High level

  • Core architecture models
  • No details
  • Highly useful
  • Weeks to produce – not months or years

How we can help

  • We assist you in developing a useful business architecture
  • We show you how to get great benefits from your business architecture
  • We work together with your architects (if any), your business experts and management
  • We provide coaching in development and use of architecture
  • We do a mix of work on premise and remote

DELIVERY ALTERNATIVES

  • On-site
  • Remote
  • Video conferencing

FEATURES

Architecture for change

Innovation and change are hindered by redundancy and complexity in application portfolios. We identify these obstacles, and develop an architecture for change that will replace them step by step.

No details

“Big up front design” is no good in system development – and also no good in business architecture. We model just what we need, not all that is possible. But still – a high level architecture creates great value and will guide you in important decisions. You will develop details later, and the high level models will give you overview and direct you to the details.

Speed

The business architect must serve “a living organisation”. The organisation cannot stop and wait for the architect. The architect must come up with useful models within weeks, not months or years. We achieve this, not by modeling faster, but by modeling just what is needed. Nothing more.

Business efficiency

In parallell with preparation for change, all enterprises must continuously improve business efficiency; cutting cost, simplifying processes etc. For many organisations this is their first priority. We think this must coincide with preparation for change, even though it is not the same.

WHAT’S IN IT FOR ME?

  • A convenient blend of models for overview and models for detail
  • Urgent models available in a relatively short time
  • Business architecture is developed to govern and support business development
  • A business architecture forms the context for all business change initiatives, small and large
  • A digital platform is necessary to develop an agile business
  • Significant contribution to an agile business prepared for innovation
  • Just what you need – nothing more
  • Supply the organisation with useful architecture models in a short time
  • Get a view of redundancy, complexity and architectural debt
  • Helps you explain why things that may seem easy can have hidden risks
  • Gives you a business overview at no extra cost
  • Control your project environment level of plans and architecture – not too little and not too munch
  • Use the architecture to define responsibilities for development of common components
  • An effective view of the business – across functional and organisational silos
  • The foundation to systematically build the necessary digital platform step by step
  • A business architecture enhances communication between IT and business experts
  • Get a quick overview of the business and business needs
  • Great overview of all data dependencies with a need for cooperation between teams
  • See how small pieces come together to form the enterprise (the big picture)

METHOD DETAILS

Value creation

Information architecture is a central part of business architecture. This has the greatest potential for value creation in digitisation. The key to success lies both in the modelling itself, but also in the methods and techniques for organising models. All modelling and documentation is done with clearly defined use cases.

Based on the business

All information models represent the business and reflect the concepts used to manage and operate the business. It can therefore be developed together with experts in the business. Computer experts can participate in the development, but it is not their insight that is the basis for the models.

Principles

The most important foundation for a quality information architecture is based on the principle:
“Data is obtained only once, at the source, and is used many times for all authorized needs”.

Wholeness and detail

Our approach is based on one overview model and many detailed models. The development is done with several iterations between wholeness and detail. There are clear rules for how each detailed model fits into the overview model. Likewise, there are clear rules for how all detailed models “connect”.  A quality information architecture can be established without the use of advanced modelling tools.

Pure models vs. mixed models

We first develop pure, well-defined models. This applies to both information and processes. When these are stable, they are related in matrices. It gives us compact overviews and a basis for analyses.
Mixed models with illustrations may be relevant for communicating certain messages to people who do not directly participate in architectural or development work.

Applications

The information architecture is necessary for many decisions and further design work. Here are some:
– identify well-defined building blocks for databases
– design of the company’s digital platform for all future application development
– identify sources and applications for information (and data)
– define data responsibility
– identify unwanted redundancy of data and functions
– identify dependencies between information, and derive a data-ready sequence for development

CONCEPTS

Changes come frequently. A stream of change initiatives will transform the enterprise. This process must be managed using a value-driven business architecture. Leaders and managers will benefit.

We consider it the most important tool for coordinating changes and system development. The sequence can be derived from the information architecture. It is a must if your ambition is to
  • become an agile business
  • reduce cost, risk, and time to market

Information is used to managed all of your business resources like money, personnel, technology etc. It should be managed as a resource itself in the same way we manage other resources (how we plan, acquire, use etc.). Information is abstract, and we need models to represent it. An information architecture contain these models and lets us manage information as a resource in a structured and controlled manner.

Change initiatives can span small process improvements to large business development efforts. It can be a project, but not necessarily. So when we use the term “change initiative”, it is neutral when it comes to how work is organised.

CONTACT

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