Index
A
accreditation, 117
ADM (Architecture Development Method) (TOGAF), 57
analysis matrices/logs
issues log template, 153
risk log template, 157
solution benefits log, 84
solution costs log, 85
solution feasibility analysis log, 83
solution issues log, 86
solution risks log, 86
applications, POLDAT framework on, 61
architecture, 47
architecture analysis, 53–56
Architecture Development Method (ADM) (TOGAF), 57
architecture frameworks, 56–62, 68
artifacts, storing, 65
B
BABOK™ Guide, xiv, xv
The Balanced Scorecard (Kaplan and Norton), 4, 7
Balanced Scorecard Collaborative (BSCol), 4
baselining business architecture, 66–67
benchmark analysis, 82
Bittler, Scott, 54
BSCol (Balanced Scorecard Collaborative), 4
BSLC. See business solution life cycle building blocks, 64
business analysts
business architecture and, 64–65
experience, 117
mentoring, 117–118
portfolio management and, 19–20
professional associations, 115
role in strategic planning, 9
self-education, 114–115
strategy execution, 12–14
training and accreditation, 117
validating business case in BSLC, 109–110
business architects, 53–56, 63
business architecture
baselining, 66–67
business architects and, 53–56, 63
challenges, 67
components, 50, 66
creating, 62–67
defined, 48–50
determining scope of effort, 63–64
enterprise architecture and, 46
frameworks for, 56–62
IT and, 49, 54, 67
planning activities, 64–65
quality reviews, 66–67
scope, 50–51
standards for deliverables, 65
tools and techniques, 51–53
business case and decision package
assembling core team, 92–94
best practices, 104–105
business case defined, 91
business case template, 121–135
challenges, 103–104
confirming project business sponsor, 95
cost-benefit analysis, 96–98
decision package defined, 92
determining project scope, 95–96
drafting, 102–103
preparing final decision package, 103
risk assessment, 99–102
selecting recommended option, 94
thinking strategically, 94–95
validating in BSLC, 109–110
business drivers, 63–64, 75
business opportunities, 75–77
business problems, 75–76
business process model, 53
business scenarios, 52
business solution life cycle (BSLC)
depicted, xii–xiii
measuring solution values, 110–112
strategy execution, 12
validating business case in, 109–110
business visionaries
business architecture, 63
business case and decision package, 93
feasibility studies, 78
C
CBAP certification, 116
change management
selecting initiatives, 7
strategy execution and, 46
change-management alternatives, 15–17
chief executive officer (CEO), 14
chief financial officer (CFO), 14
chief information officer (CIO), 15
chief technologists
business case and decision package, 93
feasibility studies, 78
CIO Magazine, 17, 114
class model, 53
Collins, Jim, 108
compare/contrast analysis, 81
competitive environment, 79–80
core teams
business architecture, 62–63, 68
business case and decision package, 92–94, 103–104
cross-functional project teams, 25–26
feasibility studies, 77–79
corporate scorecard, 7
cost-benefit analysis, 82, 96–98
current state model
business architecture and, 65, 67
feasibility studies and, 79–80
D
data management
POLDAT framework on, 60
in portfolio management process, 23
decision package. See business case and decision package
decision velocity, 12
deliverables, standards for, 65, 68
demand management, 16–17
E
education and training, 114–115, 117
enterprise, 46–47
enterprise analysis, xvi, 12
enterprise architecture
business architecture and, 46
defining, 46–48
frameworks for, 56–62
IT and, 45–47
sub-architectures, 48
value of, 48
Enterprise Business Architecture (Whittle and Myrick), 49
Enterprise Continuum (TOGAF), 57
environmental impact analysis, 82
executive leadership, 13, 29
executive seminars, 29–30
F
feasibility studies
analyzing solution options, 81–87
best practices, 89–90, 104
challenges, 89
determining business drivers, 75
exploiting business opportunities, 75–77
identifying solution options, 80–81
overview, 72–73
planning activities, 77–79
preparing study reports, 87–89
reason to conduct, 73–74
solving business problems, 75–76
templates for, 137–157
typical steps, 74
Federal Enterprise Architecture
Framework Standard, 58
filtering criteria, 39
financial analysts
business architecture, 78, 82
business case and decision package, 94
future state model, 65
G
Gartner Research, 54
Getting It Right, 52
Good to Great (Collins), 108
H
Harvard Business Review, 4
hexagon of change (POLDAT), 60–61
I
IEEE (Institute of Electrical and Electronics Engineers), 47
IEEE Standard 1471-2000, 47
IIBA (International Institute for Business Analysis), xiv, 116
industry conferences, 114–115
Info-Tech Research Group, 113
Institute of Electrical and Electronics Engineers (IEEE), 47
International Institute for Business Analysis (IIBA), xiv, 116
investment analysis measures, 40
issue identification/assessment, 82, 86, 153
IT (information technology)
business architecture and, 49, 54, 67
change-management alternatives, 15–17
core architecture teams and, 63
cost-benefit analysis challenges, 98
enterprise architecture and, 45–47
feasibility studies and, 73
POLDAT framework on, 61
portfolio management and, 17–18
self-education about, 115
ITGI (IT Governance Institute), 116
ITIL (IT Infrastructure Library), 116
J
JPMorgan Chase, 17
K
Kaplan, Robert S., 3–4, 7
Kerton, Brenda, 113
L
likelihood studies, 72
location, POLDAT framework on, 60
Lukac, Eugene, 15–17
M
