but what I'm gonna talk about today is
just just purely the architectural
thread and we'll show how that really
comes back together again so so let's
get started what I'm gonna talk about
today first of all going to talk about
organizations and I'm going to talk
about transformation of organizations
because really when we start to talk
about architecture architecture always
needs a scope of some type you can say
let's architect the entire government of
Lithuania or I mean though that might be
a very big job and but it might be an
impossible job so usually we talk about
a part of it so it's really important to
know what are the boundaries of what
you're you're studying the those
boundaries are quite important and it
can be very small it can be very big as
long as you're very clear and what
that's gonna be
but those organizations will be changing
and so on and I'm also going to talk
about the the logic of business
architecture there is a logic to this
it's not just a series of things
randomly thrown together there's a logic
in terms of how does all the information
relate to the other information in other
words nice to know for example which
processes are you are used or execute in
which organizational units it's also
nice to know what information is created
by those processes and used by those
processes and so on so there's actually
a structural component of this and if
you listen to people like John Zachman
who's quite well known in this in this
space john will always talk about the
structure of how things fit together but
myself being being an industrial
engineer by training and by practice
originally one of the things I also
realized is you have to talk about how
you do things you can't just talk about
the result of what you do you have to
have a good way of doing things as well
and that's what the business process I
will come in and hopefully will connect
these things together and so I'm going
to talk both about the structure as well
as well as the methods both working
together that way one of the things I
think that's really quite important that
a lot of people miss and you don't see
this discussed very often is actually a
discussion of stakeholders and the they
call is a mirror that people if you ask
the question who cares who cares about
us who do we care about who are the
organizations we work with who
organizations that provide things to us
and receive things from us who are the
organizations that govern or control
what we're allowed to do and not do
those external relationships are
absolutely critical and I find it's
quite quite interesting that a lot of
people do not talk about the external
part of the world very much they talk a
lot about the inside but there's no
criteria to judge what's a good
architecture was not a good architecture
unless we know why we're doing what
we're doing who we're doing it for and
who we're interacting with that provides
the context of everything and what we're
gonna see is that the stakeholders are
also the basis for determining even what
your processes are we will define a
business process as something that
starts with an outside organization or
person and goes all the way through our
organization and goes right into
delivers a result back to them it's it
has nothing to do with your organization
chart as we're going to see in just a
moment so we're going to talk about
those stakeholders we're also going to
talk a lot about the concept of outcomes
quite often when we talk about the work
that we're doing we talk about the
outputs and designing the right steps in
order to get the outputs but we often
don't think about well what do they
these people who care what do they care
about what's important to them and we
have to start with that and move back in
is not just about our workflows it's
about creating value for outside
organizations and people and so as I
said just a moment ago those
stakeholders well she will will provide
the basis for a business processes
they'll also those business processes
will provide the basis for our our
management system which is a based upon
our measurement system thing is we can't
define what are the units of work we
have a very difficult time defining what
measurements we should have and that
doesn't mean you don't have measurements
organizations have got lots of
measurements but the question is are
they useful from from making the right
management decisions so we use the
business processes as the glue which
holds all that together and as Darius
said just a few moments ago that one of
the key things you will need to better
do out of this is to define what we
should be working on and what should be
pushed for maybe to the second or the
third year but where are our priorities
so the business architecture
should not only be a series of artifacts
and nice things sitting in a modeling
tool they also need to be the basis for
making the decision about where to
invest and where to put our scarce
resources and a scarcity our scarce
resource is going to be not even the
money because if the executives want to
find the money they've always got it
hidden away somewhere right I mean how
many times you've heard well there's no
budget there's no budget there's no
budget but then the president of the
company said wants to do something and
all of a sudden magically some budget
shows up it's always there somewhere but
the scarce resource is us the people we
have is our ability to be able to make
those changes haven't we're the scarce
resource and and so we need to optimize
that allocation of that so and these are
the things I'm going to talk about and
of course I also have to talk about
capabilities because this is a very hot
word in the business architecture space
these days everyone's talking about
capabilities and I'll say a little bit
about that but I'll try to avoid the the
the massive arguments that are happening
around what does that word mean ok
hopefully come up with give you
something which might be helpful ok so
let's let's get started as we said
earlier we talked about business
architecture we talked about business
analysis we talked about business
processes and I'm just going to use the
the BP trends pyramid which says there's
work we do at the enterprise level where
we talk about how all the pieces fit
there's work we do at a process by
process level and that is how do we get
a piece of work done for for for a good
result and how do we improve those
processes and there's also work we do at
the implementation level at the bottom
which says how do we make actually get
this in and we get it working how do we
develop those systems how do we train
the people how do we have the right
organization and so on how do we put it
in place so these three levels are
actually quite important but typically
what we've seen is different roles at
different levels so for example at the
enterprise level we'd normally would see
that the people who typically or
historically would do this would be
business executives at the top of the
organization reporting to the board of
directors and
management board they would be people
who are looking at business performance
more and more we're seeing people
following and tracking performance
scorecards and dashboards and things
such as that and quite quite often we
have the business strategy people as
well as always an organization doing
business strategy and so these are the
people who traditionally would do this
and then as a result of that they would
throw it over the wall to all of us and
they we pick it up and say this is
fantastic I wonder what this means for
me especially the frontline workers
where you know they read these things
and they really don't know how it how it
should affect their job especially as
you go down the organization how does
that gets translated down so but the
strategy is important but you have to
turn it into something more than that
but these are the classic people who do
this so we would actually argue that we
need that good architecture is actually
a part of strategy and not just a follow
on from strategy a good architecture
will actually help inform your strategy
and make it a better strategy and sort
of cycles all the time
now the next level down the people doing
the business process work are usually
have this type of background they may be
industrial engineers like myself who've
learned to do optimization in factories
and and physical for the physical world
but now it's interesting in the the
university that I went to the people who
are graduating from industrial
engineering are now working in banks
insurance companies and government
agencies they're not just doing it in
the physical space anymore they're going
to a lot of other areas process
improvement people the classic process
improvement people which has been around
for a hundred years and things like Six
Sigma and lean tend to work at this
level and with all due respect to
everybody working in Six Sigma and Lean
Six Sigma and lean is not strategy you
need strategy in order to know what you
need to what waste is waste and what
things to eliminate you need that
context and you know if you really look
at the good examples of Six Sigma in the
world everybody points to where it all
came from people would say well Motorola
developed Six Sigma
and but then when you look at Motorola
it helped them in some parts of the
organization but in other parts it did
not help them at all
it was just the wrong application of the
wrong tool at the wrong time but it
really worked well in General Electric
and that's really where it all comes
from everybody hears about General
Electric and says a fantastic
organization did great great work with
Six Sigma but why did it work at GE I
would contend is because Jack Welch the
person running the whole organization
made it part of every executives
performance plan to have done Six Sigma
work and it made it part of the
management system and not just part of a
technique to make some improvements so
