Wikipedia

Talk:History of business architecture

Latest comment: 6 years ago by InternetArchiveBot in topic External links modified
Learn more about this page

Quotes, Statistics & further analysis edit

Quotes
1980s
1990s · 1990 · 1991 · 1992 · 1993 · 1994 · 1995 · 1996 · 1997 · 1998 · 1999
2000s · 2000 · 2001 · 2002 · 2003 · 2004 · 2005 · 2006 · 2007 · 2008 · 2009
2010s · 2010 · 2011 · 2012 · 2013 · 2014 · 2015
#On the origin of business architecture
Statistics & further analysis
1 Literature ;
1.1 Books, entitled "Business architecture"
1.2 Articles, entitled "Business architecture"
1.3 Patents
1.4 PhD theses
1.5 Most cited works in the field
2 Organizations
2.1 Cooperations for Business architecture
2.2. Business architecture at Universities
3 Methodology
4 "Business architecture" in Wikipedia
5 Business architecture lemma on Wikipedia
6 Concurrent concepts

1980s edit

  • This is the first of two articles on a practical approach to Business Information Systems Planning. The articles will outline a formal but practical approach for the development of an information systems strategy. The approach is based on experience gained by the author in the conduct of planning projects in a variety of industries, including wholesale and retail banking, consumer credit, chemicals, Multinational manufacturing and distribution and the oil industry. The articles are based on the author's book ‘Planning for Business Information Systems’ (Pergamon Books, 1986)....
    ... Each entity class in the Information Architecture is represented in some database and each business function may be supported by one or more systems. The Business Architecture differs from the preceding Information Architecture in that the emphasis...
    • Tozer, Edwin E. "Developing strategies for management information systems." Long Range Planning 19.4 (1986): 31-40.
    • Comment:
      Edwin E. Tozer (born 1950s) is a British management consultant, specialized in business information systems. He published his first articles in the 1980s, in 1988 the book "Planning for effective business Information systems," and in 1996 the book "Strategic Is/It Planning." He is described as specialized "in effective application of Information Technology to business and administrative problems... [who] worked in the manufacturing and mining industry before moving into systems consultancy." (Source: sciencedirect.com) ; See also: Viaf data
 
Business architecture by Synnott, 1987
  • ... Business architecture is the foundation upon which the IRM architecture rests. The architectural model consists of a set of building-blocks of linked architectures which together form the basis for the technology infrastructure of the firm.
In Figure 8.2 data architecture and communication architecture are shown as horizontal bars because these are corporate-wide information resource components. They serve all business units. The four vertical resource components are business specific. The resources can be divided according to the business units they serve. That us, data and communication might be centralizes resources, whereas human resources (professional systems staffs), computers, user-computing, and systems could all be decentralized resources to one degree or another...
  • William R. Synnott (1987). The Information Weapon: Winning Customers and Markets With Technology. p. 199
  • The whole oversight process, while necessary to architectural assurance, especially in a decentralized company can be a sensible and political issue . When users have their own resources, outside interference will be resented. Yet corporate coordination and control is necessary. The CIO, therefore, has to walk the delicate line between control and support, cop or chaplain. The truly successful CIO is able to exercise the top role in a chaplain's role.
With a knowledge of the business architecture and the technology support needs of the organization, and with a sound information policy commitment from top management to ensure the technology structure, we are ready to begin build the IRM architecture plan.
  • William R. Synnott (1987). The Information Weapon: Winning Customers and Markets With Technology. p. 220
  • The business architecture of the company (organization structure, strategic business units and missions, product and services) is the foundation of IRM planning. Since every company has an existing architecture, architectural planning begins with an inventory of the firm's information resources. Assembling the various information resource components' inventories results in an "as is" picture of the corporation's technology structure. From this inventory, the CIO can analyze the strengths and weaknesses of the company's information resources, particularly as they relate to business information needs as identified in the strategic planning process. From this analysis one can evolve an architectural plan, which is a "to be" picture of where one wants to go and how to get there, not just a picture of the status quo.
  • William R. Synnott (1987). The Information Weapon: Winning Customers and Markets With Technology. p. 220
  • Business architecture is required to provide a solid base for the total development process. It contains the fundamentals for the information processing architecture, where process data, support systems and network architecture are performed. In business architecture the following can 'be identified:
- enterprise analysis: to indicate the business domains
- business analysis
- Information systems planning
There are some basic elements in business architecture: management, organization, processes to be performed and data to be made available/delivered. In the past, when mainly operational systems were developed, the processes received considerable attention. Information was seen as being needed to perform processes. This is changing. It is becoming important to have data available to serve information retrieval needs as well. Information centres and personal computers have had great impact on the information world. If we want to anticipate this with the business architecture for the near future as well as for the current situation, it will be clear that the data definitions have to receive a high level of attention. The responsibility for defining the business data is with data administration.
  • Cees J. Schrama. "Composition and Decomposition in the Development of IS," in: Péter Kovács & ‎Elek Straub (editors). Governmental and Municipal Information Systems: Proceedings of the IFIP TC8 Conference on Governmental and Municipal Information Systems, Budapest, Hungary, September 8-11, 1987. IFIP TC8, 1988. p. 161
 