managed change. See change management market studies, 73
measuring progress over time, 7–8, 40
mentoring, 117–118
Meta Group, 54
models for business architecture, 52–53
Myrick, Conrad B., 49
N
Norton, David P., 4, 7, 13–14
O
Open Group, 46–47
The Open Group Architecture Framework (TOGAF), 57
organizational strategic alignment, xi–xii, 13, 33
organization, POLDAT framework on, 60
outsourcing, 17
P
performance, portfolio management on, 21
PMI (Project Management Institute), 116
PMO (project management office)
best practices, 39–40, 68
executive support, 29
portfolio inventory and assessment, 30–31
portfolio management implementation, 28–29
portfolio reporting, 34
project prioritization, 33–34
role of, 27–28
PMPs (project management professionals), 116
POLDAT Framework for Business Process Reengineering, 60–62, 68
portfolio inventory and assessment, 30–31
portfolio management
best practices, 39–40
business analysts and, 19–20
challenges, 36-38
change-management alternatives, 15–17
importance of, 12
key objectives, 20–21
PMO role, 27–28
portfolio summary report, 32
project management and, 17–19, 22–26, 108
reasons for, 14–20
strategy execution and, 12–14
validating business case in BSLC, 109–110
value-based, 113
value of, 17–19
portfolio management
implementation
executive seminars, 29–30
executive support, 29
portfolio inventory and assessment, 30–31
portfolio reporting, 34–38
project prioritization, 33–34
project selection, 31–33
strategies for, 28–36
portfolio mapping report, 36–38
portfolio reporting
in portfolio management implementation, 34–39
portfolio mapping report, 36–38
project ranking tool, 35, 39–40
portfolio summary report, 32
presentations, strategic planning, 5–6
process
POLDAT framework on, 60
for portfolio management, 21-23, 40
for project management, 21–23
professional organizations, 115
program reviews, 23, 40
project management
determining project scope, 95–96
enhancing organizational practices, 108—109
measuring solution values, 110–112
portfolio inventory and assessment, 30–31
portfolio management and, 17–19, 23–26
process flow chart, 21–22
validating business case in BSLC, 109—110
Project Management Institute (PMI), 116
project management office (PMO), 27–28
project management professionals (PMPs), 116
project managers
business architecture, 63
business case and decision package, 93
feasibility studies, 78
validating business case in BSLC, 109
project portfolio assessment, 23
project prioritization, 33–34
project profitability, 25
project proposal, 21
project ranking tool, 35, 39–40, 159–161
project selection
goals of, 31–33
project ranking template, 159–161
Q
quality reviews, 66–67
R
reference model, 53
reports
business case and decision package, 102–103
feasibility studies, 87–89
portfolio management, 33–40
research, conducting, 5–6
resource allocation, 23
Resource Base (TOGAF), 57
resource management, 15–16
return on investment (ROI), 111
risk identification/assessment
business case and decision package on, 99–102
feasibility studies on, 82, 85–86
portfolio management on, 20
risk log template, 157
ROI (return on investment), 111
S
six domains of change, 60–61
SMEs (subject matter experts)
business architecture, 62–63
business case and decision package, 92–93, 103–104
feasibility studies, 77–78, 80
solution benefits log, 84
solution costs log, 85
solution feasibility analysis log, 83
solution issues log, 86
solution risks log, 86
sponsors
challenges, 104
determining, 63–64, 95
SSCI (Systems and Software Consortium), 115
stakeholders
business architecture and, 56, 63–64, 66–67
business case and decision package, 96
portfolio management and, 29
standards for deliverables, 65, 68
Stevenson, Dennis A., 48
storing artifacts, 65
strategic alignment. See
organizational strategic alignment
strategic goals and themes
business architecture and, 67–68
establishing, 6–7
portfolio management on, 20, 31–33
strategic planning
in BSLC, xiii
business analyst’s role in, 9
business architecture and, 67
conducting research, 5–6
defined, 11
establishing strategic goals/themes, 6–7
measuring progress over time, 7–8
organizational strategic alignment and, xi
in organizations today, 3–9
presenting findings, 5–6
repeating cycles, 8–9
selecting change initiatives, 7
strategy execution
architecture frameworks and, 56–62
business architects and, 53–56
business architecture and, 48–53, 62–68
enterprise architecture and, 46–48
organizational alignment and, 12–13
The Strategy-Focused Organization (Kaplan and Norton), 4
subject matter experts. See SMEs
Systems and Software Consortium (SSCI), 115
T
TCO (total cost of ownership), 97
teams. See core teams technology architects, 63
templates
as best practice, 39, 104
for business cases, 121–135
for decision log, 155
for feasibility studies, 137–152
for issues log, 153
project ranking template, 159–161
for risk log, 157
TOGAF support, 57
TOGAF (The Open Group Architecture Framework), 57
tools and techniques
business architecture, 51–53, 65, 68
project ranking tool, 35, 39–40
TOGAF support, 57
total cost of ownership (TCO), 97
tradeoffs, 20, 68
U
United States Federal Chief
Information Officers Council, 58
use case model, 53
V
value maximization (goal), 33
visionaries. See business visionaries
W
WBS (work breakdown structure), 96, 104
Whittle, Ralph, 49
work management, 16
Z
Zachman Framework for Enterprise
Architecture, 58–59
Zachman, John, 58