you need sort of both of these things
working together by the way I should
also say that I did I discovered an
article a couple of years ago in looking
through all of this I found an article
it was published in 1935 and the name of
the article was three sigma so maybe
we've come a long way or maybe this is
not so new after all okay so but you
need to do things at the business
process level and these are the types of
people would normally see there I'm not
gonna jump down to this for a moment
they you get down to implementation but
you have business system designers
training specialists people who write
procedures and job and and job
descriptions and things such as that
project managers those are the roles you
typically would see there and in
traditionally maybe not today Kathleen
the thing is Kathleen gets to speak
after me so she can she can refute all
the things I've said but anyway but
basically what we typically have found
is the the traditional business analyst
was more focused on requirements and
basically bridging the gap from the
process level down to the implementation
level to make sure that that that that
translation happened particularly well
so I think we would argue today that
that role is widening but there's still
a lot of people whose main role is to do
that type of work so so there are roles
here and but really what we're saying
here is that the the arc the
architecture work should drive all of
that now I'm going to go into a slightly
different dimension the if I look over
here people like organizational design
that's supposed to be like one big thing
here have had to look at all levels
they've had to look and say what is this
what's happening at the top and then how
do i implement that down in the
organizational structure true enterprise
architects and alexander will probably
hopefully support me on this
a true Enterprise Architect did not just
look at the ITV IT world but a lot of
people who call themselves Enterprise
architects are actually focusing more on
the technology than they are and
everything else but that word Enterprise
is an important word so we sort of
combine all that with people who've been
calling themself business process
architects where you build a process
architecture diagram they've also had an
important part of it too but I think
what is true is on this particular page
everybody is trying to go wider everyone
is trying to go deeper everyone is
trying to take off basically taking a
bigger part of the space and I really do
believe that someday this is all going
to merge together and it will all make
them a lot more sense now it may be long
after I've retired which mission may not
be that long I don't know but but it
might be a long long time for now but we
are definitely moving in that direction
where everyone is expanding into
everybody else's space and they're all
arguing over their point of view on that
space and what I'm gonna try to show
today is that a good architecture
actually encompasses all of that and we
can all take advantage of that we still
need to have specializations and things
like business rules information
management technology management those
are still required but they all fit with
each other as opposed to being separate
from one another so what is a business
architect really good question because
everybody in here is saying we're doing
business architecture ok everyone is
saying that so this is a good
opportunity for you hopefully so let's
get right back to the foundation of the
fundamentals we say business
architecture well I guess we better
understand what we mean by business and
by the way anybody here from government
you are in business okay you're still in
business it's ok you still have a
service
to provide you still have a budget you
still get judged by by the world that
you're in and you have to do
transformations of things into other
things so it's still a business okay so
basically then with the the three main
stakeholders we would contend that work
for which we get outcomes of value
results which are important that is are
the owners of the organization now if
you're in the private sector that's
easier because there's shareholders and
money who have people invested their
money into the business there's the
product or service recipients the people
actually receive all the good things
that you do either on the physical
products or the actual services you
interact with them on a regular basis or
it could be society in general I mean
some of the governmental things we do
basically benefits society overall I
mean people are are safer at work social
services programs are provided that's
good for everybody in the long run okay
so these are the recipients but these
recipients are not the only people who
care a lot of other people care too so
for example the staff who work in our
organization's care about not just to
get a paycheck I really believe that
people go to work every day wanting to
do a good job they don't go there and
say oh fantastic I'm gonna go in go into
work today and do a terrible job for my
customer even though some you know does
it ever feel like sometimes they they're
doing that but I I would always say I
would blame the process not the people
right let's get that figured out first
there's suppliers to our organizations
services or products again they care
because they're dependent upon us to be
successful for themselves to be
successful and of course there's
regulatory bodies who govern or control
what we're doing they also care and by
the way one thing we know if the
regulatory agencies care about us then
we care about them because the one of
the last things you want to do is lose
your ability to run your business
because you violated health and safety
or financial regulation or environmental
issues as well so these are all
important things
and the general community the local
community where you're where you're
where you're centered there's lots of
lots of lots of organizations who are
big employers in the small space and
they're very very critical to the
community that they're in so we have to
consider all of these in going forward
now in every and every one of these
cases we ask two questions are we doing
the right things by the way these
questions have been around for a long
long time for thousands of years are we
doing the right things are we producing
products and services which solve a
problem or meet a need are we doing
those and then once we once we figure
out are we doing the right things are we
doing them in the best way we can that's
a one-one things we're going to talk
about in just a moment is doing things
in the best way we can is not useful if
you're doing the wrong things and a lot
of organizations are doing the wrong
things very well and so we're gonna have
to find the right combination so it's
very very important to get back to what
our business is all about in the first
place you have to figure your answers
specific answers to these questions so
external stakeholders will always want
results
I mean honestly they really don't care
about your processes they really really
don't care about your organization chart
they really don't care about your
database management systems they really
don't care if you bought Oracle or you
bought sa P you know those are
completely irrelevant to them they just
want the result right so for them it's
this big box and they're sitting on the
outside seeing what's going in and then
hopefully not having to see inside the
box
now this often doesn't happen right I
mean I have a story in my own experience
usually ask everybody if there's only a
few I'd ask everybody what are your
story because we all have these stories
right this is a situation about a year
ago when I was flying from Vancouver
where I live in Canada took to Rio in in
in Brazil and so when you when you go
in Canada it's a very big country have
to fly 3,000 kilometers to Toronto to
get the flight to South Paulo to get the
flight to Rio okay you can see the
problem coming already right soon you
know what it's like as soon as you have
a connection you're gonna have trouble
in the airline business you can go
directly it's fantastic that's one of
the challenges you have in this country
right you almost have to go always have
to go somewhere else in order to get
where you're going some some times so so
I got on the plane in Vancouver
everything and they gave me my boarding
passes for all the other other other
flights even though some of them were
different Airlines
I got to Toronto got on a plane at 11:55
in the evening and we were a little bit
late pulling out because there was a bit
of a problem but finally they said yeah
I think we're ready to go so about but
twelve twenty or something like that we
pulled out and then as soon as we got
about a hundred meters out we stopped
and the pilot said I think we have a
problem so we're gonna go back in but
don't get off the plane because this is
this is gonna be fixed really really
quickly
by the way I've learned never trust what
the pilot says right so so we're gonna
be fixers quickly maintenance is going
to come over and fix it so about one
o'clock they said well we're good we're
fixed now we're gonna leave so we pulled
out again another hundred metres and we
stopped and they said oh we have we have
another problem it's a different problem
this time though so it's okay so then
we're gonna have to go back into the
gate don't get off the plane okay
fantastic so didn't get off the plane
there's another 45 minutes and they said
we think we're ready to go and we pulled
out for the third time a hundred metres
and they said we have another problem
but maintenance is gonna come to the
plane so you can't get off the plane so
they came out did something and then
they then I was about two o'clock in the
morning just after two o'clock in the
morning and he said we can't fix it
so we're gonna go back in and we're
gonna have to go tomorrow
not today okay so now it's overnight and