NIST Enterprise Architecture Model, one of the first EA models, 1989.
  • A discussion of architecture must take into account different levels of architecture. These levels can be illustrated by a pyramid, with the business unit at the top and the delivery system at the base. An enterprise is composed of one or more Business Units that are responsible for a specific business area. The five levels of architecture are
    • Business Unit
    • Information
    • Information System
    • Data
    • Delivery System
The levels are separate yet interrelated... The idea if an enterprise architecture reflects an awareness that the levels are logically connected and that a depiction at one level assumes or dictates that architectures at the higher level.
  • W. Bradford Rigdon (1989) "Architectures and Standards". In: Information Management Directions: The Integration Challenge E.N. Fong and A.H. Goldfine (eds). NIST Sept 1989. p. 137; Partly cited in: IT Governance Institute (2005) Governance of the Extended Enterprise. p. 89.
  • Comment: In the original 1989 illustration of the NIST AE Framework the top layer is named "Business Unit Architecture." In representation of this model in the 1990s the top layer was named "Business architecture."
Comment
  • Further looking for quotes about "business architecture" in scientific journals, see here, didn't gave much more data.
  • According to this Google Scholar search the term was only mentioned 69 times in articles, and mostly in another context: "..., business, architecture..."
  • In the (two dozen) articles, that do mention the term "Business architecture," the term is used in some different context, such as: business architecture phase (Monheit et al. 1990); Appropriate Business Architecture (Konsynski et al. 1990); Line-of-Business Architecture (Parker et al. 1989)

1990s edit

1990 edit

  • A sound Business Architecture will allow the technology planner to focus on those areas of technology which offer the most significant benefits to the organization. This elimination of inane technologies is the dividing line between leading edge and "bleeding edge" . Technological planners that fail most often are pursuing new technology in an area that the planner has little knowledge and the enterprise...
  • ... These phases include:
(I) Prepare for IRP;
(11) Define the Business Context and Strategy;
(111) Develop the Business Architecture;
(IV) Develop the Information Architecture;
(V) Define the Information Systems Architecture; and
(VI) Prepare the Strategic Information Systems
  • Singh, I. B., and R. C. Beyer. "Information resource planning methodology: a case study." Systems Integration, 1990. Systems Integration'90., Proceedings of the First International Conference on. IEEE, 1990.
  • Comments: In Singh et al. (1990) the development of Business Architecture is a separate step in a Information Resource Management IRM methodology.

1991 edit

  • What is a Business Architecture? The Business Architecture is a self-study of a function, including its component organizations, tools, methods, and relationships, both internal and external (i.e., non - Security activities). The very activity of identifying and listing all these elements is an important learning process for managers.
In addition to the element identification and listing processes, the Architecture develops a set of principles. Principles are semi-permanent statements of philosophy. That is, they are the basic rules by which managers agree they want to operate...
  • David T. Lindsay, W. L. Price, Information security: proceedings of the IFIP TC11 Seventh International Conference on Information Security--Creating Confidence in Information Processing, IFIP/Sec '91, Brighton, UK, 15-17 May 1991. 1991, p. 81.

