Running initiatives

Your value-driven business architecture should be used to monitor, coordinate, and re-evaluate running initiatives. At the same time, your architecture should be further detailed, as it guides implementation decisions. Our routines and methods support an agile work approach for managers and architects.

How we can help

We help you with routines and methods to establish effective processes for evaluating ideas and initiating change using architecture.

DELIVERY ALTERNATIVES

  • On-site
  • Remote
  • Video conferencing

FEATURES

Just enough

We strive for “just enough” of both plan and architecture. No plan and no architecture doesn’t work. Many years of experience give us insight to find the right balance. We agree with those who say that good architecture shall only hold “important stuff”.

Flexible

Our new digital platform must allow for changes in the organisation, the business processes, and the capabilities when new products or services are developed. Even when new strategies are decided. Our goal is to develop a digital platform that is flexible and support such change.

Sustainable

At the same time as it is flexible, it must be sustainable. A high-quality information architecture is needed to define reusable data and data modules, where the same data is only captured and updated in one and only one module.

Agile

The autonomous development (Scrum) teams deliver speed and quality. The Business Architecture Teams secure direction and a sustainable solution prepared for future changes. The Business Architect will support Development Teams, but also further develop the overall architecture.

Data-oriented

We classify our approach as data-oriented. The architecture must be based on one information model that is common for the enterprise. Our models show a potential high degree for reuse of information in all organisations.  This potential must be released to generate value from data, information and knowledge. But most often data is locally defined for each system or within organisational silos. This prevents reuse and limits its value.

Detail

Architects must work in cooperation with development teams. Just like a house architect – a business architect must wait until situations arise – and make decisions together with development teams. When this is done, the architecture models will be detailed. Subsequently, the detailed architecture will apply for all development teams.

WHAT’S IN IT FOR ME?

  • Architecture and processes will govern development and change (for you). You just supervise and handle deviations.
  • Business change will be more and more streamlined – just like daily operations
  • Keep traceability from idea to implemented change and measured effect
  • Each role can concentrate on its duties and responsibilities
  • Get to do architecture work together with development teams (not in your “ivory tower”)
  • Many architectural decisions will be better when postponed to development  – you make them apply across the enterprise
  • Involving development teams improves quality and increase your architectural capacity
  • Architecture gives clear scope and boundaries for projects and components – coordination is possible
  • Architecture makes future pictures which enhance the right amount of planning (not too much – not too little)
  • More project dependencies, but less risk, which means more value creation
  • Add known dependencies to “Big room meeting” (popular method in SAFe) and get a head start
  • Coordinated work between developers and architects
  • Systematic approach to handle local and global issues
  • Just enough plan and architecture (not to much or too little)
  • Architecture maximises room and authority for local design – that again will apply “globally”

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 regard it as the most important tool for coordinating changes and systems 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 manner as we manage other resources (how we plan, acquire, use etc). Information is abstract, and we need models to represent it. An information architecture holds these models and lets us manage information as a resource in a structured and controlled manner.

Change initiatives can span from 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 for how work is organised.

CONTACT

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