Managing Your Business Process Architecture. Twin Cities Business Architecture Forum September 18, 2012

Transcription

1 Managing Your Business Process Architecture Twin Cities Business Architecture Forum September 18, 2012

2 Welcome to Target! Our approach today will be brought to you by 1

3 Agenda What is Business Architecture? So what s Business Process Architecture? What does BPA consist of? What is the Business Value of BPA? What are some Guiding Principles that can help shape your thinking? What is the approach? What Standard Artifacts can be leveraged? What tools are out there to help? How does this knowledge get managed? How do you integrate BPA into your software development lifecycle? How do you account for different rate of change? How is your practice organized? How do we get started? 2

4 What is Business Architecture? A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands -Object Modeling Group 3

5 At Target, Business Architecture has been largely comprised of Strategic Planning: Prioritizes the investments which have the greatest impact on Target's capabilities Business Capabilities: Standardizes the enterprise view of what Target does in a consistent language Business Process Architecture: Maps the processes which show "how" the capabilities are performed In order to Transform Target s Business Operations to Meet our Strategic Objectives! Business Architecture = BC + Strategic Planning + BPA 4

6 So what s Business Process Architecture? Business Capabilities (the what ): creates a common language for Target by illustrating the people, process and technology that enable our business Business Processes (the how ): defines and optimizes business processes that enable the operations of the company 5

7 At Target, Business Process Architecture is the glue that resides between our capability planning and our requirements Business Capabilities Core retail functions describing what we do by combining people, process and technology More durable and largely do not change Used to drive strategic planning, demand and investment prioritization Business Processes Activities that support each capability by describing how we do it and create value Change more often than capabilities to meet changing business needs Process are encapsulated within capabilities and cut across capabilities Use Cases & Requirements Use cases are processes that actors/users follow to accomplish tasks Project use cases are those that trace directly to the project s objectives Requirements are grouped by use case as they are identified 6

8 What does BPA consist of? At Target, business process architecture consists of the following A common practice for designing and refining Target s business processes A consistent set of artifacts that provide a written and/or graphic summary of the business processes that support Target s operations The operational alignment between the business process design, functional system requirements, and the underlying technologies that automate Target s business processes The knowledge management and maintenance of process artifacts The human factors that support the underlying architecture, such as change management, communication, and organizational alignment 7

9 What is the Business Value of BPA? The following are benefits of Business Process Architecture Improves productivity and reduces expenses of Target as we automate aspects of our business operations or as we eliminate waste Improves speed to market as process efficiencies are identified and executed Drives clarity, understanding and agreement about what processes are critical to organizational performance Helps break down functional silos; drives cross-functional collaboration Drives better alignment between business needs and IT efforts 8

10 What are some Guiding Principles that can help shape your thinking? Enhance the customer experience Reuse existing process Adopt processes As Is or minimize customization if using a package solution Conform to industry standards Improve quality Eliminate redundancy and waste Reduce time Reduce total costs Ensure the process meets service level expectations 9

11 What is the approach? Organizational Requirements Clarity is every one clear on what the problems are? On what the solution will be? Consensus does everyone agree to a common solution? Commitment is the organization committed to the solution? Is it ready to commit the necessary funding and resources? 10

12 What Standard Artifacts can be leveraged? Process Decomposition Diagrams Swimlane or Line of Visibility (LoV) Diagrams Business Process Modeling Notation (BPMN) SIPOC Diagrams Value Stream Maps Post-It Notes on the Wall 11

13 How do you account for different rate of change? 12

14 How is your practice organized? Decentralized Islands of IT Process Modelers Centralized IT Center of Excellence Islands of Business Modelers Business Center of Excellence Business Owned TTS Owned 13

15 How do we get started? 14