1992 edit

  • Mission - Strategy - Objectives and goals - Critical success and failure factors ~ Business processes ~ Strengths, weaknesses, opportunities, and threats. A business architecture can define these elements for the current state and the future...
    • Geoffrey Darnton, ‎Sergio Giacoletto (1992) Information in the enterprise: it's more than technology. p. 103
  • The creation of a business architecture is based on what the enterprise has decided to be an appropriate set of key principles... In practice the business architecture for any particular enterprise will be unique to that enterprise. The example given here is for illustration only and is a subset of what would be expected from an actual full architecture...
    • Geoffrey Darnton, ‎Sergio Giacoletto (1992) Information in the enterprise: it's more than technology. p. 113

1993 edit

  • ...
    • Cory, Joseph P. A business architecture for technology management. Diss. Union Institute, 1993.
  • Within today's corporation, IT managers are increasingly incorporating open system standards into their technology infrastructures. The resulting more open, flexible IT infrastructures create a platform or technology foundation that enables the implementation of new application architectures, enterprise-wide integration of diverse fiefdoms of data and applications, and most significantly, the integration of new information technologya into the reengineered organizational architecture.

1994 edit

  • Several levels and types of analysis are needed before a business process can be improved. The Business Architecture is literally a set of integrated blueprints of the hospital's business processes.
    • Michael K. Bourke (1994). Strategy and architecture of health care information systems. p. 55
  • A business architecture is a model of the enterprise which is a mechanism for the management of change.
    • Veasey, Philip W. "Managing a programme of business re-engineering projects in a diversified business." Long Range Planning 27.5 (1994): 124-135.

1995 edit

  • Argues that today′s rapidly changing competitive environment, cost effectiveness and consistently high output quality are no longer enough to ensure corporate success. A company′s business processes must also be more responsive and flexible than those of its competitors. Innovative ways must be sought continuously to provide technology to support motivated, adaptable work groups dedicated to meeting or exceeding customers′ requirements in the shortest possible time. Puts forward the case of the Xerox Corporation, which in responding to the challenge of primarily Japanese competition, has pioneered a number of approaches to business process innovation, particularly in the area of inventory management and logistics. Finds that by simultaneously redesigning information flows, work processes and authority structures, the company has radically improved not only the cost and quality of its delivery system, but also its flexibility. States that the redesign techniques are, in themselves, process independent, and should therefore be of interest to managers and academics involved in process flexibility and process innovation in general.
    • Hewitt, Fred. "Business process innovation in the mid-1990s." Integrated Manufacturing Systems 6.2 (1995): 18-26. (abstract)
  • Enterprise Architecture
A clear picture of the various architectures and their interactions will improve the planning and implementation of IT projects. We distinguish information systems architectures focussing on the business characteristics, information needs, the technology and the system application.
A business architecture establishes a clear understanding of the mission and nature of the enterprise, reflecting the current management and control concepts and philosophy (eg TQM or JIT). It provides an overview of production, marketing and the logistics of goods and services. Further, it depicts the units, their employment and related responsibilities.
An information architecture is a personnel and technology independent profile of the major information categories used within an enterprise. It provides a way to relate business functions, data classes, decisions and control.
A system architecture identifies applications needed to support the information needs of the enterprise...
The technology architecture consists of the computer infrastructure and digital networks...
Moreover, interactions among the (parts of) business architecture, information architecture, systems architecture and technical architecture takes place as feedback-loops and feed-forward loops...
  • Meijs, C.A.J. "Narrowing the gap of SME for IT innovation with enterprise architectures." Balanced Automation Systems. Springer US, 1995. 37-44.
  • ...Nadler has proposed a strategy to handle change based on a new type of business architecture to manage people, technology and work practices as a system rather than as independent pieces. Architecture is a means of coordinating separate groups and activities....
    • Miller, William L. "A broader mission for R&D." Research-Technology Management 38.6 (1995): 24.

