Ask people what makes May a noteworthy month, and many folks in the northern hemisphere will wax rhapsodic about its being the peak of springtime. Others might mention Mothers' day. Ask Forrester's IT analysts and they're pretty sure to immediately blurt out "IT Forum!" IT Forum -- the conference formerly known as GigaWorld -- is our biggest IT conference as it brings together all our IT analysts and about a zillion of our customers in all the IT-based roles for whom we do research. Each major IT role gets a separate track of research -- that's 10 tracks this year. It's essentially a week of non-stop analyst-attendee interaction in various forms. It's intense for both analysts and attendees and easily the most stimulating week on my calendar. At least, on my business calendar (wouldn't want you to think I don't have a life!).
Starting a business architecture initiative with the goal of creating business architecture is the surest path to failure. Before you take your first step into business architecture, think long and hard about your goals, what value you are trying to create for the company, and your current ability to execute. The successful business architects I work with have a crystal clear view of the problems they are attempting to solve and the primary stakeholders for that problem set. They typically start with a narrow focus on a specific business problem and widen their approach as they make progress. While the more theoretical architects out there make strong arguments about what business architecture “should be” - the reality seems to be quite different. Business architecture success is creating an architecture that works – not one that adheres to an idealized business architecture model.
Forrester has identified seven business architecture goals along with their primary stakeholder. Business architecture practices can attack multiple goals simultaneously, but keep in mind that a narrower focus leads to faster value delivery.
Business first!Whether your goal is business transformation, IT effectiveness, or just a better technical architecture, you need to start with a business-only view of your business architecture. If not, you will struggle with getting business sponsorship, and just as importantly, you will struggle with your own understanding of the business.
Until EAs convince business people that they do in fact understand the business, business leaders aren’t going to get excited about business architecture. This is basic sales 101- first understand the customer. To be sure, business cares about technology. In fact, they care about it quite a bit. Business leaders clearly understand how important technology is to their business success. What they are not so sure about is if IT understands the business. If the business was confident IT understood them well then we wouldn’t be seeing all the issues resulting from business people engaging with technology vendors and making technology decisions without IT’s input. Instead, they would be saying: “IT knows what I need, go talk with them.”
Architects that don’t collaborate with their business compatriots when building business architecture are finding it difficult to connect with the business. I have been talking with a number of architects lately that are getting push back from the business. What is the business saying? “That’s an IT thing.” Why are they saying that? Most likely because it is an IT thing - an IT centric business architecture.