Twin Cities Business Architecture Forum

Transcription

1 Twin Cities Business Architecture Forum Community Meeting July 15, 2014

2 Agenda 4:00 Networking/Refreshments 4:30 Board Business Update Board Chair Update Announcements 4:45 Trissential hosts Mary Lloyd and Linda Finley presenting: Maturity Models and Competencies Frameworks for Business Architects 5:45 Questions and Answers

3 Business Update Website Logo Fall conference update (MACC) TCBAF Community Involvement Survey

4 Board Members Name Representing Position Sponsor Representative Pam Hullander Cargill Appointed Trip Brubacher Tony Woods Express Scripts Appointed Kirk Oliver Steve Creason Metro State University Appointed Bruce Lindberg Jeff Dreher Target Appointed Webb Friedly Jake Laabs Thrivent Appointed Bill Murphy Bill McGarry Trissential Appointed Jim Mohs Folkert Breitsma Community Elected Elected N/A Pat Salaski Community Elected Elected N/A Sharon Shakya Community Elected Elected N/A Linda Finley (Chair) Sponsor Appointment Appointed All

5 Calendar and Community Community meetings -- 3 rd Tuesday every other month Board Meetings -- 1 st Wednesday every month 4:30-6pm Sponsor Meetings -- 1 st Wednesday each quarter 4:30-6pm Join the TCBAF LinkedIn Group! Watch for the launch of tcbaf.org! Plan to attend. September Meeting hosted by Target November Midwest Architecture Collaboration Community conference (MACC)

6 Questions

7 Introductions Mary Lloyd is the Business Architect Practice Lead and Program Manager for the Enterprise Architecture Center of Excellence at MoneyGram International. She has over 18 years of experience supporting the business in various internal consulting roles. She has been heavily involved in the Business Architecture Guild for the last three years as a primary author and contributor of content and is currently the Collaboration Lead for the Business Architecture Maturity Model team. Linda Finley, TCBAF founder and Board Chair, will also share some thoughts relative to her work with the Business Architecture Guild s Competencies Framework.

8 MATURITY MODELS M a r y L l o y d a n d L i n d a F i n l e y July 15, 2014 Interactive Discussion 7/14/2014 Copyright

9 Topic Overview What are Maturity Models, What Value do they Provide Introduction to Software Engineering Institute s Capability Maturity Model Integration (CMMI) Practical Experience Discussion Creating the Business Architecture Maturity Model (BAMM) Business Architecture Guild

10 WHAT IS A MATURITY MODEL A mechanism that allows an organization to have its methods and processes assessed according to a defined management best practice, against a clear set of external benchmarks. Maturity is defined by the award of a particular "Maturity Level based on comparison of the organizations current state against criteria outlined in the maturity model itself. 7/14/2014 Copyright

11 WHAT VALUE DO MATURITY MODELS PROVIDE Conducting a maturity level assessment allows an organization to understand exactly where they are in terms of maturity in a particular discipline and based on their unique goals and objectives for that discipline, they can shape a roadmap to continuously improve. A big improvement on self-assessments A consistent set of questionnaires and scoring The most well known maturity models can be independently verified and certified An independently held set of "benchmarks". 7/14/2014 Copyright

12 REAL BENEFITS ORGANIZATIONS HAVE ACHIEVED THROUGH USE OF CMMI Lockheed Martin Management and Data Systems increased award fees by 55%. TATA Consultancy Services saved $4.6 million across all development centers. Accenture Experienced 5:1 ROI for quality activities. What examples can you share? 7/14/2014 Copyright

13 INTRODUCTION TO CMMI Capability Maturity Model Integration (CMMI) Process improvement framework Result of more than 20 years of ongoing work at Carnegie Mellon University by members of industry, government, and the Software Engineering Institute (SEI), a federally funded research and development center A model, not a process - enables comparison of an organization s current state to proven best practices 3 focus areas to drive improvements CMMI for Acquisitions CMMI for Development CMMI for Services 7/14/2014 Copyright

14 CMMI TERMINOLOGY- MATURITY LEVELS Maturity Levels There are five levels representing the maturity of an organization s processes: Standard, Consistent Process Disciplined Process Predictable Process Continually Improving Process Maturity Level 5 Maturity Level 4 Maturity Level 3 Maturity Level 2 Optimizing continuous process improvement is structured and supported by quantitative feedback Quantitatively Managed measurements of the organization's processes are captured and analyzed for tuning and predicting Defined the organization builds, and its projects use, processes for specific functions Managed projects build and use processes, but no organizational consistency or direction Initial processes are built only after the need is recognized; often chaotic, firefighting Maturity Level 1 Slide 14