1996 edit

  • Developing a business architecture: The term "business architecture" can be used to describe the type of comprehensive plan required to set the stage for integrated change programmes. The term "architecture" connotes the level of creativity and holistic change required to achieve process excellence. A comprehensive business architecture defines the way in which human performance, processes and technology will be integrated to transform business performance and create value. Furthermore, business architecture includes a blueprint or achieving process excellence as well as other elements of corporate and business unit strategy, for example, customer relationship excellence and product excellence.
According to the research , a successful business architecture includes three components:
  • An integrated conceptual design for all new operational strategies, including process excellence...
  • Building Process Excellence: Lessons from the Leaders. Economist Intelligence Unit, (1996), p. 11: This text originated from ch.2 Planning to achieve process excellence; paragraph, entitled "Developing a business architecture"
  • Some ideas of how security fits into an overall business architecture can be found in ICL's OPENframework distributed computing architecture...
    • Peter T. Davis (1996) Securing Client/server Computer Networks. p. 324

1997 edit

  • The San Francisco project is building three layers of extensible components for use by application developers. In the highest layer, the core business processes provide business objects and default business logic for selected "vertical" domains. The second layer provides definitions of commonly used business objects that can be used as the foundation for interoperability between applications. In the lowest layer, the base provides the infrastructure and services that are required to build industrial-strength applications in distributed, managed-object, multiplatform applications. The base isolates an application from the complexities of multi-platform network technology and allows the application providers to focus on unique elements that give value to their customers.
  • However, reengineering using patterns will, because these patterns are proven BPR solutions implementing business architecture constructs.
    • Beedle, Michael. "Pattern based reengineering." OBJECT magazine 6.11 (1997): 56-70.
  • Business architectures provide organisations with the means to understand organisational activities in such a manner that it is used as a mechanism to support the organisation through the business transformation process. Using an object-oriented modelling approach in the design of the business architecture allows for a robust modelling approach which captures real world instances in a business architecture repository. This enables the creation and caption of organisational understanding required for the transformation process.
    • Van Rensburg, A. C. J. "An object-oriented architecture for business transformation." Computers & industrial engineering 33.1 (1997): 167-170. (abstract)

1998 edit

 
DOE AE Business Subarchitecture, 1998
 
DOE Business Relationship Template, 1998
 
Doe Business Subarchitecture Model, 1998
  • It will turn out that a Business Architecture can only work out the general structures needed to represent the business requirements, but will not give the business requirements itself.
    • Péter Bernus, Kai Mertins, Günter Schmidt (1998) Handbook on Architectures of Information Systems, p. 6
  • "... a general business architecture for the insurance industry is needed as a basic structure to ensure that the business requirements and contents can be addressed.
    • Péter Bernus, Kai Mertins, Günter Schmidt (1998) Handbook on Architectures of Information Systems, p. 620
  • The objective of a business architecture is to provide a master plan, just as that of a data architecture is to make data understandable, shareable, and secure. The existence of a valid business architecture significantly impacts the development new applications, and at the same time it provides the ability to rationalize existing application systems and their modules.
    • Dimitris N. Chorafas (1998) Agent Technology Handbook. p. 336
  • The Business Architecture is a dynamic document which identifies core business processes. The core business processes are...
    • United States. Congress. Senate. Committee on Appropriations. Subcommittee on Agriculture, Rural Development, and Related Agencies U.S. Government Printing Office, 1998. Agriculture, Rural Development, and Related Agencies Appropriations for Fiscal Year 1998: Hearings Before a Subcommittee of the Committee on Appropriations, United States Senate, One Hundred Fifth Congress, First Session, on H.R. 2160/S. 1033, an Act Making Appropriations for Agriculture, Rural Development, Food and Drug Administration, and Related Agencies Programs for the Fiscal Year Ending September 30, 1998 ... Commodity Futures Trading Commission, Department of Agriculture, Farm Credit Administration, Food and Drug Administration, Nondepartmental Witnesses. p. 1194
  • Business subarchitecture Vision
The DOE Information Architecture will provide all business lines and function with representation in the architectural processes, The business subarchitecture identifies the business function and areas that will be supported by the information, data, applications and technology subarchitectures. This will enable users and customers to share information widely, transparently, and efficiently even as business needs change.
  • US DOE. US DOE Information Architecture Volume IV: Visio, page 2.6. March 1998, p. 43

