BTATT - Day 1

Business Transformation:
Phase 5
Day 1
© 2013 Global Knowledge Training LLC. All rights reserved.

Business Transformation Workshop
Copyright ©2013 and Distribution Rights Held by Global

Knowledge Training LLC
This courseware may contain trademarks, copyrights and other

intellectual property rights of third parties, including Cisco Systems,
Inc. and Microsoft Corporation, and all such rights are proprietary
to their respective owners.

Business Transformation:
An Architectural Approach

Phase 5 Objectives
After completing this phase of the program, you will be able to:
• Understand the most useful tools and techniques and when to use them
• Demonstrate your knowledge of the architectural approach to Business Transformation
• Identify how to effectively coordinate your internal resources/stakeholders
• Educate your account team in the Architecture Consulting Lifecycle prior to client
engagement
• Recognize characteristics of customer engagement
• Identify root causes of current challenges and create a plan to address gaps

Architecture Practitioner - Core Components
Architecture Consulting Lifecycle
Framework/Method
Tools/Techniques

Aligning Architecture Consulting Lifecycle
with Curriculum Structure and Skills
Advanced Consulting Skills
Communication Facilitation Conflict Resolution
Gather Build Present Implement

Engage
& Analyse & Validate & Gain & Evolve
Business Transformation: Finance Module
Phase 1: Phase 3:
Business Business Transformation : Foundation Architecture Skills

Transformation:
Architectural
Phase 2:
Phase 4:
Approach
Business Transformation : Vendor Architecture Solutions
Opportunity
Development
Opportunity
Phase 5:
Development Business Transformation : Advanced Tools and Techniques
Workshop for Business Architects

Agenda – Day 1
09.00 – 09.15 Introduction

09.15 – 12.15 Tools & Techniques
12.15 – 13.15 Lunch
13.15 – 18.00 Engagement Workshop

18.00 – 18.15 Daily Recap

Unit 1
Tools and Techniques
from Previous Phases

Unit Objectives
After completing this unit, you will be able to

• understand the most useful tools and techniques introduced in earlier
phases of the seminar
• explain the usage of those tools and techniques
• assign those tools and techniques to the five phases of the
Architectural Consulting Lifecycle, whereby some of them can be used
in more than one phase

Tools & Techniques
Across the Architectural Consulting Lifecycle

Engage Tools & Techniques
Business Model Canvas
Stakeholder Analysis
Question Asking Framework
Business Motivation Model
Vision & Scope Proposal

Gather & Analyse Tools & Techniques
Elicitation of Concerns
Value Chain Analysis
Root Cause Analysis
Requirements Engineering
Use Cases
Business Scenarios
Business Process Modeling and Notation (BPMN)

Build & Validate Tools & Techniques
Alignment of Business &

Technology
Gap Analysis
Solution Logic Modelling
Documentation of Benefits
Validation

Present & Gain Tools & Techniques
Presentation Planning and Preparing
ABAM
IOCBAA
Composition of Business Cases

Implement & Evolve Tools & Techniques
Capability Based Planning
Architecture Definition Increments Table
Implementation Roadmap
Change Management
Risk Management

Unit Summary
• Tools and techniques introduced in earlier phases of the

seminar were reviewed.
• For each tool and technique its purpose and main activities
were explained.
• Each tool and technique was placed in the context of one or
several phases of the Architectural Consulting Lifecycle.

Further Tools and
Techniques

Unit Objectives
After completing this unit, you will be able to

• identify which tools and techniques can be used to perform an analysis of
business influencers
• explain that modeling of systems has to capture both static and dynamic
aspects
• understand the basic concepts of object-oriented modeling
• use basic constituents of the Unified Modeling Language

More Tools & Techniques
• PEST Analysis
• Porter‘s Generic Strategies & Five Forces “Finding a Strategy“
• SWOT Analysis
• Class Diagrams and Class Relationships

• State & Activity Diagrams “Modeling Systems“
• Use Cases and Specifications

Finding a Strategy

How to Find a Good Strategy
1 Goals • depend on business influencers

& Objectives • derived from a thorough assessment
Assessment is a key factor!
2 Assumptions • truth of assumptions volatile

& Constraints • continuous validation & verification
3 • encapsulated into business capabilities

Actions
• strive for continuous improvement

Assessment by SWOT Analysis
Strength Weakness
Can
How can restructuring
strengths be
Threat
help to avoid the

used to ward off threats ?
potential
threats? Should business
external
be abandoned?
How can Can opportunity
Opportunity
strengths be be used to
used to exploit eliminate or
potential mitigate
opportunities? a weakness?
internal

Assessment of External Influencers
segment
Economy
• micro-economic aspects • vertical trends

competitors
• macro-economic aspects • global trends

• world wide economy

-
Analysis by PEST Factors
Political Economic
Social Technological
Variant: STEP
Extension: PEST + Environmental + Legal

Analysis by PEST Factors
• national and international legislation

• regulatory bodies and processes
Political Factors • trading policies and restrictions
• funding, grants and initiatives
• ...
• economy situation and economy trends
• exchange rates and currency stability
Economic Factors • interest rates and efficiency of financial markets
• inflation rates
• ....
• population growth and age distribution
• lifestyle trends and consumer attitudes
Social
• health awareness
Factors
• major events and influences
• ...
• maturity of technology
• competing technology development
Technological
• research funding
Factors
• recent technological advancements
• ...

