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  • Workshop - Business Architecture: The Foundation for an Agile Program of Business Change - November 6 7 8

Workshop - Business Architecture: The Foundation for an Agile Program of Business Change - November 6 7 8

  • 06 Nov 2019
  • 9:00 AM
  • 08 Nov 2019
  • 5:00 PM


  • The Early Bird ends October 20, 2019
  • The Early Bird rate is available to October 20, 2019.


Business Architecture
Best Practices

Three Day Course

Wednesday, November 6, 2019  to  Friday, November 8, 2019

Daily 9 AM to 5 PM


Organizations today are concerned with three main issues:

  • ‘How can I optimally run my business every day?’
  • ‘How can I change quickly?
  • ‘How can I remain agile going forward?’

To operate at your best every day, it is imperative that any adjustments in demand, supply, required work, resource capacity and peoples’ competencies can be handled easily. The business has to execute its operating model and adapt it easily.

Business Architects, who are charged with changing this model, must know how work is done before reconfiguring it. Clarity on business strategic intent, business capabilities, end to end business processes, the information tracing across the business, technology resources, and human competencies is essential to make required changes without risk in the change itself.

Business Architects have to be knowledgeable on how all these work together to best serve the day to day stakeholders for whom our value streams are supposed to deliver value.


This highly participative workshop will delve into all aspects of Business Architecture from top to bottom and side to side - and includes a free half-day consulting workshop with one of Leonardo's experienced Business Architects (details below).

  • Understand what a straightforward and useful Business Architecture looks like
  • Understand what outputs the business produces and how it delivers them to create value for its customers and other stakeholders (Business Model)
  • Define how the business is organized and how it operates in the context of broader business ecosystems (Operating Model)
  • Align what investments in resources the business should make (Resources Model)
  • Learn to build information, capability and process architecture models and interconnect them through a business performance lens
  • Be able to use the architecture to accelerate change projects and breakthrough digital technologies


  • Consistent with BIZBOK principles
  • This is a pragmatic class with workshops – not a theory based one
  • Be able to sell the concepts upward and reduce internal resistance to change
  • Learn a method that scales for both small and large organizations
  • Work with Roger Burlton; the most experienced pragmatist in this field
  • Free half-day consulting workshop following course led by one of Leonardo's experienced Business Architects


  • This class will be of benefit to professionals and managers of all types involved with planning and designing organizational change and building business capability to adapt and innovate continuously


Quick change means that Business Architects must know the interconnections among business elements so that when the business model is being renewed they can describe what’s needed and design with deliberate integrity, reuse and inherent agility in mind. To be clear, ‘Agile' software development will not solve this problem due to immense complexity in issues other than software. Fast software development without an architectural underpinning can easily impair ease of change later. A solid business architecture that assures the avoidance of redundancy, maximizes the sharing of capabilities and makes best use of supporting resources, is essential. With a sound architectural foundation, business-wide transformation, digitalization and continuous optimization can be accomplished and change efforts can progress smoothly.

The ultimate benefit of a good Business Architecture will be in Business Agility. This requires designing the right business solutions that provide the greatest return on investment to the business, avoiding duplication of function and effort and developing capabilities once for multiple uses across the processes of the organization. Without a solid Business Architecture there will certainly be sub-optimization, redundancy and inconsistency across business operations with increasing difficulty to change fast later on. Architects must define the multiple elements of the business and how they interact so any impact of proposed business changes can be determined rapidly and changes made with the surety they will work immediately without unintended consequences. That means that defining and interconnecting strategy, policy, information, processes, capabilities, technical and human resources and other elements is essential. A well-formed Business Architecture can help untangle the confusion and deliver inherently adaptable solutions.


1. Why Business Architecture?

  • Response to Disruption and need for Innovation
  • Requirement for Business Agility

2. Business Architecture and Related Disciplines

  • Related Frameworks: Zachman, TOGAF and BIZBOK
  • Service Oriented Architecture (SOA)
  • Process Renewal Group Business Architecture Landscape

Workshop: What is your Architecture maturity?

3. Value Chain Identification and Architecture Scoping

  • All value chains or one Line of Business?
  • Intercompany Value Chains?

Workshop: What Value Chains do you have and what’s in scope for Business Architecture?

4. Business Strategy Understanding

  • Business Ecosystem Analysis: Opportunities and Threats
  • External Stakeholder Context Model
  • Stakeholder Value Proposition: Expectations and Experiences, KPIs and Objectives
  • Business Motivation Model: Ends and Means

Workshop: Who are your stakeholders and what is value for them?

5. Framing the Strategy for Business Architecture Consumption

  • Consolidating your ‘North Star’ Goals and Objectives
  • Deriving Critical Resource Strategies
  • Establishing Strategic Requirements
  • Choosing your Architecture scenario and plan of attack

Workshop: What are the Critical Requirements for the Business and the Architecture?

6. Business Concept Model: The Basis for Information, Capability and Process Architecture Models

  • Concept Model
  • Business Vocabulary
  • Deriving the Information Model

Workshop: What is your Concept Model?

7. Business Capabilities

  • What is a Business Capability?
  • BIZBOK view
  • Capability Modeling
  • Assuring Unique non-redundant Capabilities
  • The Burlton Capability Hexagon

Workshop: What are your Business Capabilities?