1999 edit

  • In a global market economy with ever-increasing levels of disturbance, a viable business can no longer be locked into a single form or function. Success comes from a self-renewing capability to spontaneously create structures and functions that fit the moment. In this context, proper functioning of self-reference would certainly prevent the vacillations and the random search for new products/markets that have, over the past years, destroyed so many businesses.
    In fact, the ability to continuously match the portfolio of internal competencies with the portfolio of emerging market opportunities is the foundation of the emerging concept of new business architecture...
    • Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. Elsevier, 1999; 2th ed. 2005, p. 151
    • Remark: Of all the works on business architecture, this seem to be the most cited work. Yet it doesn't seem to originate from the traditionals IS/IT community practise, but is a more academic work build on the principles of systems thinking.
  • Business Architecture is a general description of a system. It identifies its purpose, vital functions, active elements, and critical processes and defines the nature of the interaction among them. Business architecture consists of a set of distinct but interrelated platforms, creating a multidimensional modular system. Each platform represents a dimension of the system, signifying a unique mode of behavior with a predefined set of performance criteria and measures.
    • Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. Elsevier, 1999; 2th ed. 2005, p. 151; 3th ed. 2011. p. 181
  • A complete architectural specification of an information technology (IT) system includes information about how it is partitioned and how the parts are interrelated. It also contains information about what it should do and the purpose it must serve in the business. This paper provides a set of business concepts that partition the world of business meaning. It discusses the purpose of such an architectural view of business and ways in which it can be used. A set of generic concepts and their interrelationships organize business information content in terms of requirements on the business, the boundary of the business, and the business as a system for delivery of value. Methods are introduced to explore variations on the basic business concept patterns. These concepts are positioned to describe IT systems that support the business, and they are used to manage the work of IT system development and deployment.
    • McDavid, Douglas W. "A standard for business architecture description." IBM Systems Journal 38.1 (1999): 12-31.
D. W. McDavid's paper, A standard for business architecture description, describes a high-level semantic framework of standard business concepts – abstracted from experience, enterprise business models, the organization of business terminology and the various generic industry reference models. There is an excellent discussion on what constitutes business architecture and the nature and use of information categories, although concepts such as product and agreement seem to be missing.
  • Roger Evernden, ‎Elaine Evernden (2003). Information First: Integrating Knowledge and Information. p. 200
  • The concepts in the Business Architecture description provide a semantic framework for speaking about common business concerns... For our purposes, this semantic structure provides a common set of concept patterns to be able to understand the types of content that needs to be supported in technology-based information systems... a set of generic concepts and their interrelationships organize business information content in terms of requirements on the business, the boundary of the business, and the business as a system for delivery of value.
    • McDavid, Douglas W. "A standard for business architecture description." IBM Systems Journal 38.1 (1999): 12-31.; As cited in: Glissman & Sanz (2009, p. 3).
  • The chosen business architecture can be regarded as an enterprise-wide, integrating framework, incorporating strategic objectives, a new business process that supports the strategic objectives, and all the resources that enable the business process - i.e. information technology, people and assets...
    • From: Rail International, International Railway Congress Association, Vol. 30, 1999
 
Structure of the FEAF Components, 1999
  • Current Architecture - The current state or baseline for the enterprise. The current architecture has two parts.
    • Current Business Architecture - Defines the current business needs being met by the current design. What are the business functions and capabilities now in place?
    • Current Design Architectures - Define the currently implemented or "as built" data, applications, and technologies used to support the current business needs. What are the data structures, applications, and supporting technology in place that meet some or all of the business needs?
Target Architecture - The future desired state for the enterprise. The target architecture has two parts.
  • Target Business Architecture - Defines the future business needs of the enterprise to be addressed through new or future designs. What are the new or altered processes required by the business?
  • Target Design Architectures - Define the future data, applications, and technology to be used to support the future business needs. What are the new or “to-be-built” data structures, applications, or supporting technology required to meet the above functionality or future support needs?
Architectural Models - The business and design architectures. As in most formalized information architectures, models are the basis for managing and implementing changes in the Federal Enterprise...
 