so we went back in and they said stay
here while we find someone from the
airline to come and talk to you now they
realize at two o'clock in the morning
there are not many people from the
airline around the airport so they had
to find someone who then we waited
another half an hour they finally came
over and said it's okay we're gonna
leave at 9:00 o'clock tomorrow morning
but don't worry we're going to give you
a hotel to stay in but first of all we
have to you have to meet us in the in
the lobby area of the greeting area of
the airport and then you have to
register your name and we'll give you a
coupon for a hotel we said okay fine but
they said however we are actually
considered to be in international
territory now so in order for you to get
back to that Lobby you have to fill out
an immigration form to come back through
Canada even though you never left so
then all of us end up lined up in
immigration and customs declaring we
didn't you know wait they said what was
your source was your starting point on
your trip oh well it's right here what
do I put down how long have you been
gone well three hours no I haven't gone
anywhere I'm still here and so we had to
do all this and we had to be cleared by
the immigration people in order to get
through then we got up to the lobby and
they were about just the big plane so
that by you know 250 people all lined up
and we had to register one at a time in
order to get a coupon for the hotel so
fantastic so so then we had to get on
the bus to go to the hotel and by then
several buses had gone already and we
got to the hotel I guess how many people
were checking checking in the guests a
two o'clock or three o'clock in the
morning guess how many people you know
the answer one and that person it was
this was not their main job they were
the auditors and for the night so so so
there was a line up way outside and the
we work out I was like quite away back
in the line and we did the calculation
and we determined that the only reason
the line was moving is because people
were giving up and leaving the line
so I decided this is not gonna work so I
looked around the hotel lobby found a
chair and got in the chair and I was
like the next to the next morning I was
walking around like this because it was
all paralysed from one side gotten the
chair slept there for a few hours then
had to go back had to check in again
finally got on the plane at nine o'clock
in the morning and we by the way but by
this point I'd already used up my
emergency underwear supply which I
always carry with me right because I
know this is gonna happen it's already
gone
so then we got on the plane flew to Rio
and and as I you know as the plane
landed in the door open somebody came
out and said well mr. Roger Bertram
please identify himself at the gate now
that's never a good sign
so when it went up to the front door and
they said I'm sorry mr. Belton but your
luggage didn't make it I said how come
my luggage not making I mean this was
here last night
they said well a bunch of people got off
the plane so we had to pull all the
luggage off the plane and put it back on
but but I guess yours got confused they
said but don't worry we're gonna give
you some money to buy some clothes so
they said we need well I've got really
important meetings I was actually
meeting with government ministers that
day so they said well you can go buy the
clothes they said we didn't give you
$300 you can buy your clothes I said I
can't buy a jacket a tie a suit a shirt
for $300 and they said well sure you can
I said no maybe you can but I can't and
then so then of course but by the time
all this happened I miss my flight
connection I had to go on another
airline which didn't treat me like well
as my other one I finally got in it was
24 hour 24 hours later I finally got my
luggage so the point there is was that a
process you know what
as far as each one of this what those
people were concerned it wasn't as far
as I was concerned it was a process it
starts from me and it goes all the way
around so it comes back to me and so I
would suggest to you that if you want to
find out how this works become your own
customer in all not just the happy path
but the but the exception path and see
what it's like and see if you're able to
do it so I'd
I know their processes now and I
shouldn't have to know their processes
this is the point right so basically
stakeholders don't care so those are the
ends we call the ends the means of the
inside of the box so what do we have to
have inside so even though the customers
don't care about the inside of the box
we have to care about the inside of the
box we have to make sure that everything
works from end to end is all connected
and it's not so our architecture must
include the connections to deliver the
result at the end so on some of you who
are with me the last couple of days know
the answer to all this what is what is
it this all about it's all about taking
your scarce resources and your money
building a new solution getting to the
point where you can implement it and
have it ready hopefully I mean we've I'm
sure we've all seen situations where you
think you've gotten to the point where
you can implement it and then you find
lots of problems and maybe it never gets
implemented every country has these
stories is hundreds of millions of euros
are spent and never gets implemented
right there without ever ever happen
here yeah I think so it happens
everywhere right you've seen them right
it's embarrassing and so the situation's
I've seen though is when this happens
the big issue is not the cost of the
project the big issue is what you cannot
do that you should have been able to do
in the business you may be losing
customers you may be losing business you
have no ability to provide that product
or that service and what you're losing
is your customers and your credibility
is suffering in the long run it's more
than the money would've cost you to
implement the solution so that's the one
thing we can look for now in addition
that once I once I start to deliver the
value hopefully it was a good idea and I
get my money back after that point in
time I actually earned value or you
could actually say that this is actually
dollars or euros or whatever you want to
whatever you want to count but you're
basically gonna earn your money back and
you're gonna earn value for someone okay
so for the shareholders or the are the
owners is their point of view is
very simple one green on the page your
only job your only job is to help the
organization put more green on the page
okay so when you get to talk to the
chief executive officer don't go in with
all kinds of flow charts and diagrams
you go in and you say this is how we put
more green on the page if you invest in
this that's the only thing they're
interested in okay so they don't care
about your technology platform they
don't care about your your big
implementation plans they care are we
going to deliver against our strategy
and that's the language we have to talk
in so we have to understand what that is
in order to start to develop a good
architecture so what choices do we have
we've only got four what's going down
that's easy you got to drive down the
cost always even if no one asked for it
you got to bring it down it's a key
issue what do you have to bear to do as
well you have to also make sure we can
do it better if we do it better we'll
get more return we will sell more and
more people would be happy with it
we'll get that way there's two other
there's two other directions we can go
as well one of them is we can actually
deliver that solution to faster sooner
one and I would contend very strongly
even though it almost seems
counterintuitive that if you a good
architecture and a good definition of
processes is going to allow you to get
it there sooner even though people say
we don't have time for architecture this
will do it if you ever heard this we'll
do that next time but right now we've
got a lot of things to do we have to
deliver this result as fast as possible
so we'll architect it later you know
what
you'll never architect it later because
the next time no one wants to pay for
that extra work to pull together the
overall framework to show how all the
pieces fit together
but now what happens next time next time
I've got this very well defined specific
solution which I cannot change as I
influence something else and I have I've
redundancy same same information showing
up in two places and now if anything
changes I got to update in two places
then I got to figure out where all the
places that
Meishan is used all those rules are used
and it's it's just a mess so good
architecture actually allows you to get
your solutions to market faster because
these days that the speed to market is
as absolutely critical critical issue so
and if the last one of these is whatever
I do I have to design it to be more
flexible more adaptable more easily
changeable which starts with just
knowing where things are now that I
don't have in this country there was a
big issue around year 2000 with the
issue about dates being in old systems
and not being able to be very very
scared that none of your systems would
work this is a big big issue in certain
North America and UK and Germany and
places like that and the big issue there
was wasn't fixing the dates that was
easy the big issue was being afraid that
you missed some not being able to
identify the one so the risk of missing
one could be huge you don't know until
you start running all your systems that
it's gonna fail so that it's a risk
issue these days where's your risk your
risk is you don't know where the
business rules are you don't you want to
change a policy or a rule you don't even
know where they are they're deep inside
the coding of the systems as opposed to
saying I've got my processes to find
here I've got my rules to find here and
I know which processes use which rules
and which rules are used in which
processes so a good architecture will