15 Slide 15 CMMI TERMINOLOGY PROCESS AREAS Process Area A cluster of goals and practices related to a specific topic and associated with a single maturity level. Process Area components diagram Maturity Level 1 has no Process Areas. Maturity Level 2 Process Area Topics: Requirements Management Project Planning Project Monitoring and Control etc Maturity Level 3 Process Area Topics: Risk Management Validation Verification Organizational Training etc Maturity Level 4 Process Area Topics: Quantitative Project Management etc Maturity Level 5 Process Area Topics: Causal Analysis & Resolution etc Specific Goals Specific Practices Carnegie Mellon SEI CMMI-DEV, V1.2 Process Area Generic Goals Generic Practices

16 Slide 16 CMMI TERMINOLOGY - GOALS Goal A characteristic of a Process Area that must be present in order to say the Process Area is accomplished. Two types of goals: Specific Goal A goal applicable to a particular Process Area Generic Goal A goal applicable to all Process Areas Example goal: RskM SG 3 Mitigate Risks Specific Goals Specific Practices Carnegie Mellon SEI CMMI-DEV, V1.2 Process Area Generic Goals Generic Practices

17 Slide 17 CMMI TERMINOLOGY - PRACTICES Practice An activity that must occur if a goal is met. Two types of practices: Specific Practice A practice applicable to a specific goal Generic Practice A practice applicable to a generic goal Example practices: RskM SP 3.1 Develop Risk Mitigation Plans RskM SP 3.2 Implement Risk Mitigation Plans Specific Goals Specific Practices Carnegie Mellon SEI CMMI-DEV, V1.2 Process Area Generic Goals Generic Practices

18 PROCESS AREAS BY MATURITY LEVEL FOR CMMI DEVELOPMENT 7/14/2014 Copyright

19 EXAMPLE OF ASSESSMENT WORKSHEET Note: current version of CMMI is 1.3 7/14/2014 Copyright

20 PRACTICAL EXPERIENCE DISCUSSION Prior experience and success with developing and deploying best practices for project management and software development methodology in organization comprised of 55k resources spanning 9 diverse lines of business The Quality Management System (QMS) that we developed leveraged inputs from IEEE, PMBOK, and CMMI to create a toolkit for the organization to use This toolkit was successfully leveraged for a SCAMPI (Standard CMMI Appraisal Method for Process Improvement) A appraisal and was able to secure a CMMI ML 3 rating This allowed the company to compete for federal government contracts 7/14/2014 Copyright

21 THE JOURNEY TO CREATE THE BUSINESS ARCHITECTURE MATURITY MODEL (BAMM) In 2011, recruited to join MoneyGram International and initiate their business architecture practice heavily involved in Business Architecture Guild, working with William Ulrich and Mike Rosen as mentors 2013, BIZBOK was at version 3.1 and began to think we needed a maturity model to support the build out of the practice Leveraged networks and LinkedIn Groups little impact Recommended idea at member meeting following 2011 Business Architecture Innovation Summit Formed first Guild Collaboration Team 7/14/2014 Copyright

22 THE ORIGINAL BAMM COLLABORATIVE TEAM Sue Alemann*, Slalom Consulting Eric Aranow, Context Consulting Annie Ezell Cave, Slalom Consulting Judith Oja-Gillam, IAG Consulting Mary Lloyd, MoneyGram International Tony Richards, Aviva Cheryl Timko, Merck Taurai Ushewokunze*, Vayase Consulting *team members will not be able to continue with the BAMM team as they have taken leadership roles in other areas of the Guild Copyright Business Architecture Guild 22

23 Business Architecture Maturity Section Breakout The Business Ecosystem & Business Architecture Business Architecture Maturity Model Overview Why Measure Business Architecture Maturity? Sample Maturity Measurement Criteria Executive Takeaways & Next Steps Business Architecture Guild

24 Business Architecture: Representing the Business Ecosystem Comprehensive, transparent view of the business ecosystem Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Part 1 Business Architecture Guild

