BUSINESS

ARCHITECTURE
(Module 3)
Prepared by: AR. ROSELLE C. CAYAT
Class Prayer
Father God,
As we start this new day for new learning, we ask for
Your guidance.
Lead us all the way. May You let us see through Your
eyes, listen through Your ears, and speak with Your
Mouth.
Be with us as we explore the world.
Give us the heart to love and be kind to one another.
Please watch over all our teachers and families.
This we pray. Amen

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CONTENT
❑ Objectives
❑ Business Motivation
❑ SWOT analysis
❑ Business Model Canvas
❑ Organizational Map

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Objectives

• To know what
Business Motivation
Model view is.
• To be able to
understand the
concept of BMM
• To understand how
Business Model
Canvas is relevant to
Business
Architecture.

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 BUSINESS MOTIVATION MODEL (BMM)

• The Business Motivation Model (BMM) is an OMG modeling

notation for support of business decisions about how to react to a
changing world. An enterprise would use it by acquiring a BMM
modeling tool and then creating its own BMM - populating the
model with business information specific to the enterprise.
There are two broad purposes:
• To capture decisions about reaction to change and the rationale for
making them, with the intent of making them shareable, increasing
clarity and improving decision-making by learning from experience.
• To reference the outcomes of the decisions to their effect on the
operational business (e.g. changes made to business processes and
organization responsibilities), providing traceability from influencer
to operational change.

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THE CORE CONCEPT OF BMM
The scope of an enterprise BMM may be
the entire enterprise, or an organization
unit within it.
A stakeholder can create a BMM of a
partial view, referencing only those parts
of the business that are relevant to his/her
responsibilities and decision-making
authority.
FOUR CORE CONCEPT OF BMM
1. END

2. MEANS

3. INFLUENCER

4. ASSESSMENT
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 1. END
Ends define what an enterprise wants to be - the states it desires to be in.
There are three levels:

1. Vision (optional): an easily-understood summary of what

the enterprise considers itself to be, or aspires to be. All
objectives and goals should support (or, at least, not
contradict) the vision.
2. Goal: an enterprise state or condition to be maintained or
approached in the medium to long term, e.g. "To be one of
the top three suppliers (by turnover) in our market".
3. Objective: a measurable, time-targeted step towards one
or more goals, e.g. "To increase year-on-year turnover by
2% in the current financial year". Required or expected
values of key performance indicators are recorded as
objectives, although not all objectives are based on key
performance indicators.
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 2. MEANS
Means define what an enterprise has decided it needs to
do to achieve its ends. There are three kinds:

1. Mission (optional): the enterprise's primary

activity. How it is carried out is defined in its
courses of action.
2. Course of Action: defines what the enterprise
will do in support of one or more of its goals.
There are two kinds: STRATEGY & TACTIC
3. Directive: governs what courses of action can
and should be adopted, and how they must or
may be realized: BUSINESS POLICY & BUSINESS
RULE 8
 3. INFLUENCERS
An influencer is something that an enterprise decides might
affect it. There are two broad types:

1. Internal Influencer: from within the

enterprise (e.g. resource quality, infrastructure,
habit).
2. External Influencer: from outside the
enterprise (e.g. customer, regulation,
competition).
Influencers may (or may not) originate
from recognized influencing organizations,
such as regulators or competitors.
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 4. ASSESSMENT
When an influencer causes a significant change, the enterprise makes an
assessment of its impact, identifying risks and potential rewards.
There may be multiple assessments, perhaps from different stakeholders.
Assessments take account of relevant
earlier assessments and decisions recorded
in the BMM, and of other influencers related
to the one causing the change. Assessments
are supported by whatever business
intelligence and risk analysis systems the
enterprise has; the BMM entry for an
assessment includes references to the detail
that supports it - reports, studies,
simulations, etc. - rather than containing the
detail itself.
The outcomes of an assessment are
decisions about ends and means. 10
SWOT ANALYSIS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

• Things your company • Things your company • Underserved markets

does well lacks for specific products • Emerging competitors
• Qualities that • Things your • Few competitors in • Changing regulatory
separate you from competitors do better your area environment
your competitors than you • Emerging need for • Negative press/media
• Internal resources • Resources limitations your products or coverage of your
such as skilled, services company
knowledgeable staff • Unclear unique selling
proposition • Press/media coverage • Changing customer
• Tangible assets ex. of your company attitudes toward your
Intellectual property, company
capital, technology,
etc.

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 HOW TO DO SWOT ANALYSIS
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
1. How can we
1.What do your customers 1. What do your When it comes to
love about your improve our
customers dislike threats, you could
company or product(s)? sales/customer
about your certainly begin by
onboarding/custom
2.What does your company or asking a series of
er support
company do better than product(s)? questions like those
processes?
other companies in your 2. What could your other.
industry? 2. Is there budget,
company do
tools, or other
3.What are your most better?
resources that
positive brand
3. What are the we’re not
attributes?
biggest leveraging to full
4.What’s your unique obstacles/challeng capacity?
selling proposition? es in your current
3. Which advertising
5.What resources do you sales funnel?
channels
have at your disposal 4. What resources do exceeded our
that your competitors do your competitors expectations – and
not? have that you do why?
not? 12
 BENEFITS OF SWOT ANALYSIS
BENEFIT FOR SMALL BUSINESSES.

If you’re a marketer or small-business

owner, you might be wondering if SWOT
analyses are practical or even feasible
for smaller companies and organizations.
Although there is definitely a resource
overhead involved in the creation of a
SWOT analysis, there are many benefits
in doing so, even for the smallest of
companies.
• Get a bird’s eye view
• Improve specific campaigns and
projects.
• Develop tangible roadmaps. 13
 BUSINESS MODEL CANVAS (BMC)

• A Business Model Canvas is a

visual representation of a
business model, highlighting all
key strategic factors. In other
words, it is a general, holistic
and complete overview of the
company’s workings, customers,
revenue streams and more.
• BMC is also a very
Customer-Driven. It is a
common method to build a
business plan in very large and
small companies because it is
both structured and very simple
to understand.
CLICK THE
VIDEO. 14
LINKING BUSINESS MODEL CANVAS TO BUSINESS
ARCHITECTURE

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LINKING BUSINESS MODEL CANVAS TO BUSINESS
ARCHITECTURE

by Boeing’s Steve Dupont,

The Business Model Canvas alone
provides only the Business Model
aspects of an organization.
Integrating it to Business
Architecture’s Organization,
Information and Business
Capabilities maps, makes Business
Model Canvas a much more
powerful organizational tool
allowing to design a detailed
Operating Model of an
organization.

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LINKING BUSINESS MODEL CANVAS TO BUSINESS
ARCHITECTURE

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ORGANIZATIONAL MAP

Organizational Chart
The Organizational Chart diagram is part of the Strategic
Modeling group of diagrams and shows the structure of an
organization including officials, roles, responsibilities, business
units or departments.
Enterprise Architect has an Organization Chart diagram as part
of its strategic modeling diagram set that allows organizational
structures to be modeled; the roles in the organization chart
can be linked to any number of model elements, including
Vision Statements, Business Goals, Objectives, Processes and
Stakeholder Requirements. There is also a useful mechanism
to show the different people who occupy the roles over time,
using Instances of the Classes.

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