say you want to change this rule these
are all the places you have to go and
that's in the architecture architecture
structure those are the types of things
that we're trying to put in place which
then allows us to be more flexible if my
rules are separate from my process I can
actually update the rules without going
in deep into my process code or logic
and so on and there's technologies that
do that for us today this is one of my
favorite favorite diagrams this is real
this is from a real bank and this Bank
basically said we think we can keep
track of
all the things we need to keep track of
and we said well yeah it's not gonna
work I said yeah yeah it'll work we said
we don't think so okay why don't you let
us draw the picture and show it to you
and then you tell us what you think and
so we drew this picture and they said oh
it's not gonna work so of course it's
not gonna work because if I change
anything in all this mess I don't know
what else is affected by that change and
and time to market is all affected by by
whether or not you know if I change one
thing it affects something else what are
all the things I'm gonna have to deal
with because if I don't change the other
thing this is not gonna work right it's
a real it's a real issue so what we
would say is that what we did with this
organization we said the business
process is a natural organiser of
everything else the rules are used in
the process the information is updated
in the process that people work in the
process that technology applies to the
process so the magic thing about process
is its ability to organize things so
it's going to be a critical part of of
your business capability it's gonna be a
critical part of your business processes
and so on so we we now use this to we're
going to organization say is this what
you want oh no no no okay fine now we
can talk right so about what we need to
be able to do okay so what is the logic
behind this business pressures we need
to know the outside pressures the
stakeholders and their relationships you
need to know the business strategy you
need to know your business processes
need to be defined and structured and
organized in a way where there's no gaps
between them and also no overlaps among
them either business performance how do
I measure things well you know what if I
have everything else I can measure my
strategy I could I can measure my
processes I can measure my relationships
I can build a measurement system around
the architecture and business
capabilities my ability to get things
done means there might be one thing to
define I want to do this business
process but then the questions are you
able to perform that process are you
able to deliver the results the
organization's looking for and
ultimately you have to change things the
business transformations this is a
general logic that we're gonna work with
okay so I'm gonna briefly go through
some of these the
classic thing here we we call we call
this thing's steeple which stands for
social technological economic
environmental political illegal these
are usually the things that come at us I
mean there are legal changes all the
time right especially I mentioned in
this country you must be really snow
'test a lot since you joined the EU lots
of new rules not too new lots of new
policies things that you you cannot say
oh well that's nice but we're not going
to do that not I'm sorry you have to do
it you're stuck with it and you have to
basic basic basically be able to handle
all those issues there are political
issues governments change part new
parties come in and start running things
which are quite different I mean and you
see this all that all the time and we
say all the time in Canada between more
of a left-leaning party versus a
right-leaning party and when they swap
over then a lot of a lot of the the
things we're able to do in in the world
are changing right so economic you know
we've had all kinds of issues it seems
like maybe we're slowly crawling out of
that mess but a lot of people aren't
really sure about that either
I mean you don't really know is it going
to go right back into the mess again or
are we gonna get better so a lot of
uncertainty around some of these outside
pressures but you need to talk about
them because whatever you build ideally
whatever you build will allow you to
accommodate things getting worse or to
accommodate things getting better so the
the solution should not be put in place
should not just be for an assumption
which may or may not be true because
it's probably not going to be true it's
gonna go some way better or worse right
so we need to think about all these
different pressures and so on it's
interested I think and that the social
ones we look at a country like like
Canada where there's a more an aging
population it's very different than a
country like Brazil where lots and lots
of young people and so you find you know
you have to sort of you have to
accommodate what those social changes
are going to be you have to understand
what what the pressures are going to be
they're so unjust
and we just understand it so we can make
sure that whatever we build is gonna fit
it I talked a bit about stakeholders and
there's a lot of different types as
customers this and this customers of the
customers which I would call consumers
know if you sell products into us into a
into a store the stores selling products
to their customers but your advertising
to their customers so this is a very
interesting set of relationships there
that have to be I'll have to be looked
after now in addition to that we have
things like suppliers and shareholders
and regulatory bodies and so on
including employees including unions and
there's a lot of different interests and
a lot of these interests will be in
conflict so the issue then is if we
don't understand the conflicts and
figure out what the right right solution
is first before we start architecting
before we start designing and before we
start implementing these issues will
these issues will hit you at some point
but what you don't want you don't want
them to hit you when you implement a
solution you want to hit them in
architecture time you want to basically
deal with them early so you can have
them I'd rather have to fight at the
beginning than have it at the end you
know what I'm gonna have it I'd rather
have it early it's one of my principles
if you can have an issue have it early
don't wait till the end okay because
you've all been there right you mean
business analysts know this all the time
that that you have to figure that out so
each one of those stakeholders we have
to ask yourself the question what do we
exchange with them what products and
services do we give them and get to get
from them and are those the right things
well this is this is a critical thing
for me what are the needs and the
expectations of those people what do
they expect from us and what do they
really need understanding that is really
key because that's going to define what
outcomes we're gonna drive towards
another question is how will we measure
our customer relationship are we going
to measure things like percentage of
sales we get from them or we mate with
them rather than with them buying from a
competitor so let market share wallet
share customer satisfaction you know
there's lots and lots of measures but
you need to figure out how you measure
relationships and what target she want
to hit now what improvement you want to
make what objectives you want to hit
from now on to two years down the road
do I want to increase my market share or
increase my customer satisfaction or
reduce my my price to them so you need
you need to figure this out so that you
know what to do in your architectural
framework these are all critical factors
for going forward so I do want to focus
on one thing that we're seeing in the
world right now there's a very very big
trend towards this and it's called
outcome management and it's a difference
between the output and the outcome the
outputs the physical thing you produce
the outcome is whether or not people are
actually having their needs met by by
what we're doing so it's the difference
between the end and the means so really
what we'd say here is that if you are if
your processes and practices are the
best in the world
it doesn't necessarily mean you're
solving the right problem right and so
you really really do need to understand
the end of the things that are valued by
the outside world so both you need both
but it starts with this right it starts
with this one another point that just
because you've produced a nice output
which has all the right format all the
right standards all the right quality
consistency reliability and every time
you do it it comes out the same way it
doesn't mean that you actually have
achieved a business outcome I know the
business outcome is the result of all of
that right so you really need to
understand that and just because you've
been very good on efficiency and quality
does not mean you've actually met
anyone's needs so this just sort of
three different views of the same thing
and ultimately here what this really
says is that defining the results is an
executive responsibility these are the
leaders of the organization should be
able to define those results so you need
to have the conversation architectural
with them before you start to figure out
what systems will I build what what what
skills I need what training I'm gonna
run you need to know
what does success look like but I really
apologize for common sense on this but
this is not practiced consistently we we
get caught up in the way we do things
and we don't focus enough on what is the
result that comes out of it and people
would disagree I'd rather have that
fight early as we just said so these
outcomes of at the stakeholder level
what is it the customers value what is
it the suppliers value what do our staff
value about working here understanding
that is going to push us to strategic
