lunes, 27 de enero de 2014

Chief Enterprise Architect, TOGAF


Chief Enterprise Architect for a global Digital Publishing organisation to develop strategic technology alignment within the business.
TOGAF, Enterprise Architect methods, Stakeholder engagement at CXO level. Competitive salary + car + benefits.
The Chief Enterprise Architect will report to the Chief Information Officer. This is a Senior Management role will provide technology thought leadership and the practical application of Enterprise Architecture (EA) to improve the strategic alignment of IT and add value to the business, to create an industry-leading, high performing virtual & federated team.
Key accountabilities for this role include:
- Development, implementation and effective operation of the Enterprise Architecture across the business in order to maximise the effectiveness of the underlying technologies
- Define the target architectures, and the roadmaps and timescales for these architectures to ensure the most effective use of technology across the business whilst delivering the required business outcomes
- Structure, manage, mentor and coach the central EA team, and other Enterprise Architects and Solution Architects, to ensure that the global virtual team is appropriately skilled and developed to deliver the full range of architecture capabilities
- Manage the appropriate governance forums to ensure the agreement and maintenance of the overall Enterprise Architecture of the Business
As the successful candidate you must be able to clearly demonstrate:
- Extensive practical Enterprise Architecture experience, preferably certified with a recognised EA framework, eg TOGAF
- Experience of Board level and senior business executive engagement
- Experience of all aspects of the software development lifecycle
- Knowledge of IT service delivery, and QA functions within IT
- Knowledge and experience of working in a global organisation
- Experience mentoring or managing Enterprise Architect
- Ideally you will have knowledge and/or experience of digital publishing technology
This is a fantastic opportunity for an experienced Chief Enterprise Architect (CEA) to join a global market leader in Digital Publishing technologies
Competitive salary + car + healthcare, pension and bonus
This is a global opportunity and the successful candidate may be based in any of their key operational locations including Oxford, UK, US or Hong Kong and must be willing to travel internationally
To apply for this position, candidates must be eligible to live and work in the UK or US or Hong Kong.
Connectus Technology Limited is acting as an Employment Agency in relation to this vacancy.

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martes, 21 de enero de 2014

Business Processes Start with Capabilities

Business Capability- verb or noun? are there any best practices or samples for business capabilities?

Business Capability

The 10 principles that will help you define your business capabilities are:

  1. Capabilities define what a business does, not how a business does something.

  2. Capabilities are nouns, not verbs.

  3. Capabilities are defined in business terms, not technical terms.

  4. Capabilities are stable, not volatile.

  5. Capabilities are not redundant.

  6. There is one capability map for a business.

  7. Capabilities map to, but are not the same as, a line of business, business unit, business process, or value stream.

  8. Capabilities have relationships to IT deployments and future-state IT architecture.

  9. Automated capabilities are still business capabilities -- not IT capabilities.

  10. Capabilities are of most value when incorporated into a larger view of an enterprise's ecosystem.

Capability Mapping Quick Start


Business capabilities are the core of the business architecture. A business capability defines "what" a business does. This is different than "how" things are done or where they are done. Business capabilities provide a vocabulary for business leaders to communicate and collaborate with each other and with information technology planning and deployment teams. Communication and collaboration is enabled as a result of having a common language for terms and concepts that are often misinterpreted, poorly considered, and dangerously inconsistent. For example, most organizations have poorly defined definitions for simple terms such as customer, agent, product, account, policy, margin, and profit. The capabilities that they possess related to these and numerous other topics are equally ill-defined and misconstrued. Capability mapping sorts this out -- for once and for all for the business as a whole.

The business capability map -- a hierarchical topology of what the business does -- is a foundational view of the business that eliminates the inherent complexity involved in discussing "how" something is being done or who is doing it. The capability map is purely business focused and is used to facilitate problem analysis, expedite and align strategy discussions, formulate a common vision, and drive investment opportunities with laser-like focus. When mapped to other aspects of the business, such as information assets, organization, value streams, and IT resources, the capability map allows management to quickly identify redundancies, weaknesses, and gaps, and move towards streamlined solutions that maximize value and clearly align to business objectives.

Capability Mapping Benefits

Capability mapping establishes a complete view of what the business does in unambiguous, business terms. How? The capability map defines the basic business vocabulary (as established by the business) as a foundation for discussing issues, developing plans, aligning product line and business unit goals, and driving IT initiatives through a common voice. As a result, the capability map becomes the baseline for developing roadmaps, business-IT alignment and transformation, and strategic budgeting and roadmap creation.

