DRIVING VALUE THROUGH BUSINESS ARCHITECTURE

GOVERNANCE
Business Architecture Innovation Summit
Reston, VA 03/16/16

Mike Aprile
Sr. Manager, Business Systems Architecture
General Motors - Global Connected Customer eXperience

michael.aprile@gm.com
A LITTLE BACKGROUND
My experience
30 years of experience Technology Vendor and IT space
Co-founder and CTO for software startup
Software Development, Database Design, Networking, Business Relationship
Management, Solution & Enterprise Architecture,
Came to GM in 2013 to buildout Business Systems Architecture within GCCX
Manage 3 areas
Business Architecture
Platform Enablement
Data Governance
Contracted Tactical Strategy Group (TSG) in 2015 to conduct practice maturity
assessment and create roadmap

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WE ARE REDEFINING THE FUTURE OF PERSONAL MOBILITY

GAME
CHANGER CORE BUSINESS AND GROWTH
S
FOUNDATION
WHAT IS A BUSINESS SYSTEM?
Business Systems I.T. Systems
Although Business Systems usually leverage 1 or more I.T. Systems

Consider other factors including people, quality, cost,

viability, speed and measurement.
Systems approach to determine how a business should do
what it does.
Models the behavior of being nimble and responsive, raising
the bar from simply providing solutions to providing the
correct solution
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WHAT PROMPTED THE NEED?

Commercial viability not consistently achieved

Vision not clearly articulated throughout full project lifecycle

Multiple mental models for the same business vision

Missed opportunities for consolidation, innovation and

performance improvement

No common vocabulary across business and technical teams

Projects impacted by issues that include the inability to meet

estimates, ensure quality solutions and define what constitutes a
minimally viable functionality
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OUR CHARTER & MISSION

The Business Systems

Architecture (BSA)
VALUE TO team provides 360
GM visibility to GM to
improve and streamline
ENHANCE AND planning, innovation,
ALIGN STRATEGY SUPPORT THE customer engagement,
AND GOALS TO CONNECTED
BUSINESS AND IT CUSTOMER business
EXECUTION EXPERIENCE transformation, value
ENABLE SHARED delivery and solution
SOLUTIONS
deployment

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THE VALUE PROPOSITION

Translate strategy into a cohesive set of actions

Know exactly what we do and why
Perform rapid impact analysis and change without doing
archeology every time
Design for the future holistically and implement via top-
down planning
Create integrated, customer-centric experiences
Increase efficiency by streamlining, integrating and reducing
redundancy of capabilities and their associated processes,
people and technology

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BSA TEAM IS A GCCX BUSINESS TEAM

Global Connected
Being co-located within the Customer Experience

business increases teams ability

to build relationships and deliver
Strategy & Business
value to Strategy, Innovation, Planning

Product Management, Portfolio

Management and other business
Business Systems
teams Architecture Team

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TEAM STRUCTURE

Adapted from the diagram originally in Five Core Principles of Successful Business Architecture, Kuehn (Melaragno), W. & Suddreth, G., 2010

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ENGAGEMENT MODEL

Engage with a wide range of Product

Management
Customer
Experience
Solution
Architecture
Team
business and solution delivery Team Data
Architecture

teams
Innovation &
Deliver consistent, end-to-end Planning
Program

transparency to business and Management

Team
Business System
solution delivery teams engaged Strategy
Architecture Team

Team
in taking an idea to a product or User
Experience

solution Team

End-to-End
Engagement streamlines the Testing Team
Business
Analysts

work of other teams at every

Systems Enterprise
step from ideation through Engineering Architecture

solution delivery

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DEVELOPMENT PROCESS INTEGRATION
Program Phase:

Under Launched In
Program Development Program Execution
Evaluation Market

Consultation as needed

Map Concept to required Capabilities
Identify changes required to existing
Capabilities
Identify new Capabilities needed
Assess Strategy and Principle Alignment
Identify Business Systems Pattern(s)
Define Capability success metrics and
projected maturity level
Assess ability to achieve defined
Capability success metrics and projected
maturity level, given the design
When not aligned to defined metrics
and maturity level, provide options and
recommendations for realignment
Assess actual achievement of Capability
success metrics and projected maturity
level
Incorporate into overall Capability
scorecard

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MATURITY ASSESSMENT
Areas of Focus for 2016 for BSA

Management Involvement
Increasing engagement at all levels

Business Architecture Mapping

Building baseline business architecture maps and a
knowledgebase.

People
Increasing the business architecture skills,
knowledge and experience of business architecture

Communication
Socializing the practice, gaining wins and building
relationships with stakeholders.

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WHATS ON OUR PLATE
Develop And Apply Business
Architecture
Level 1,2 & 3 Capability Maps
Customer & Supporting Value Streams
Information Map
Capability / Value Stream Cross-
Mapping
Objectives & Action Item Mappings Mature Business Architecture Practice
Product / Capability Mapping Governance Process & Methodology
Initiative Mapping to Value Knowledgebase Tool
Streams and Capabilities Team Development & Certification
Organization Maps BA Practice Dashboard
Initial Business Architecture /
Application Mapping
Routing Maps

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SUMMARY

BSA team provides end-to-end value from an idea to a solution,

articulating goals and strategies and turning them into actionable
initiatives that can be understood and executed by business and
technical teams
BSA team fills transparency gaps that exist today, smoothing
transitional handoffs from team-to-team
Partnership with business and solution delivery teams is key to the
success of the BSA team
BSA team is building a foundation to ensure it can scale to help
GM achieve its goals and strategies
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Q&
A