outcomes which is a few statements about
the whole direction of the organization
and each process will have an outcome as
well
so understanding the stakeholders is a
critical part of this and that you don't
see this much in architecture work today
and I think it's really really critical
you have to connect these things up so
this is just an example of what we you
might see by an outcome so we have a
vision the bank will gradually grow in
size earning a steady profit blah blah
blah and our consumer services chain
will help grow the bank by increasing
the number of consumers with accounts
and also by increasing the number of
accounts per consumer that's how we want
to do it that's what our success looks
like but how do we articulate that more
specifically well we know we've got
there if we've increased income we know
we'll get there if we've reduced the
error rate we know we'll get there if
we've sustained the correctness of all
the things that we do we know what get
there as long as the timing is is on
it's on time every single day and maybe
we see it a social trend of of working
much more towards social media
smartphones internet so we also know we
can have to step up in that particular
space in order to be successful and so
on we want to find these things we the
reason we show a star here is we call it
the North Star and the North Star is our
fixed navigation point but get your
navigation point before you get into you
into your architecture before you get
into the analysis of really what you're
doing part of this too is to figure out
what kind of organization are you are
you all about product leadership a
relationship with your customers or
operational excellence now you have to
be good enough at all of them but one of
them is going to
the way we had a bit of fun over the
last on Friday and Saturday we run our
training class and we actually picked an
example called a pub so everybody each
of the each of the teams had a pub and
we gave them a value proposition we said
okay now if you are the low-cost
operational excellence pub what would
that look like if you are the fast
service pub what would that look like
now but if you were the customer
intimate pub would that look the same
and everybody agreed absolutely not if
you're the low cost pub you're not gonna
have somebody come in the front door be
greeted really nicely have lots of
conversations while they're being served
they can usually they give me a beer
fast it's very different than then talk
to me it's a nice social place when I
come here my friends are here
I know I can have a good discussion and
chat the chairs are comfortable and we
had another one called the the the
innovative pub and the unit of
innovative pub had a hundred beers and
there was people there who really
understood where the beer came from and
what kind of hops were used in the beer
and and every month there was a special
like right now there would be the oak
tober fest special in the pub and so the
value proposition changes your outcomes
it changes your processes it changes
your systems it changes your physical
environment this is a big deal and
organisations don't stop and think and
everybody you go and ask people they say
yeah all three you know what Apple is
all about product leadership right what
does that mean it means they new
products new products new products all
the time right something like Walmart
which is a retailer in a big part of the
world largest employer in the world look
at it says say first letters of the
logos save money guess what operational
excellence cheap easy but you don't go
to all you don't go to Walmart and
expect it to know who you are so you
have to pick your your proposition
because it's gonna define what style
you're gonna use it's gonna tell me what
processes I need is going to basically
take my needs and expectations and turn
them into my results the outcomes I'm
still gonna do input process output
but basically I start I don't just see
processes as activities
I see processes as means of creating
value which means you have to understand
what the value is this is a very very
different point of view than what a lot
of organizations have been doing so I
have to meet their needs and meet their
expectations so let's just come inside
with this now what this really says is
that reducing the bank example is
there's all these stakeholders sitting
around the outside but they have a lot
of interactions with us and every
stakeholder for every stakeholder we can
define what the processes are what all
the things I do with customers what are
all the things I do with regulatory
bodies what are all the things that I do
with our employees so I can define the
processes inside by starting with the
outside and the important thing about
this is that those processes have
nothing to do with your organization
chart the customers don't care about
your organization chart and if something
bounces across the organization they
really don't care it's up to you just
figure that out and make sure we deliver
the right results does that make sense
you can reorganize 10 times but your
process architecture will not change
what do we typically do we look at the
org chart and say ah this group over
they've got some processes they've got
some processes they've got some
processes you know what the customer
doesn't care they got to connect
together and so you have to start with
the outside and then look in always from
the outside looking in and then that way
you get processes which are stable and
will last a long time for you it's just
how you allocate resources to it what
might change organizationally now in
addition to that I have to have
prostitute deal with my products and
services and I have to have process to
deal with my business resources so for
example all the processes that manage
the equipment the facilities the
supplies the financial resources like if
this is a bank yeah I mean you're gonna
have to manage your treasury assets to
make sure you've got the right amount of
cash available to you when you need it
to place loans and as you're collecting
money and giving money gifting
that as an asset right so there's a lot
of different things we have to manage
but if you sort of take it those three
ways your stakeholders your products and
services and all the internal resources
then you'll get a really good
architecture out of this based upon that
stuff and I'm not gonna go through this
in detail but basically what you'll find
out is then I can define my core
business in terms of these things I can
define the process I used to manage
manage the business and I can define the
process I need to support the business
so this architecture will allow us to
sir pull those things together every
process in the architecture also has its
outcomes it meets the needs and
expectations this is really critical
that when you look at a business process
you can ask the question what are the
outcomes you want to deliver against how
do you know what they are look at the
processes that follow you push something
out who receives it and is it working
for them isn't helping them if you sort
of push one to the next to the next to
the next to the next now you start at
the end of the chain and look backwards
you'll find the results that you need as
opposed to we see see a lot of the time
we see organizations take a process and
the only look at it from their own point
of view we're working with a bank right
now and we're dealing with mortgages
like this is mortgages are a very very
important product for a bank because if
you have a mortgage with a bank then
they can probably sell you a lot of
other services because it's called an
anchor product right so in this
particular case as three parts of the
organization involved and each sort of
have a fairly well line up the two parts
of the overall process we have the
people in the in the offices in the
branches who are talking to customers
taking applications for loans and making
them all feel good about the wonderful
things the bank can do they then go
through an application process and after
they go through the automated engine
which which actually rejects a lot of
people first time around if it's
rejected its pushed out to a
underwriting group they're called an
adjudication group and they look at it
and try to find ways to make it work and
then then after all of that there's a
lot of
application paperwork and documents that
have to be managed in a back office
function we defined a way to do this so
there's less work for the lender front
line less work for the adjudicator the
underwriters but more work for the
people in the back office and so and
then it came out that there would be
something like 50 more people it's a big
National Bank but but fifty more people
in the back office and I like thousands
of less people for the rest of the
progress of the process and it got
rejected the change got rejected why
because the people in the back office
said and this is true they said we're
not going to go for this because it will
be more work for my people okay so you
know so that that particular issue there
is where is the value proposition where
what is the outcome of all this
basically it was nobody was thinking
about how everything worked together
everybody was thinking about what their
part of the organization was doing and
the poor customer was not getting the
service and the bank was losing
customers but we were keeping their
people happy
see that's the you know you have to
balance all this this stuff off and it
it becomes a bit of a bit of a tricky
issue so we always look who takes the
result the external stakeholders or the
downstream processes and you know I want
to find the perfect result and say how
can I best probably provide that perfect
result so when we build our process
architecture it's it's abstracted what
that really means is that in the process
architecture name we do not say how the
process is done we would never say
branch kiosk on line so the process
