Articles

Critical Success Strategies for New Change Management Leaders

Author(s):

Deborah Turturici

President - Sr. Business Enterprise Architect, Ability-Alliance Group, LLC.

You have been promoted to a new change management position. You’re not sure of how you are going to meet the challenges ahead. All you know is that all eyes are on you and you only have a short time to get your strategies in place and operational. The actions you take will largely determine whether you succeed or fail. You will either move Change Management support forward or lose this opportunity to show its longer term value and yours.

Understanding Business Vocabulary: A Business Architect’s Perspective

Author(s):

Frank Fabian

Owner, Frank Fabian Group

During the recent assessment of an organization, the topic of CM popped up as a reoccurring theme when it came to problems being experienced throughout the organization. The one thing that became exceedingly clear was that everyone’s definition for CM was very different. One of the prime roles for any business architect is to make sure they are looking holistically across the organization and that everyone is working from the same vocabulary. This is not the first time I am running into the topic of “CM” as a source of chaos.

Government Transformation Depends On Dynamic Portfolio Management

Author(s):

Ken Mullins

Senior Principal, MITRE Corporation

“We can’t solve problems by using the same kind of thinking we used when we created them.” – Albert Einstein

In the 21^st century, government transformation initiatives have become increasingly more common, rather than exceptional. Some ambitious public sector initiatives turn out to be at least partially successful, though many others do not. Even when transformation success is declared, the outcome is often plagued by significant limitations that must be dealt with for many years.

Business Architecture: The Real Tie that Binds

Author(s):

William Ulrich

President, TSG, Inc.

Jim Rhyne

Principal Consultant, Software Renovation Consulting

By William Ulrich & Jim Rhyne

A recently published article entitled “Business Capability Architecture Is the Tie that Binds All” discussed how to use business capabilities to tie business strategy, enterprise change, and project portfolio prioritization.[i] We concur that strategy, enterprise change, and portfolio management are managed more effectively using business architecture, and agree that capabilities are a component of business architecture However we view the article’s notion of “business capability architecture” as being incomplete. We will discuss why this concept is incomplete and how it can be extended through value mapping.

A Process Based View of Customer Experience

Author(s):

Andrew Spanyi

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

A recent article in HBR informed readers on the “truth” about customer experience[i]. The authors argued that it’s not enough for organizations to excel at key touch points with customers – instead organizations need to understand and skillfully manage the entire customer journey. While this is true – and might be a new revelation for some readers – it should come as no surprise to those of us who have practiced a customer focused, process based view of business.

A process based view of customer experience is much more than just creating a roadmap of a customer journey; it also involves shaping what the organization measures and manages. Let’s consider how a process based view of customer experience can benefit service providers such as phone, internet, cable, and utility companies. The customers of such service providers have a set of very simple needs; including,

Government Transformation Depends On Dynamic Portfolio Management

Author(s):

Ken Mullins

Senior Principal, MITRE Corporation

“We can’t solve problems by using the same kind of thinking we used when we created them.” – Albert Einstein

In the 21^st century, government transformation initiatives have become increasingly more common, rather than exceptional. Some ambitious public sector initiatives turn out to be at least partially successful, though many others do not. Even when transformation success is declared, the outcome is often plagued by significant limitations that must be dealt with for many years.

Organisation Ring of Influence

Author(s):

Imtiaz Abdul Kader

Head Core Banking PMO, Standard Bank Group

A famous quote, “Installing a Rolls Royce engine in a Hyundai can make it inoperable,” (Russell Ackoff, 1999) as used to explain why improving parts of a system can be detrimental as opposed to improving the entire system, could also be used to explain why you should consider improving Business Process Reengineering BPR project execution as part of an organisation in terms of how they operate and not just by focusing on the technical execution of a project in terms of the project lifecycle. In other words the “BPR Project System” is made up of the environment in which it is executed as well as the BPR project itself inclusive of its execution method, its team structure, its project objectives and execution deliverables.

The Illusive Bridge between Business Architecture and IT

Author(s):

Frank Fabian

Owner, Frank Fabian Group

In this world of “It’s not my job!” thinking, I look at the practice of business architecture and noticed that nowhere does anyone discuss business requirements as part of business architecture. “We are not IT, we are aligned to the business.” Yet, one of the values of business architecture is to create the bridge between business and IT which means at some point we need to be involved in translating business requirements or business needs.

Building a Process Catalog: Moving Ahead

Author(s):

Karen Tricomi

Consultant, The Process Geek

This is the third in a series. The first installment, Building a Process Catalog – The Journey Begins, was published in the April BPM Institute’s online journal. The second installment, Building a Process Catalog, The Ongoing Journey, was featured in the August bulletin.

Recap

My first two features described how I use SIPOC (Supplier, Input, Process, Output, Customer) diagrams to capture some essential characteristics of major business functions.

Business Architects Architect your Success

Author(s):

Drew Guitarte

Enterprise Business Architect, Wells Fargo & Company

I am not an enterprise architect. I’m a business architect. The difference lies in the customers we primarily serve. Historically, the business architecture perspective has been part of every enterprise architecture framework. Only recently has there been a clamor to treat business architecture as a separate profession and discipline with its own set of culture, adherents, and customers.

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