8. Business Value Process Architecture: Value Streams and an End-to-End view

  • The Skeleton Process Architecture
  • Stakeholder Journeys, Asset Cycles and Value Streams
  • Consolidating Journeys, Cycles and Streams into a value focussed Process Architecture
  • Using Business Process Frameworks
  • Examples of real Architectures

Workshop: What are your Value Streams and the End-to-End Processes?

9. Alignment to Decisions, Knowledge, Policies and Rules

  • Policies, Decisions and Business Rules and their fit to Business Processes
  • The Operational Decision Questions Hierarchy

Workshop: Articulating your critical Decisions and Business Rules?

10. Business Performance Models

  • Characteristics of Good Performance Indicators
  • The new Balanced Scorecard
  • Lagging and Leading Indicators
  • Measurement Traceability to Strategic Objectives
  • Measuring Operating Processes

Workshop: What is your Performance Scorecard?

11. Alignment of Business Architecture with IT Enablement

  • Services and APIs
  • BPMS (process engines)
  • BRMS (rules engines)
  • Business Activity Monitoring and Analytics(measurement)
  • ERP

12. Alignment with Human Capabilities and Enablement

  • Competence
  • Motivation, Behavior and Culture
  • Structural and Cultural Maturity

13. Prioritization of Change

  • Using Ideal Value and Performance Data to Evaluate Performance Gaps
  • Pain- Gain Analysis for assessment of capabilities and processes
  • Priorities: Grids and Heat Maps
  • The Burlton Capability Framework for Resource Planning
  • Defining the Portfolio of Business Change

Workshop: What are your Business Process and Capability Priorities?

14. Leveraging the Architecture into a Business Change Portfolio

  • Using the Business Architecture Models in Business Change
  • Cross Mapping Capabilities and Processes: Impact Analysis
  • Defining the Portfolio of Process and Capability Changes
  • Scoping a Change Project
  • Building Roadmap

Workshop: Which Processes are supported by which Capabilities and what is the scope of your projects.

15. Sustaining the Architecture through Governance

  • Governance Maturity Checklist
  • Architecture Sustainment - CoE Support


  • Lessons Learned


Roger Burlton

Roger is considered a global innovator in methods for Business Process and is recognized internationally for his thought leadership in Business Process Management. Roger has developed and chaired several high profile conferences on Advanced Business and Information Management and Business Process Management, globally.

He currently chairs the annual BPM Forum at the Building Business Capability Conference in the US and the IRM UK BPM Conference in Europe and his pragmatic BPM global seminar series, started in 1991, is the longest continuous running BPM seminar in the world.

Roger is the author of the best selling book, Business Process Management: Profiting from Process and the Business Process Manifesto. He is widely recognized for his thought leadership in business process strategy, business architecture, process analysis and design and process management, measurement and governance.

Roger graduated with a B.A.Sc. in Industrial Engineering from the University of Toronto and is a certified Professional Engineer in the Province of Ontario.


Workshop is eligible for IIBA® Professional Development (PD) credit hours and CDU credits.


Roger Burlton, P.Eng., CMC, is President of Process Renewal Group, co-founder of BPTrends Associates and the author of the leading book 'Business Process Management: Profiting from Process'.

Roger Burlton is considered the industry leader in the introduction of realistic ways of implementing enterprise BPM programs as well as innovative approaches for organizational and process change.


  • Refreshments and lunch not included
  • Workshop eligible for IIBA® PD and CDU credits
  • Location to be near subway station


City of Toronto, TBA


  • Early Bird pricing ends October 20, 2019
  • EARLY BIRD PRICE  -  $1,475 for IIBA Toronto Full Members & Annual Subscription
  • $1,875 for IIBA Toronto Full Members & Annual Subscription
  • EARLY BIRD PRICE  -  $1,697 for all other participants
  • $2,097 for all other participants


Payment Policy

Workshop fees must be paid upon registration in the workshop prior to attending. Pricing, registration terms, and conditions are subject to change without notice.

For credit card payments, charges will be in the currency of the country where the class takes place and will be converted by the credit card company. IIBA Toronto Chapter is not responsible for fluctuations due to exchange rates. Taxes will be applied to the payment where applicable.

IIBA Toronto Chapter reserves the right to make changes to the workshop program described or to cancel the workshop at any time without notice or liability. The Chapter's sole liability will be limited to the refund of registration fees paid in respect of the workshop and the Chapter shall not be responsible for any incidental or consequential loss arising whatsoever. The Chapter will endeavor to give enrollees as much advance notice as possible of any change to the workshop program or registrant’s enrollment.

Registration Fee

The registration fee covers workshop materials only. Refreshments and lunch is not included and is the responsibility of the registrant. Parking is not included.

Refund Policy

Cancellations will be allowed prior to 15 days of the workshop start date and a full refund will be issued. Cancellations will not be permitted within 15 days of the workshop start date; however, substitutions will be permitted. It is up to the registrant to find and arrange a substitute. The Chapter will process the substitution by changing the registrant name but is not responsible for any financial transactions between the registrants.

No refunds will be issued within 15 days of the workshop start date. If a registrant does not attend the workshop and has not given adequate notification, it will result in full forfeiture of the registration fee.

If you are unable to attend the workshop, or have comments or questions, please contact president@iibatoronto.org.


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