Establishing a capability map takes time, but Cutter Consortium's Capability Mapping Quick Start makes it possible for your organization to put forth the foundation for its business architecture and go forward with its planning efforts. Specifically, creating a capability map will:

  • Establish a common vocabulary across business units and product lines
  • Remove organizational and technological complexities from issue analysis and decision making
  • Provide a holistic baseline for developing roadmaps that avoid the trappings of silo-based budgeting and deployment
  • Serve as basis for planning and deploying priority business initiatives, including business/IT transformation efforts
Cutter's Capability Building Approach

Cutter's team of experts has developed and proven a 6-step Capability Mapping Quick Start approach to assisting companies build their business capability map. The map that results from this approach will provide your enterprise with a common way to document and visualize capabilities within the context of a variety of analysis and planning exercises, including information assets, value stream, organization, and IT asset mappings. Our approach includes:

  1. Leading a business architecture and capability mapping workshop
  2. Guiding you in establishing the mapping objectives, mapping team, and rollout plan
  3. Mentoring your team as it builds and socializes a Level 1 map
  4. Driving mappings to the appropriate levels for major strategies and initiatives and creating appropriate definitions that become the foundation of the common business vocabulary for each capability
  5. Advising your team how to leverage capabilities to drive information models, planning efforts and transformation initiatives
  6. Ensuring you understand how and why it's critical to refine, socialize, and continue refining the capability map within the context of business architecture
Cutter's Delivery Approach

Defining and mapping business capabilities can be a major undertaking. It involves a degree of introspection that few people have experienced. Cutter Consortium's seasoned Senior Consultants are adept at facilitating the "difficult conversations" that are endemic to the analysis required to define and then map business capabilities. With every business unit within your enterprise included in the conversations required to construct the capability map, Cutter will mentor your team to deliver:

  • Completed Level 1 capability map for the enterprise
  • Completed Level 2 capability map for core/customer facing capabilities and stakeholder-related capabilities
  • Definitions for all Level 1 capabilities stakeholder management
  • Sample exercises mapping Level 1 capabilities to information assets and IT assets
  • Sample walkthrough of how to use capabilities in planning various projects and transformation roadmap exercise

The journey of building a capability map -- an important foundational element for your business architecture -- is as valuable as the end result. Cutter's Capability Mapping Quick Start engagement gives you the support you need to move toward streamlined strategies, roadmaps, and related solutions that both maximize value and are effectively aligned with business objectives. To schedule your Capability Mapping Quick Start, or for more information, contact your Cutter Consortium Account Executive by phone at +1 781 648 8700 or email

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lunes, 20 de enero de 2014


On function, capability and service

I perceived your usage of function to be business function at a certain level of abstraction that could be perceived as a capability. Sorry..and now based on your reply I think I understand, but lets try an example…

Capability – Marketing Resource Management – What we are capable of
Function – Marketing
Service – Create Marketing Resource

Capability – Disaster Management:Alert / Notification Management
Capability:Actor – Disaster Recovery Lead
Function – Disaster Recovery:Disaster Recovery Triage
Service – Alert / Notify Disaster Recovery Team

Perhaps my take on actor is a bit off, but I’m trying not to think too much…

Unravelling the anatomy of Archimate

Doing the right things the right way...



How do we know what the right things are?

By keeping focus on the business first, IT last. I know crazy huh?

At Right Way EA, we work with you to develop a business model that reflects your motivators (e.g. drivers, industry trends), allows for innovation and sets you apart from your competitors. Then we build a strategic portfolio that enables your business model. What is the business need, why does it exist, when should it be addressed...then determine how.

We tend to build a menu without understanding what the menu should consist of. So, when an order comes that wasn't accounted for we have to gather new ingredients, new chefs, new waiters/waitresses, re-write the menu and on and on. Whether you are a start-up, small, medium or large business; Enterprise Architecture, the discipline, is key and should be incorporated into your organization as early as possible. It doesn't have to be heavy, using the big industry frameworks or an entire cost center, but the principles and vision of Enterprise Architecture should be embedded in the people / culture of the organization.

Key Ingredients

  • Operating model that has the right mix of business process automation, integration and standardization to support your business model.
  • Enterprise Architecture which orchestrates the execution of the operating models through a solid foundation realized by long-term and short-term planning.
  • IT Engagement or governance mechanisms that ensure initiatives achieve both business unit and enterprise-wide strategies and objectives.
  • Innovation framework provides the means to continually rethink the way things are done by leveraging both internal and external communities, people and motivators.

Putting capabilities to use

On function, capability and service

Business services versus capabilities


Neither business service nor capability are unanimously defined and agreed so far.

In the absence of sanctioned definitions, the subject is then open to interpretation until an wide agreement is reached. 

Nevertheless, employing common sense meanings, a business service can be defined in relation to a customer and supplier pair. The customer is external to the service but not necessarily to the enterprise. In fact the notion of "externality" is relative. A business service can have internal customers and and as such can be "internal" to the enterprise.

A capability is something the enterprise can do, can deliver. It has the expertise, the technology and the organisation to do it. Capabilities can be planned and realised as such.

What can a capability do? Deliver a business service indeed.

Hence, there is a strong relationship between them.

The question is do we need both in representing a business architecture? Yes? No?

Enterprises are not services oriented, not yet, that is they they don't have well cut business services. But they do have capabilities.

Hence, for most enterprises I would employ the capabilities concept. 

For a potential target state of such enterprises, I would use the business service concept as an evolution from capability.

For example, in an enterprise there is often an IT Help Desk.  Once this capability is formalised and well defined with interfaces, contracts...  then it becomes a service eventually supplied by someone else or in the cloud.