Federal Enterprise Architecture Framework, level IV, 1999
  • Level IV of the Federal Enterprise Architecture Framework... identifies the kinds of models that describe the business architecture and the three design architectures: data, applications, and technology. It also defines enterprise architecture planning. At level IV, how the business architecture is supported by the three design architectures begins to evolve and be made explicit. Exhibit 7 describes with minor changes, how the Federal Enterprise Architecture Framework incorporates the five perspective rows (i.e., views) and the first three architectural artifacts or product abstraction columns of the Zachman Framework. Level IV shows the design architectures as column headings. The Planner and Owner rows focus on the business architecture definition and documentation. When completed, these rows make explicit what the enterprise business is and what information is used to conduct it (i.e., the business models).
    • US Council, C.I.O. Federal Enterprise Architecture Framework Version 1.1. (1999). p. 32-33
  • Business Architecture The business architecture is a component of the current and target architectures and relates to the Federal mission and goals. It contains the content of the business models and focuses on the Federal business areas and processes responding to business drivers. The business architecture defines Federal business processes, Federal information flows, and information needed to perform business functions.
    • US Council, C.I.O. Federal Enterprise Architecture Framework Version 1.1. (1999). p. 32-33

2000s edit

2000 edit

  • Chapter 3, “Modeling the Business Architecture,” defines the major concepts used in business modeling: processes, goals, resources, and rules. It also introduces the Eriksson-Penker Business Extensions that are defined using the standard extension mechanisms in UML to facilitate business modeling...
    Chapter 10, “From a Business Architecture to a Software Architecture,” discusses how the business model is used to produce the business’s supporting information system. The business model identifies the requirements on the information systems (the use cases of the system), and can also be used to define the architecture of the information system. Using the same business model for several information systems also helps to create systems that are more easily integrated with the business they support.
  • Business architecture is the basis for describing and understanding an enterprise: It lists the required parts of a business, how the parts are structured and interact, and how the architecture should evolve. Although it is difficult to clearly define the term, a working definition of business architecture is:
... an organized set of elements with clear relationships to one another, which together form a whole defined by its functionality ... The elements represent the organizational and behavioral structure of a business system, and show abstractions of the key processes and structures in the business. (Vernadat 96)[1]
All businesses have some sort of architecture. But because an organizational chart is usually the only description available of the business, many of the situations and structures in it have never been documented or visualized. It is thought-provoking to realize that companies have many drawings for their buildings and/or their products, but none for how their business is conducted.
  • By defining and documenting how business is conducted, one can capitalize on the business knowledge that is already available. The architecture acts as a knowledge base; it is a strategic asset for the business. Documenting the business system makes it easier to make improvements or innovations to the business, and to identify new business opportunities. Today, with such heavy reliance on information system technology, a business model can also provide the correct requirements of the information system, so that the system best supports the operation of the business. This book treats a business as a type of system. It is important not to confuse this general term with the more specific term information system. There are many types of systems, such as systems in nature and different constructed systems such as a business or a machine. An information system is only one type of system.
  • For information systems, it is increasingly difficult to draw a line around an application system and say that you own and control it. For example, as value chains extend beyond enterprises, supplier and customer systems become part of each other’s information architectures. Furthermore, in many application areas, data is distributed over a multitude of heterogeneous, often autonomous information systems, and an exchange of data among them is not easy. Figure 1 illustrates such a vertical fragmentation of organizational units. Each unit may be structured within three architectural layers, as described in the following.
The business architecture layer defines the organizational structure and the workflows for business rules and processes. It is a conceptual level expressed in terms meaningful to actual users of application systems.
The application architecture layer defines the actual implementation of the business concepts in terms of enterprise applications. At this layer, it is the central goal to provide the “glue” between the application domain described in the business architecture and the technical solutions described in the technology architecture...
  • A business architecture may be loosely defined as a set of elements and the well defined relations between them that form a whole defined by its functionality.. A well-documented business architecture which includes the situations, structures and behaviour represents a valuable business strategic asset. It will enable and assist the identification of new business opportunities / areas of improvement and baseline the information systems that support the business.
    A good architecture must represent the business as accurately as possible. There may be different levels of abstraction for architectures, depending on the purpose, the processes and the structure modelled. A good architecture must be adaptable and also be accepted as a common view by both the business stakeholders and the workers. Last but not least, a good architecture must be easy to understand by its users and promote communication among them.

