated by notorious waterfall.
  • Milestones improve on fixed schemes by using check-points on development flows instead of predefined activities. Yet, their benefits remain limited if development flows are still defined with regard to the same top-down and one-fits-all activities.

Model based systems engineering (MBSE) offers a way out of the dilemma by defining flows directly from artifacts. Taking OMG’s model driven architecture (MDA) as example:

  • Computation Independent Models (CIMs) describe business objects and activities independently of supporting systems.
  • Platform Independent Models (PIMs) describe systems functionalities independently of platforms technologies.
  • Platform Specific Models (PSMs) describe systems components as implemented by specific technologies.

Layered Dependencies & Development Cycles with MDA

Projects can then be easily profiled with regard to footprints, dependencies, and iteration patterns (domain, service, platform, or architecture, …).

That understanding puts the light on the complementarity of agile and phased solutions, often known as scaled agile.

Further Reading

External Links