doesn't say the internet process it says
the cell mortgage process because
because it could be down through
internet through branch so it can be
done a thousand different ways keep the
name of the mechanism out of the out of
the process name it should never say
where it's done it should never say what
system it well I would never call the SA
P process it's a process to do some work
which uses s ap to get itself done okay
and so basically it would also
not say when it's done so keep it very
very pure and simple if I've got this I
can build the measurement system
I can build for every process how how
effective is it does it meet the needs
of people I can determine is it
consistent is it repeatable is it high
quality it's a lot of the standards that
we typically would follow we can
actually measure in terms of quality so
I can measure both of those things
I can also measure how well we use our
resources the efficiency measure and I
can also measure which I think is an
important new point of view how
adaptable is that solution how adaptable
is that process how easy is it going to
be to change how well one good thing how
well-trained are the people who work in
that process and could they do a
different job easily or can they only do
that job and if I change the process
we're in big big trouble right does that
make sense
I mean sometimes by the way that's
governed by a union agreement you want
to make a change to that process you got
two years of negotiation with a union in
order to make the change so you have to
consider how adaptable how easily can
you do something else so we think these
four measures are really good process
measures am i doing the right thing
effective am i doing in the right way
efficient am i meeting all the standards
that I'm supposed to meet the quality
levels and how am i designing it in a
way I can easily change it so you have
to design for the change that's why you
need architecture to allow that design
change to really happen what we're
trying to do here is combine somehow the
traditional what is now traditional
balanced scorecard if you've seen the
balanced scorecard measures a finet fine
net financial customer internal process
and learning and growth trying to
balance those two things they're
different points of view and the
challenge is that if you're at the top
of this the very whole organization
there's something called the internal
process measures which is your process
architecture but as you start to go into
the details this process hierarchy may
be very different than your
organizational hierarchy and the
challenge is if I measure the process
three levels down in the organization
I'm getting bits of
process I'm not getting not get us this
process trying to get these two things
lined up and trying to find
accountability for those measures and
get them in sync it's very difficult but
we need to architect that as well and
try to figure that out I think it's all
part of the business architecture so
where are we now
basically we know the external
opportunities and threats
we know the stakeholders we're dealing
with we know the strategy of the
organization and we know the business
processes this is what we've built so
far just this sort of position where we
are and so then now what do I want to do
I can now put all of this together I can
take those intentions and match them to
our processes and find out which
processes should be changed and which
processes should just be continuously
improved which ones had big change which
ones small changes okay so I will show
you an approach where we do that we're
gonna call this the pain and the gain
pain and gain just and it it it it it
rhymes in English anyway don't just I
sure it doesn't rhyme with earth way Nia
but you can find something but basically
it rhymes and so you sort of remember it
and you've all heard the expression I
assume in English it they you hear that
all the time no pain no gain usually
they're talking about exercise so but
here we're talking about how do I
determine what a systematic way is of
doing a portfolio of change so the
architecture will lead you to your
portfolio management it should lead you
to where your opportunities for
improvement so basically then how much
does each process assuming this the
first one of these is on the game side
we're saying assume every process is
perfect
don't judge if it's broken or working
well just assume for a moment everything
is equally working well which of those
processes are the most important for you
some will be very very important right
and other ones will not be as important
so the process of allocating parkings
places to the employees is probably not
as important
as the process of manufacturing your
products or providing your services does
that make sense I mean unless you ask
certain executives they might think it's
really important but but the some things
are just naturally more important you
want all the ones of all to work well
but assume they do so that's the me the
game the pain says don't worry about how
important they are what's working well
and what's not working well where's the
gap okay so those two things we're gonna
bring together so when we put them
together
we'll end up with something like this
and we we have a very sophisticated way
of doing this as well where you can
track each process against each
strategic statement but this is sort of
the the summary of all of that well it
says here is that the three let's look
at this way first each one of these is
the is the game so what it says here is
the processes that move to the right
hand side are the ones which help the
North Star the most what that says is
those processes you have to be the best
in the world you the most of the
processes that make you different than
everybody else if you do those
exceptionally well you will not be the
same as everybody else in your
marketplace so you want to be recognized
for those things there's other processes
here where you have to be in parity you
have to be as good as everybody else but
but if you're better it's not going to
make you any different nobody will value
you being better they will notice if
you're worse so this is where best
practices best practices are down the
middle a best practice will not
differentiate you from someone else cuz
she's just copying what everybody else
is doing so what I want what I want to
have there is I want to make sure that I
am differentiating where I need to
differentiate and so you need to figure
that out by the way this comes back to
value proposition as well if your your
value proposition is where you'll
differentiate okay and the third ones
this is you know you just have to be
sufficient good enough and that's again
that's allocating parking spaces to the
employees I mean that I wouldn't put all
my money into the world's best process
for allocating parking spaces right does
that make sense
it just it's not you it's not your core
business so I wonder if
what those things are and then so the
highest gain goes in this direction the
highest pain goes in this direction so
it says these guys here have a large
performance gap these guys down here are
working well relative to all the others
I'm before we force a third a third a
third and a third a third a third what
it does it now says where do I spend my
money I spend my money over here because
I've got big pain big gap and they're
important down here they're not
important but they work well that's I
don't understand why that happens yeah
with the but but this is an interesting
one up here right what do you do about
that it's broken it's not working well
but if I fix it if I had to choose
between take these things off of here if
I had to choose between this one and
this one where do I get more for my
money it's over there okay and this is
really really quite bad now I'm using my
architecture in order to come up with a
really good portfolio of change and it's
not just projects requested by
departmental managers say and we had
this very variously Finance Group they
got a three million dollars for a big
change last year and now they think they
should have three million dollars every
year okay so it no it all goes back to
the back to the beginning right back to
the basis so these guys over here you
know what I'm gonna do I'm gonna give
them continuous improvement money but I
won't give them the big budgets for
these guys compared to that one so what
are we saying here big performance gap
means a big capability gap if I'm far
off on performance it usually means more
things have to change and it's gonna be
a little bit harder I just want to just
tell the story this is not and you'll
get access to these materials but maybe
not this one this one if anyone's seen
this before this is the Winchester house
in in San Jose California
and it's like pretty amazing looking
place right so what happens here the
Winchester house it's about 160 rooms
24,000 square feet or 2,400
approximately square meters began
construction in 1918 84 took 38 years to
build and it caused 5.5 million dollars
which today would be a hundred and
sixty-five million to build okay no
blueprints no architect and the point
was work every single day always working
on something all right all the time okay
and the best talent went into this to
building this place had lots of leading
edge functionality mattified they even
they even filed for and received three
patents on buildings building approaches
for this particular house okay lots and
lots of new ideas but no architecture
which means no orchestration thirteen
stairways that go to no here like here
thirteen stairways go to know where
there is sixty-five doorways which went
to blank walls twenty-four skylights to
stop that a floor above and basically
chimneys that start in the basement go
out four floors and then stop two feet
short of the roof but this is what I
have this sounds a lot like what we do
in systems development because we sort
of quite often make it up as we go