Assessment by Porter’s Generic Strategies
“How to position a company within an industry“
Requirements - Architectural
products for efficient manufacturing
Cost Leadership - expertise in process engineering
- effective distribution channels
Risks - competitors may lower costs
- Approach
new technologies revolutionizing production
Requirements - high level product development team

- strong sales team
Differentiation - excellent reputation
Risks - changes of customer tastes
- imitation by competitors
Requirements - high degree of customer loyalty

Focus - customer intimacy
- no close substitute products or services
Risks - cost leaders entering the niche
- changes in target segment

Assessment by Porter’s Five Forces
• price-performance ratio
“Influences on a industry“ • price changes
• customer loyalty
• ...
• concentration of suppliers • concentration of buyers

• market position of purchasers • volume of purchase
• costs of switching • costs of switching
• ... • ...
• learning curve, patents • product differentiation

• capital requirements • channels of distribution
• government regulations • pricing scheme
• ... • ...

Combining Porter’s Five Forces and Generic
Strategies
“Defend against competitive forces“
Cost Leadership Differentiation Focus

Entry Cut costs to deter potential Customer loyalty discourages Core competencies act as an
Barriers entrants. potential entrants. entry barrier.
Buyer Offer special prices to Buyers have less power Buyers have less power
Power powerful buyers. because of few alternatives. because of few alternatives.
Supplier Better insulated from Supplier price increases may Supplier price increases may
Power powerful suppliers. be passed on to customers. be passed on to customers.
Threat of Lower prices defend against Customer loyalty reduces Specialized products protect
Substitutes substitutes. threat of substitutes. against substitutes.
Better able to compete on Brand loyalty keeps Rivals cannot meet focused
Rivalry
price. customers from rivals. customer needs.

Putting it All Together …
Position Understand Analyze

2 3 4
the forces External
enterprise onto enterprise Influencers

Modeling Systems in
UML – Unified Modeling Language

Two Aspects of Modeling
Static Modeling Structure
• elements that are irrespective of time

• noun oriented
• class diagrams
package diagrams
...
Dynamic Modeling Behavior
• verb oriented
• activity diagrams
state diagrams
use case diagrams and specifications
communication diagrams
...

Example: Modeling a Basketball Game
“The goal of the game is to shoot the ball

through the basket. Each team consists of
five players - two guards, two forwards and
a center.
All players are supposed to be able to

dribble, pass, shoot and rebound.
The court is 94 feet long and 50 feet wide.

The basket is 10 feet off the ground. A game
lasts 48 minutes, divided into 12-minute
quarters.”

Example: Static Modeling of a Basketball Game

a center.


quarters.”

Example: Dynamic Modeling of a Basketball
Game

a center.


quarters.”

UML: Finding Classes
Player
name • fundamental building blocks of object-oriented modeling

height
weight • they encapsulate
dribbleBall ()
ATTRIBUTES name, height, ...
passBall () OPERATIONS dribbleBall, passBall, ...
shootBall ()
rebound ()
foul Opponent ()
Ball Basket Team Court
and more ...

UML: Associations between Classes
Player plays on Team
employs
Guard
Team
Forward
plays on
Center

UML: Hierarchies of Classes
Player
name
height • superclass contains common
weight attributes and operations
dribbleBall () • superclass generalizes subclasses
passBall ()
shootBall ()
rebound ()
foulOpponent ()
”Generalization / Specialization “
Guard Forward Center

• subclasses inherit attributes and
operations from superclass
runOffense () slamDunk ()
bringBallUpcourt () • subclasses specialize superclass

UML: Aggregation of Classes
Game
“Whole / Parts “
2 1 2
Team Court Score

UML: More Relationships Among Classes
• qualified associations reflexive associations

• dependencies
• composites
• interfaces
• ports
• ...

Modeling a New FinCo Service
FinCo executives have decided to offer white papers to customers. These documents will be created
according to the following process.
Customers or staff members suggest white paper topics to Marketing. The appropriate Marketing
product line manager decides whether to proceed with the creation of the white paper or not. If a
topic is not selected and a customer made the suggestion, the customer will be notified that their
topic has not been selected and the reason why.
A FinCo professional is assigned the task of researching and writing the white paper. Other FinCo
professionals may contribute to the creation of the white paper. The document is edited by a desktop
publisher from the Marketing department.
Legal staff must always review and approve it prior to the final approval by the product line manager.
Legal staff must review it within five business days. They will receive a reminder if their review is not
complete within that time.
Once approved, the document is published and made available to FinCo customers. Customers who
have opted to be automatically notified of new white papers will be advised that this white paper is
now available.

UML:State Diagrams
Elementary State
• entry What happens when system enters the state ?

