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They would love to be able to innovate faster. But it’s hard because they’ve still have a business to run: they’ve still got product to ship, they’ve still got services to provide. They know the world is complex. They want to be able standardize. What did we all do as technologists?
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
The BABOK Guide lists 50 techniques and dozens more can be found in additional IIBA publications for specific contexts such as Agile Analysis, Product Ownership Analysis, Cybersecurity, Data Analytics, and BusinessArchitecture.
Increased agility and innovation. The ability to respond automatically to changing needs is a key factor for innovation and sustaining competition. Agility and speed are key important factors for today’s businesses to sustain the competition. .
When measured against, it forces your business to innovate, continuously improve, and be accountable to progress. There are well-understood organizational design patterns and businessarchitectures to orchestrate the manner in which work gets done to support a vision.
Your businessarchitecture – the mapping of your business capabilities and supporting infrastructure – is what underpins the experiences your customers have. Customer-centricity must be integrated into your entire businessarchitecture. Use these to guide and structure your CX improvement strategy.
Like what does it mean to have like that kind of business agility, the ability to redeploy strategic business capabilities into something totally different. But a lot of that value conversation is some around predictability and return on investment and product fit and innovation and such.
International Institute of Business Analysis® (IIBA®) has just releasing a new version of the Business Analysis Body of Knowledge® (BABOK®) which has expanded the scope of the standard to new areas like businessarchitecture and BPM, revamped the knowledge area and task structure, and added dozens of additional techniques to the guide.
Your businessarchitecture – the mapping of your business capabilities and supporting infrastructure – is what underpins the experiences your customers have. Customer-centricity must be integrated into your entire businessarchitecture. Use these to guide and structure your CX improvement strategy.
Examples of this could be increased customer satisfaction, implementation of a more efficient business process or the automation of a tedious tasks thereby freeing staff up to perform more challenging work. Agile teams, through their deliverables, impact businessarchitecture elements such as business capabilities and business value streams.
This new way of thinking and driving innovation is nicely summarised in this circular economy model introduced by the Board of Innovation ‘ How to hit the innovation sweet spot ’. After some initial challenges, Tesla cars now have a reputation for outstanding performance, unique design, and innovative self-drive features.
So, as you were advancing in your career, you were basically taking what you had learned in your business unit, and you were trying to apply those lessons learned into a much broader corporate ecosystem. . And then from the businessarchitecture up, it’s more like a line to strategy. – Yeah, right.
So, that was kind of cool, the thing that I was doing like right before we met was I had been brought into Microsoft as a contractor, building out a businessarchitecture practice, I think they called motion. So, I was helping Microsoft build a businessarchitecture practice, on the tail of that. – Hmm.
Over the last 20-some-odd years, we’ve had a progression of Agile methodologies and a lot of innovation in the Agile methodology space as of late. (Musical Interlude) The Limitations of Scaling Agile Practices So what we’re going to talk a little bit about today is the idea of scaling principles versus scaling practices.
Innovation and Planning (IP) iteration Occurs at the end of every PI to allow the train to innovate and learn. Dependencies are not merely identified, they are discussed with all involved parties, and agreed-upon actions are captured and visualized on the program board.
– Well, when you’re trying to build software and the software we were building was, was very innovative and kind of leading edge for organizations. And we’re looking for alignment between what I might say, like the businessarchitecture or the technology architecture and the organizational architecture.
And businessarchitecture kind of a nebulous term, but how do you form teams? I talk about things like predictability quality, early return on investment, cost savings, innovation, product fit. Now, how do we get them to go out and be more innovative? It’s I need to align around the businessarchitecture.
Innovation, are we able to get feedback from customers and invent products that they want to use, product fit? Are we generating the right kinds of feedback to make sure we’re building the right products, whether that be innovative or more in a structured way? How do we continuously reevaluate the businessarchitecture?
What we’re starting to see with a lot of our clients is this thinking informs businessarchitecture. But imagine a world where I have an encapsulated product business problem, businessarchitecture with encapsulated technology, a dedicated team with a dedicated funding. It informs your domain design.
But why attend a business analysis conference? Conferences are visited by thought leaders and innovators who are at the forefront of the field. The conference covers topics including Business Analysis, BusinessArchitecture, Business Processes, and many more. The reasons are manifold. Themed “Upskill.
But also our businessarchitecture approaches and how we shape the right technology and structures behind the business strategies that we’re defining and working with our clients on. Tom Carpenter: Simon? Simon Blosse: Hi everyone. I’m Simon Blosse. I’m a principal consultant here.
Topics include innovative mindset shifts in The Multidimensional Architect and hands-on strategies for Enterprise Architecture with SAP , covering planning, management, and transformation.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation.
Organizations have increasingly moved toward agile, product-oriented structures, where technology decisions are made within individual business units rather than dictated from a top-down IT function. Business leaders expect technology to drive profitable growth and efficiency, but fragmented, outdated systems stand in the way.
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