More in "The Enterprise Architecture matters blog" Kindle ebook at to find the difference between a capability and a function or process, for instance.





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Reasons that business may come asking for “Enterprise Architecture”

This article could also be entitled "Reasons business may come asking for help, where enterprise architecture thinking and techniques can be applied (without mentioning EA)"
At the start of 2010 I was working on developing the "Enterprise Architecture" service offering for a consulting firm in Australia. As I thought through the development of this capability I started by considering the demand and who the demand would come from.
The consulting firm revenue model is based on providing professional services and frankly virtually no one in Australian business has the first clue what EA is and nor should they. So selling enterprise architecture in my view would be poor strategy (unless a client asks for it directly) If I'm out there trying to sell "EA" to executives I have almost certainly failed on a number of levels.
Defining enterprise architecture, understanding enterprise architecture frameworks and other forms of trivia are useful for practitioners leaning what EA is and how to do it. This is in the same way as knowing what a car is and how the accelerator works is useful for learner drivers.
Enterprise architecture is not the driving but the destination and the journey, including the human meaning (emotion) of the experience and the people that help or hinder you in arriving at the end point of each trip or at each way point in your ongoing travels. EA is also much like all of the things that go into designing a formula one car and winning a formula one race with all of its pitfalls and hard learned lessons. If you can only afford one EA, hire one that can tell the tales of their battle scars; those guys are far more likely to understand the human dimension for enterprise architecture that is missing from just about all of the literature on EA.
So selling enterprise architecture is like offering driving lessons to someone that just want's to go on holidays to a wonderful (valuable) place. In order to get an idea of what service offerings we should develop, I thought through the types of business problems that the staff in the consulting firm might be hearing from business people in their dealings.
Some examples of problems that I have heard from business people (clients) this year include:

  • (CEO) "My project portfolio has too many failures"
  • (CEO) "Magazine subscriptions are in decline I need to find a new revenue model"
  • (Chief Strategy Officer) "We don't have a good handle on our information, we can provide better service if only we could combine our data more easily"
  • (Chief Marketing Officer) "How can I get more revenue out of my existing customers and reduce churn?" & "I want a 360 degree view of my customers."
  • (Government CEO) "A new regulation has been passed how can I understand the impact?"
  • (Banking Executive) "How can we differentiate from our competitors"

Below is a list of a few areas where I have applied enterprise architecture to respond to business concerns. I have listed a few areas that I can think of where EA can be applied to address business concerns. From this it would be easy to identify some 'services' that EAs can provide and some of these can be readily packaged as solutions for consultancy firms to take to market.
Strategic Planning
  • Business strategic planning (Define the corporate Vision, Goals, Strategy & Objectives)
  • Define the business technology (the artist formerly known as “IT”) component of corporate strategic planning
  • Demonstrate alignment (or otherwise) between any two or all of the following:
    •   business strategy
    •   business capabilities
    •   business process
    •   information assets   
    •   application assets
    •   technology assets
    •   any other useful viewpoint
  • Facilitate Innovation Strategy
  • Provide technology trend & hype curve analysis
  • Provide an evidence basis for asset portfolio management (lumps & gaps analysis + asset valuation)
  • Provide an evidence basis asset life cycle forecasting & management
  • Provide an evidence basis & structured approach to guide initiative (i.e. projects & programs) 
  • portfolio management

Governance: Provide an evidence basis & structured approach for
  • Investment Governance (Decision frameworks)
  • Business Case development
  • Business case options development & review
  • Architectural Governance
  • Performance measurement
  • Integrated risk assessment & management

Strategy Execution
  • Connecting strategy, to execution (initiatives) and assurance (outcome measurement)
  • Program & Initiative management \ assurance \ recovery
  • Policy implementation planning \ impact assessment
  • Business process enhancement & automation
  • Information management maturity
  • Compliance & reporting

Managing complexity (businesses that have so many or such complex problems they don’t know where to start)
  • Major Initiatives
  • Provide a method for roadmap development
  • Facilitate change management:
  • Use EA to articulate the changes that need to be made to achieve planned outcomes so that all participants have a common understanding of the change and the outcome
  • Use EA to help understand the human aspects of change (ADKAR)
  • Major system design &  implementation (e.g. ERP/CRM)
  • Legacy systems upgrade. (How do I make a change to a complex system)
  • Capacity forecasting and management (The capacity of people & of things)
  • Solution architecture & design services (Some people still think this is EA. They’re right and wrong. If you can’t handle right & wrong coexisting you’re probably not going to be a good EA)
  • M & A or divestment planning & execution

Outright architecture definition
  • Define the Business architecture
  • Define the Information architecture
  • Define the Application architecture
  • Define the Technology architecture
  • SOA implementation
  • Define the Security architecture

Raw EA Capability Development
  • EA maturity assessment
  • EA skills profiling
  • EA coaching and mentoring
  • EA skills training
  • EA recruitment & selection

PS - This post was prompted by reading the ever-insightful @nickmalik 's blog post "How many business architects do you need?" and I wondered if he had also developed a list of #entarch / #bizarch services.

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