25 Selected Principles of Practice* for Measuring Business Architecture Maturity Maturity is reflective of the ability of business architecture practices to influence strategy and make strategy actionable The value provided to the enterprise increases as the business architecture practice matures Business architecture maturity must be demonstrable through evidence that would satisfy an external assessor The maturity model measures the maturity of the practice itself and not the maturity of the business or organization The maturity model is foundational to the development of an organization s roadmap for the progress of business architecture *Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Section 3.9 Business Architecture Guild

26 Overview: Business Architecture Maturity Model (BAMM) BAMM: Formal model for assessing business architecture maturity Established and continues to be refined by business architecture practitioners Reflects practice-based, consensus-driven disciplines from A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide) Applies a 1-5 rating scale as follows: Initial (1), Managed (2), Defined (3), Strategically Executed (4) and Fully Integrated (5) 1 st version of BAMM beta tested at Pfizer Pharmaceuticals** Incorporates 21 business architecture discipline and practice categories* Business Architecture Guild 2014 *Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Section 3.9 **Source: Business Architecture Innovation Summit, Reston, VA, March 25-26,

27 Business Architecture Maturity Model (BAMM): Why? BENEFITS of using a business architecture maturity model* Helps organizations keep the big picture in mind while providing a roadmap for improvement Condenses years of experience to establish a standard on which to build Offers a common framework and language to help communicate Provides valuable concepts and resources to organizations just getting started Provides a standard to help resolve disagreements Input to your business architecture ACTION PLAN Provides specific criteria to determine your level of business architecture maturity Based on the results, you can use the information to define an action plan Includes a surveying component to capture the voice of the business stakeholder Business stakeholder input ensures that your organization matures business architecture from an evidentiary perspective *Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Section 3.9 Business Architecture Guild

28 Sample Evaluation Criteria: Category 4, Management Involvement Category 4 1. Initial 2. Managed 3. Defined 4. Strategically Executed 5. Fully Integrated Management Involvement* Business management actively engaged in the sponsorship, governance, and direction of the adoption and use of the business architecture. Minimal or no management involvement exists. Some management may inhibit progress. Management dedication to business architecture and requirements is poor / unacceptable by industry standards. Level of support from the organization, as a whole, is non-existent. Some senior management recognition of business architecture value exists. There is executive sponsorship with limited first line recognition or participation. Management dedication to business architecture and requirements is just adequate by industry standards. There is limited management team awareness or involvement. Level of support and acceptance from the organization is limited or minimal. Management awareness of business architecture efforts exists. There is some resistance to implications and benefits of having defined business architecture. Organizational use of business architecture output is on a reactive or prove-a-point basis. There is misalignment between executive and management - some see benefit, others do not. Management dedication to business architecture and requirements is good by industry standards. Senior management is aware and actively supportive of architectural standards, but this has not rippled through the management hierarchy. Level of support the organization provides is not entirely consistent across management levels and business units. Senior management is directly involved in business architecture review processes and governance. Management dedication to business architecture is excellent by vertical industry standards. Level of support the organization gives to business architecture is strong, consistent, and adequate. Management status updates are provided to ensure communication of reviews and governance results are executed. Management support is clear and consistent. Management reviews business architecture process, progress, governance, cycle times and variances. Management is involved in optimizing process improvements in architecture development and governance. Business architecture is completely owned by the business. IT is a key stakeholder. There is senior management involvement and direction in optimizing process improvements in business architecture evolution, utilization, and governance. *Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Appendix B3 Business Architecture Guild

29 Sample Evaluation Criteria: Category 9, Value Mapping Category 9 1. Initial 2. Managed 3. Defined 4. Strategically Executed 5. Fully Integrated Business Architecture Mapping Value* No value mapping concept is in place. Common understanding of value stream integration is emergent. Value streams have been completed for at least one line of business. Enterprise value streams are being defined within the enterprise, and cross mapping to capabilities within that line of business is complete. Enterprise value streams have been defined for the enterprise and are published so the business is able to see the things of value to its customers. Value stream cross-mapping to capabilities is complete for key customer-facing value streams. Value maps reflect an outside-in view, and are evaluated from the perspective of the customer/stakeholder. Value has been defined for the organization, and heat mapped to the capabilities. Value streams are the main link from strategic planning to capability perspectives as it relates to stakeholder value delivery. Value streams are used to define business priorities and roadmap definition. Value stream cross-mapping to capabilities is complete for all defined value streams. Value mapping is used to organize and synchronize product planning, stakeholder analysis, and business initiatives. Validation rules are used to ensure value is appropriately defined. Value streams are used as framework for developing business design perspectives and business / IT architecture alignment. Value mapping is used to address competitive or strategic issues, business planning, etc. to understand complex business challenges. Value stages and streams are leveraged broadly to inform and deploy strategy. Business roadmaps and funded initiatives are fully articulated using value streams. Value streams are one focal point for portfolio planning, strategic business design, and third party analysis. *Source: A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide), Version 3.5, Appendix B3 Business Architecture Guild