Extended State • do What happens while system is in the state ?
Activities
• exit What happens when system leaves the state ?
Transition

UML: A Simple State Diagram
Shutting
Initializing Working
Turn Turn Down
PC on PC off
do / Boot up

UML: Activity Diagrams
• perform activity 1
Activity 1
Fork
• upon completion of activity 1
both activities 2 and 3
are started in any order
Activity 2 Activity 3
• both activities 2 and 3 must
terminate before flow of control
can proceed past the join
Join
• no limit on number of control
flows exiting the fork
“Parallel Flow“

UML: More Diagrams
• sequence diagrams
• communication diagrams
• component diagrams
• deployment diagrams
• package diagrams
• ...

Unit Summary
• Further tools and techniques were introduced; they are predominantly

applicable during the Gather & Analyze as well as the Build & Validate stages
of the Architecture Consulting Lifecycle.
• For finding an appropriate business strategy, a thorough analysis of external

and internal influencers is mandatory.
SWOT and PEST analysis, as well as Porter’s Generic Strategies and Five Forces
can be used for that purpose.
• Modeling of systems must capture both static and dynamic aspects.
• A short introduction to UML and some of its constituents was given, e.g.
- class diagrams - relationships among classes
- state diagrams - activity diagrams
- use cases

Recommended Reading
• www.quickmba.com:
• Brief descriptions of SWOT, PEST, Porter’ Generic Strategies and Five
Forces
• Howard Podeswa:
• UML For the IT Business Analyst
Course Technology, 2010
• Jon Holt:
• A Pragmatic Guide to Business Process Modeling
British Computer Society, 2009
Introductions to Business Processing Modeling using UML

Unit 2
Engagement Workshop

Agenda
13.15 – 13.45 Introduction

13.45 – 15.45 Participant Presentations
15.45 – 16.00 Break
16.00 – 18.00 Participant Presentations
18.00 – 18.15 Debrief

Objectives
• Understand your current state of architectural engagement

internally
• Understand your current state of architectural engagement
externally
• Identify common issues faced by Business Architects
• Select and sequence appropriate collateral and techniques in
support of successful internal and external engagements.

Introduction
• To continue your journey…
What have you achieved in your engagements?

How have you achieved this?
What tools and techniques have you used?
The challenges you are facing

Exercise 2.1: Present current relationship
Exercise
Tasks Outcomes
Using the pre-work tool, present the current An internal engagement presentation
state of internal engagement
Time: 10 minutes Debrief: 5 minutes

Debrief
• Common issues
• Key points
• Emerging patterns

Daily Recap
Q and A

Phase 5 Objectives
After completing this phase of the program, you will be able to:
• Understand the most useful tools and techniques and when to use them
• Demonstrate your knowledge of the architectural approach to Business Transformation
• Identify how to effectively coordinate your internal resources/stakeholders
• Educate your account team in the Architecture Consulting Lifecycle prior to client
engagement
• Recognize characteristics of customer engagement
• Identify root causes of current challenges and create a plan to address gaps

End of Day One

BTATT - Day 1

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Business Transformation:

© 2013 Global Knowledge Training LLC. All rights reserved.

Copyright ©2013 and Distribution Rights Held by Global

This courseware may contain trademarks, copyrights and other

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

Architecture Consulting Lifecycle

© 2013 Global Knowledge Training LLC. All rights reserved.

Communication Facilitation Conflict Resolution

Gather Build Present Implement

Business Business Transformation : Foundation Architecture Skills

© 2013 Global Knowledge Training LLC. All rights reserved.

09.00 – 09.15 Introduction

12.15 – 13.15 Lunch

13.15 – 18.00 Engagement Workshop

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

After completing this unit, you will be able to

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

Business Model Canvas

Question Asking Framework

Business Motivation Model

Vision & Scope Proposal

© 2013 Global Knowledge Training LLC. All rights reserved.

Value Chain Analysis

Root Cause Analysis

Business Process Modeling and Notation (BPMN)

© 2013 Global Knowledge Training LLC. All rights reserved.

Alignment of Business &

Solution Logic Modelling

© 2013 Global Knowledge Training LLC. All rights reserved.

Presentation Planning and Preparing

Composition of Business Cases

© 2013 Global Knowledge Training LLC. All rights reserved.

Capability Based Planning

Architecture Definition Increments Table

© 2013 Global Knowledge Training LLC. All rights reserved.

• Tools and techniques introduced in earlier phases of the

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

After completing this unit, you will be able to

© 2013 Global Knowledge Training LLC. All rights reserved.

• Class Diagrams and Class Relationships

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

1 Goals • depend on business influencers

Assessment is a key factor!

2 Assumptions • truth of assumptions volatile

3 • encapsulated into business capabilities

© 2013 Global Knowledge Training LLC. All rights reserved.

help to avoid the

© 2013 Global Knowledge Training LLC. All rights reserved.

• micro-economic aspects • vertical trends

• macro-economic aspects • global trends

© 2013 Global Knowledge Training LLC. All rights reserved.

© 2013 Global Knowledge Training LLC. All rights reserved.

• national and international legislation

© 2013 Global Knowledge Training LLC. All rights reserved.

“How to position a company within an industry“

Requirements - high level product development team

Requirements - high degree of customer loyalty

© 2013 Global Knowledge Training LLC. All rights reserved.