change request change request change
request and so without an architecture
you're gonna get this kind of stuff
right and on top of it's not easily easy
to change all this right so we want to
avoid that kind of scenario so what
we're trying to do is pull together
something which we do actually what can
define as a capability this is a hexagon
that come up with a number of years ago
that said what the business people care
about they care about performance what
delivers performance the business
process does I can measure the business
process I can measure how long does it
take how much does it cost how satisfied
are people with the result
I can measure the errors and so on I can
measure a process I cannot measure a
piece of software unless I know the
processes it works on which have
business measures I need to have the
business measures so that's going to be
an important issue but this business
process requires some strategy and
should fit with the strategy or maybe
when you're doing it you should go back
and say why don't we change our strategy
it also requires you to know the
policies and the rules which are in
place it requires you to be able to take
that rule and save that rule this rule
is used in this process it allows it
should encourage me to know where is the
work done organizationally who does what
part of the process roles
responsibilities and incentives and and
how are we doing courage people to
deliver the right results in a lot of
processes there there's a physical and
physical side to and some is not so much
it really depends on your business we
have we have customers that work in the
oil business in Canada and in Canada has
people don't realize this but Canada is
the largest provider of oil to the
United States in the world more than
Saudi Arabia more than anybody else but
our oil comes from oil sands it's not
just if we don't stick a pipe in the
ground and watch it come out what you
actually have to go in there and dig it
up take it to a factory extract the oil
out of the sand and then refine it from
there
so it's very expensive oil those
manufacturing facilities and mining
facilities are absolutely critical so
for their processes the physical
physical aspect of the of the business
is a critical part of what they're doing
so if you're doing heavy industry you're
doing oil gas utilities it's it's a big
deal to pull all that stuff together now
for some other people not so much so not
everything's in play all the time
only some of these things are relevant
to you the technology for most of us is
important the software services the
applications the the
ERP programs and so on and the last
thing in software here is the human
capital are the people what competencies
do you need for that process to work in
order to deliver that performance what
about the capacity do we have enough
we've seen this happen a lot of cases
where the product the people are
actually quite competent but they're
overloaded with work and it's very very
difficult for them to to be successful
because they've just got too much to do
right or one of the other big questions
here is what is their motivation what is
the culture of the organization and do
they really are they are they for
example are they measured on the same
things that the process is trying to
deliver or they measured on something
else
we see this all the time employees are
measured by their boss on their annual
performance plan and that's actually
contradictory compared to where the
process is trying to go so all the
organizations have the measurements of
their staff people report up to their
manager but then we do a perfectly good
job of doing things for a manager but
it's not helping the process is actually
hurting the process down the other end
so that misalignment is a big big big
issue you can have everything else in
place but people aren't stupid they know
how they're being measured and they know
at the end of the year when they're
being evaluated and that may be a
bonuses is sitting on the table that
this is gonna be a big issue with my
banking client right now in Canada this
is the annual the annual bonus granting
season and it's really really
interesting to watch all the staff none
of them none of them will confront their
boss with something stupid that the boss
is doing so you know what I think we
should stop doing this we should do so
no no they'll wait till November before
they have that discussion because
they're again they're not they're not
stupid people so we would actually claim
that if you wanted to find what is a
capability we would actually are
you a capability of an organization
requires all of this stuff to be working
together so from an architectural point
of view okay it needs to all work
together so now you can keep this is
just a I'm not going to go to the
details of this charter of course but
really what you're gonna have to also
figure out is for the processes which
are working here as you go into the
details this process delivers things to
here to here to here
and if any one of these is not working
well well it messes this one up and it
messes this one up and it messes this
one up so therefore let me fix this I
fix that one then I fixed all the others
that's what I really mean by looking
downstream all the time so we really
want to make sure that we can do this by
the way I would never ever ever show a
chart like this to a management senior
manager or to somebody on the business
side but you as analysts need to know
when they go into each of these
capabilities what's really showing up
there
have you ever done that so you've seen
somebody walk in with these one of these
charts and they're sort of like you know
the the executor is sitting there
they're gonna do two things they're
gonna kick you out or that or they're
gonna fall asleep one of those two
things so but we will need to have that
information so the other thing that
happens down here getting a bit more now
I'm getting a bit more into the more
traditional business analysis when we
look at any particular process flow we
can ask the questions does this activity
add value is it important does it flow
well is it a good sequence are the
people trained to be able to do the work
properly are the IT resources the best
IT resources if I have to make decisions
based upon business rules do I have the
right rules in the right decision
criteria can I measure the work that's
happening as I'm doing it not just after
it's all finished and do I have
processes which are very much dynamic
processes rather than very fixed
manufacturing style processes some
processes are like I do step a then B
then C then D then e and I do it the
same way every single time and other
ones are based upon the case you know
you go you go to a hospital
it's not a predefined sequence it
depends on your symptoms and then then
they run some tests and then they'll do
something else that it says the variety
of things get pulled in as required so
they have a different style of processes
and is the quality acceptable and so on
so you really didn't need to answer all
these questions when you start to get
inside the details of what's taking
place so let's just talk a little bit
about what should an adaptable business
architecture do for us it should be able
to define business drivers and
performance results we should be able to
come up with a vision for the
organization and we should also define
the strategy for customers suppliers
staff and so on different strategies all
come together so basically I would call
this we need to understand the business
strategy sometimes as architects matter
of fact most times as architects we are
not allowed to to go create the strategy
but we need to understand the strategy
and define it in a way that it can be
used architectural II now after all that
I can then go back and look at my
capabilities and say what are all the
things I need my processes my rules my
information management and all the
things in that hexagon need to be
considered and we need to make sure that
if there's a need from this and it's not
available then we have a gap I'm gonna
have to change the capability in order
to meet the need but I got to start with
the need first now so this then would
need need to be aligned with with one
another and again if there's a gap we're
gonna have to do some projects for
change and build that transformation
portfolio up now one thing we also
realize is that quite often things are
dropped right in here from nowhere if
they are they have to be traceable so
somebody just introduces a project right
down here and does not come down the
normal planning path and this will
happen it absolutely will happen then if
that's the case I have to better show
when we choose to do it that it will
contribute to our overall strategy so I
need to keep these things aligned so the
architecture structure will allow us to
have the right decision making process
here
now there's just one other thing I'm
going to talk about them well it's just
a couple of questions I really like this
quote from Michelle Maynard it was in
Forbes magazine and she was talking
about Toyota and everybody talks about
Toyota the Toyota Production system and
the and the source for lean body lean
was only one of the one of the many
things that came out of Toyota
Production system she said oh I didn't
know something you can show people
anything you want because they let
anybody in to see what they're doing
they're not they're not keeping it
private I'm protected but if they don't
have your culture your organization and
your ability they cannot replicate what
you do so I just want to make sure that
architecture is understood as being one
of the things that we need in order to
make all this stuff happen properly and
you may have seen this sort of normal
mature maturity curve based upon CMMI
capability maturity model what it really
says is there's multiple levels of
maturity for an organization especially
around his processes and so on a rate it
