Business Analysis, Business Architecture
And Business Process Management
Come join us for an evening of social distancing
as you learn and review parts of the IIBA BABOK v3.0
This 1 1/2 hour session delivers
1.5 CDU credit hours for IIBA Recertification
Wednesday, August 19th, 7:30 pm
Event is FREE
- Event is Online -
Roger Burlton will discuss the need for the three – business architecture, business analysis, and business process management – to exist in closer cooperation with each other to be truly effective. And as mentioned above, they perform well at all layers, but with slightly different objectives.
Just as the IIBA Business Analysis framework shows that the practice can be focused on building requirements (Ch. 7) or managing business analysis information (Ch. 5), or both, so are organizations using this more mature framework in business architecture.
- Business architecture’s need strong business process core. This makes it practical and valuable.
- The business architecture practice is part of what the business analysis practice and practitioner must include as part their skillset.
- As many organizations are demonstrating, there isn’t a one size fits all. Ask Google. Ask Proctor Gamble.
- Business architecture is an evolutionary discovery process that itself works well, if not better, when it is agile.
Agile development is not just the dev team. Everyone is part of agile development, and it works vastly better when business architecture and a business process baseline form part of an engagement that solves external stakeholder and strategy issues.
IIBA Toronto continues its focus on business architecture. This week Roger Burlton will discuss the practice of business architecture, how it comfortably fits into the action at the project layer, initiative layer, enterprise layer, and the strategy layer. The misunderstanding that business architecture should exclusively be between the executive layer, and be situated between the executive and all corporate change initiatives, can be and usually is harmful. If that works – fine, except even the CEO feels too isolated up there in the corner office.
Business architecture needs to be a part of the action to be taken seriously and assist in the delivery of change. Thankfully many organizations agree and have built accordingly. As the Agile Alliance’s website indicates, too many frameworks are methodologies pretending to be more than they actually are. As the practice of business design has done, they simply bypassed some of the business architecture methodologies / frameworks.