In this, the fourth Column in his series on Business Architecture, Roger Burlton discusses the external pressures that organizations must accommodate in planning a successful business architecture. He presents an approach he favors in analyzing external pressures—the STEEPL structure: Social, Technological, Economic, Environmental, Political, and Legal. Read Roger’s Column to understand how applying the STEEPL structure can create a set of simplified statements that make it easier to align the business considerations and communicate the overall direction of the business architecture.
In his third Column in the series on Business Architecture Essentials, Roger Burlton analyzes the stakeholder’s role in defining an organization’s business architecture. He presents the stakeholder model he uses to reconcile the various stakeholders’ perspectives. He provides a list of questions and responses which will help you to define your external stakeholders and, ultimately, the most viable strategic goals.
In the second Column in his Business Architecture Essentials series, Roger Burlton describes the types of value chains that exist in the various types of organizations. He asserts that this part of the architecture effort needs to happen early on, and offers useful tools for successfully defining an organization’s value chain.
In his initial Column, Roger lays out a set of principles for Business Architecture and examines some popular architectural approaches that are currently available. His focus is on Business Architecture and the paradigms he presents are apropos business executives as well as BPM professionals.
In his Column this month, Mike Rosen draws a parallel between critical thinking skills and the tasks of the business architect. He presents the skills required for critical thinking, examines them in the context of business architecture, and ends by defining the characteristics of a critical thinking architect.
Abstraction is a concept key to modeling. In his Column this month, Mike Rosen provides an introduction to the principles of abstraction and relates them to business architecture.
In my last Column, I described the use of the Business Context Model for bridging from Value Streams to Processes. In this Column, I’m going to talk about another of my favorite models for working with the business, and IT, the Business Motivation Model. Business Motivation Model Explained The Business Motivation Model (BMM), published by […]
Business Architecture: Use Context Diagrams to Bridge from Processes to Services Mike Rosen proposes context diagrams as a means to address the challenges business architects face. Here he demonstrates the application of the context diagram and shows how it enables the architect to put things into a broader context, demonstrate the value of his/her work, […]
Business Architecture: Business Architecture Scenarios When do you select business architecture as the approach to your process problems? Mike Rosen cites a list of some common scenarios where business architecture is a proven approach and provides two examples from his experience. In his solution narrative, he uses a Business Architecture Framework to illustrate the process. […]
Business Architecture: Are Capabilities Architecture? In his Column this month, Mike Rosen examines various perspectives on what is a business architecture and what are capabilities to determine if those two elements can be aligned. Read his Column to see if you agree with his conclusion, and join the discussion on the BPTrends Linked-in site.