really says down here at the initial
level everybody just does whatever they
want to do and somehow magically things
get done they get done because good
people got them done how do I repeat
that I'm gonna bring that good person
back and do it again or find somebody
else who can do it that way it's it's a
very free-for-all
type of environment but level 2 says ah
now I've got some repeatable ways of
doing things a good project management
good good process aren't good process
improvement methodologies and things
like that on level 3 says now I got well
different level 3 says this is really
where your architecture starts to cut in
prior to that time you're not really
using an architecture we have to define
it all now level 4 is really important
it says I use that performance data I
use the architecture all the time I keep
it up to date
I manage using the frameworks we built a
level 5 you know what level 5 is just
perfection so or it's on this there's
only a few companies in the world to
really at that level but something to
aim for right so but what what this
slide is also saying is that every time
you come up a level you go from a1 to a2
you're gonna have a cultural change and
here I've got five levels of the
cultural change but basically it goes
something like this take this one
below here people do it because they're
told they have to do it it's externally
driven you will do this this this this
this this and this but above that level
the culture is one where I know I need
to do it I see other people not doing it
so I coach them when I help them
management and the staff worked together
much more closely so that it's the
culture of internally driven as opposed
to externally driven and you've got to
get people through that cultural change
to get to the next level it's really
really hard and it and the thing is
you're gonna have to work up there a bit
at a time
and so I really use this analogy it's
like an elastic band right now I've got
a hair elastic so I'm not gonna hurt
anybody okay so basically what it really
says is you are here and maybe my goal
is to be in that that corner over there
so if I want to go do I try to go all at
once I'm limited by the by the
elasticity of the of the band and I can
only go this far then what I do I then
pull the culture to where I want to go
you always have a desired place to go
and then you pull now maybe now I gotta
go over here in order to kind of work
around the obstacles but it's a series
of little steps now that's very
different if your cultural readiness is
more elastic so if I take this one here
this I could hear someone with basically
if I sort of if I pull this out here
notice I can go farther more directly
that way you have to evaluate your
culture you have to assess your culture
so but even here I'm not gonna get there
in one go so you have to think through
how will I make my way up there what
resistance do I have already to become
more mature so it's gonna be a critical
thing for us so you need a good
methodology to do this that's just I'm
not not gonna just I'm not gonna go
through this but you need you need a
well-defined method or process for
process process for architecture in
order to build the artifacts and get
them into the right framework and
improvement level and implementation of
course as well so I'm this is just
finishing off now hopefully a blow of
time for a few questions this is a
police car - now I'd sort of like it a
lot it says here if this
is what I think it is we've probably got
a lot of work ahead of us and that's
sort of like the our the discussion here
if this business architecture stuff is
what I think it is we do have a lot of
work ahead of us this is not a project
this is an ongoing commitment to
changing how we do things in an
organization and it's gonna take time
anyway we have time for a couple for a
couple of questions yeah we do okay good
excellent but first probably applause
[Applause]
okay so we have no time at least for two
questions but please use the microphones
oh I knew this would happen this is your
time to wake up 270 people there's got
to be a question don't be afraid you can
ask you can ask it in your own language
or should we get it translate if you
like what can we turn this on right okay
it's so about the business processes and
measuring them I it's usually when you
look into theory it's quite easy to
figure it out when they there are
quantitative performance indicators in
there but it's I always have a big
problem with the qualitative ones so I
have a question for you do you yourself
apply the business process method or
methodology for for your own business
and if so what the critical performance
indicators do you measure I one answer
could be oh no no no that's just for you
it's not for me
so actually one of the things I
recommend strongly in terms of rolling
this out is in your own group if you for
example you have a center of excellence
or a department start with yourself and
then show everybody else you can do it
our group we're we're a very small group
but we do we do measure things like
repeat business we measure things like
customer loyalty customer satisfaction
and things that we always ask at the end
so some of some of those more
qualitative or softer met measures that
you might think they're hard to get but
it's it's a matter of ask the people who
receive the service ask the people who
were who all asked the stakeholders just
past them what did you think did you
like it because they may be soft
measures but because they're outside
they're real data so yeah you you you
need to do that I'll give you an example
with our mortgage business but the bank
we're working with right now they've all
they're all trying to find these
measures about the success of the the
mortgage and they're measuring things
like time to approval and the percentage
of deals that got funded on time and
stuff like that but nowhere in any of
that is anything that says why don't we
wait to which of two weeks after the
mortgage is closed and people have moved
into the house why don't we just call
them and say how satisfied were you with
the service we provided because if I go
online and I buy a five euro product I
know I'm gonna get an email and I can
ask me how satisfied I was but I can't
even do a whole mortgage so I mean just
asking people is gonna be what would be
my recommendation and but but it brings
up another key point when you design
your process you will have to design the
measurement system as well it's not a
separate issue it's part of the process
design measure the measure the the
performance and also a leave room for
feedback leave room for for people who
work on it to say I think this could be
better and this is how
is also build the improvement the
coaching and the measurement feedback
into your process design as well so
another question if it is one yes
gentleman here yeah I what I would
actually say is that that I don't tend
to think of it as build your whole
architecture and then just maintain it I
tend to think about when I showed you
the pain gain chart quite often what
we'll do is we'll define those processes
and those capabilities very thin
initially would say kilometer wide
centimeter deep but everything is
covered but then as we pick the priority
ones will we will architect them deeper
wanted to make sure we plug it all in so
I think it's a constant journey of
building the architecture so that that's
why I say if we see it as a project then
at the end of the project we'll have to
go get maintenance money but if you see
it as an ongoing thing I think that's
that that's gonna be a little bit gonna
be a little bit but every project should
be feeding back feeding back feeding
back but I would say that at at the
beginning you know you you might you
might have a team of something like
three four or five people but but it
involves a lot of people in the business
to have workshops and so on and after
that period of time you know I still
gonna have to have people who know
process people who know information
people who know about business rules I
still need some of those expertise
within my centers so I would think again
I would like to have a group was
anywhere from four to six people sort of
keeping this stuff going especially as
new projects are coming along all the
time supporting those projects but but
there is a commitment to keep it going
and when we sell it don't sell it as a
project don't say it as a one-time deal
No okay I'm sorry but we are running out
of time so the questions will come to
mr. Bolten do we have to one more quick
one yes okay what disruptive
technologies do you see coming to your
business process theory and do prepare
to embrace them
it's like artificial intelligence like
all the super business can fit into one
mind and you're building all the like
all the big big architecture now okay I
mean I it's a very good question and it
gives me the opportunity to give my
standard consulting or my standard
architects or my standard business
analyst answer and that is it depends so
so but just just very very quickly I
think there's really two types of
technologies here there's the technology
to keep track of your architecture and
then it's the technologies to implement
changes in business processes but the
thing is if you have a process that's
very mechanical straightforward like
like I do a payment process in the bank
it's very much procedural and so on that
would be like a business process
management system which has coordinates
all the work being done but if it's a
different case type of approach that you
need a certainly different type of
software and if it's a very uncertain
thing then maybe you do need some expert
systems or maybe I use an ERP I mean the
actual implementation technology can
vary a lot so you have to look at it
process by process and you also come
back and look at your value proposition
so what's the style by which we're gonna
do this okay thank you very much
[Applause]