Capability Based Business Architecture (CBBA) Seminar is a practitioner led interactive workshop that brings multiple disciplines together to solve actual business and technology challenges. Each section of the seminar provides the workshop team a critical piece to construct. Once completed the pieces are combined and used to communicate the proposed roadmap to their stakeholders. |
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Section 1: Decoding Business/IT Alignment: The Case for Business Architecture
Why is it that Business still feels it is out of the loop regarding IT decisions or that IT feels that Business consistently underestimates complexities inherent in hardware and software? Despite these perceptions, Business and IT do have one thing in common: specialization. Capability Based Business Architecture is the most efficient way of coordinating Business and IT specializations
Section 2: Introduction to Capabilities and the Capability View
Capability Based Business Architecture takes its inspiration from many disciplines and integrates them into a single view. Capabilities, and their origins are examined including their multifaceted relationships to other concepts.
Section 3: Avoiding the Business Operating Model Mismatch
Without identifying a business operating model any Business Architecture is doomed. Business Operating Models are key markers guiding business strategy and implementation. Their structural impact is analyzed and discussed.
Section 4: Eye of the Stakeholder: Managing Concerns
Stakeholder concerns are the keystone of Capability Based Business Architecture. This section focuses on their identification and usage.
Section 5: Describing Business Architecture with Viewpoints
Key elements of the Capability Based Business Architecture are based on IEEE 1471, a standard architecture description model. This section establishes the necessary connection between stakeholder concerns and viewpoints.
Section 6: Delivering Business Architecture
Capability Base Business Architecture integrates existing standards from four existing disciplines: process management, organizational development, enterprise architecture, and risk management. Appropriate deliverables from these disciplines are assembled based on stakeholder involvement.
Section 7: Managing by Value: Impact on Portfolio Management
The impact on portfolio management is fundamental and therefore powerful. We discuss the way capabilities can shift portfolio and project management into high gear.