30 Takeaways Why this is valuable to your executives: Secure peace of mind by following an established ideal that provides the best way to derive value from business architecture As a business architecture program matures, management can have more involvement and direction in the evolution, utilization, and governance of business transformation What you can do to get starting now: Obtain a copy of the Business Architecture Maturity Model (BAMM)* Perform a snapshot business architecture maturity assessment to see where your practice rates against industry established norms Meet with management to discuss where you can improve your maturity ratings based on applicable areas of focus and industry norms Business Architecture Guild 2014 *BAMM is part of the BIZBOK Guide, available from the Business Architecture Guild, MEGA International

31 NEXT STEPS FOR BAMM COLLABORATION TEAM Continue improving model by adding additional categories to fully align with content in BIZBOK Incorporate a new section in BIZBOK which provides instructions and tools on how to properly perform a maturity assessment using the BAMM Partner with other Guild Collaboration teams to incorporate their ideas and maturity criteria into the model for their respective areas of responsibility 7/14/2014 Copyright

32 COMPETENCY MODELS M a r y L l o y d a n d L i n d a F i n l e y July 15, 2014 Interactive Discussion 7/14/2014 Copyright

33 THE COMPETENCY COLLABORATIVE TEAM Taurai Ushewokunze, Vayase Consulting Linda Finley, Leadership Advantage Michael Clark, Merck Bryan Oak, LIBA Kristen Pavelka Tony Richards Copyright Business Architecture Guild 33

34 Business Architecture Competencies Section Breakout Appendix B2: Business Architecture Roles and Competencies Business Architect Outcomes Mapping Section 3.2 Business Architecture Governance Applied Scenarios Team Next Steps Business Architecture Guild

35 7/14/2014 Copyright

36 7/14/2014 Copyright

37 METHOD 7/14/2014 Copyright

38 SCENARIOS FOR APPLICATION 7/14/2014 Copyright

39 SAMPLE COMPETENCIES COMPENDIUM APPENDIX B.2: BUSINESS ARCHITECTURE ROLES AND COMPETENCIES The following table lists the Competencies required for each role in a Business Architecture Practice as well as Bizbok TM examples of where those competencies can be applied. Role Competency Type BIZBOK Application of Competence Business Sponsor Decision Making Professional Business Sponsor Promoting Behavioural Build support across the business Business Sponsor Influencing Behavioural Help with holistic adoption of Business Architecture Business Sponsor Regulating Professional Avoid lopsided sponsorship of Business Architecture Views Business Architecture Team Leader Institution Building Professional Establish Robust business architecture with common vocabulary Business Architecture Team Leader Using Power Professional Reporting responsibility in the business Business Architecture Team Leader Over Seeing Professional Not dictate direction, content or approach Business Architecture Team Leader Representation Professional Spokesperson, ability to become the "face" the team Business Architecture Team Leader Facilitation Behavioural Business architecture working session facilitator Business Architecture Team Leader Leadership Professional External team collaboration and management 7/14/2014 Copyright

40 NEXT STEPS FOR COMPETENCIES TEAM Continue improving model by refining matrices and framework through member review Continue to align and complete references to role within BIZBOK Incorporate a new section in BIZBOK which provides instructions and tools on business architecture competency development Continue to seek comparative models as they evolve worldwide Continue to develop use cases/case studies by which to apply and develop competencies Partner with other Guild Collaboration teams to incorporate their ideas and maturity criteria into the model for their respective areas of responsibility 7/14/2014 Copyright

41 QUESTIONS? Mary Lloyd Linda Finley 7/14/2014 Copyright

42 Thanks! Linda Finley Leadership Advantage