2001 edit

  • H16.2 Business architecture
The aim of analysing the business network is to identify areas of the company with a high integration requirement from a business management point of view. For this purpose we document subsystems in the company which we refer to as 'Business Clusters.' A wide range of concepts are used in business management theory: integration areas are identified by terms such as the formation of 'subsystems' [Schmidt 1991, 70], 'moduls' [Wigand et al. 1997, 199] or the 'manufacturing segments' [Wildemann 1944]. Existing approaches can be applied to the question of business architecture with certain limitations [vf. Rolf, 1988, 261].
  • 16.2.1 Organization Profile
The starting point for architectural considerations is usually the formal structure of the organization, where the basic principles of organizational distribution start to become visible. Product responsibility, functional separation, the significance of various customer groups or regional structures assist in the appraisal of company structures. However, there are clear differences between formal organizational structure and the structure which is of relevance to the architecture. An organizational structure has usually grown historically and is characterized by tradition, departmental thinking and functional alignment. The application architecture must be oriented towards the company's medium and long-term structure and not its present setup. Otherwise there will be a discrepancy between business and application architecture as a result of what are often relatively long implementation phases. We introduce what we call an 'organization profile' in order to characterize the company.

2002 edit

 
Integrated Government-wide Business Architecture, 2002
  • Business architecture is a way of describing businesses and what they do or intend to do in the future. The building blocks available represent various aspects of the business. No single aspect is the most important; all are necessary to give a balanced picture of what a business is all about. We can use the business architecture to produce business models: descriptions of specific businesses, couched in a consistent and well-defined vocabulary. The business architecture corresponds reasonably to the Conceptual viewpoint in the Zachman...
    • Tony Morgan (2002) Business Rules and Information Systems: Aligning IT with .... p. 23
  • Business Architecture... describes the fundamental relationships between a business entity's business environment and its intent, value, capabilities, processes, and resources (human, IT, knowledge, capital, facility, and material).
    • Strosnider, J. "IGS BizADS Handbook-IGS Business Architecture Description Standard (BizADS)." (2002); As cited in: Glissman & Sanz (2009, p. 3)


  • Alignment of application architecture to business architecture is a central problem in the design, acquisition and implementation of information systems in current large-scale information-processing organizations. Current research in software architecture [1–3] focuses on the architecture problem for the software engineer rather than for the architect of large-scale information systems. These large scale systems contain components that are bought rather than programmed. Their architecture problem exists on a higher aggregation level than that studied in software engineering. At this higher level architects are interested not only in the extent to which an architecture supports quality attributes, but also the extent to which the application architecture fits within the business context—the architecture alignment problem.
The business-IT alignment problem has been studied at a rather strategic level that is hard to operationalize for the practicing application architect [4]. There is a need for body of operational concepts and guidelines that encompasses business architecture as well as application architecture. In this paper we present such a framework. Its first version was the result of an extensive analysis of design methods and frameworks in software engineering, product engineering and systems engineering [5, 6]. We tested, simplified and elaborated the framework in a number of standard examples from the literature and then applied it to a large number of M.Sc. projects. Next, we applied it to real-life projects. Currently, we are using it in an empirical study to collect and analyze best practices in architecture alignment in banks, insurance companies and government organizations.

2003 edit

  • An enterprise architecture consists of four interrelated architectures: the business architecture, the application architecture, the data architecture, and the technology architecture...
    • Van den Hoven, John. "Data architecture: blueprints for data." Information systems management 19.4 (2003): 90-92.
  • Business people imagine ready support for integration and automation and often do not understand why technicians cannot make these happen easily, right away! They don't understand why integration at all level - people systems, processes, businesses - is so hard to achieve. Enter the business analyst, someone who bridges the gap between the non-technical business person and the software technician. He or she uses a variety of business architecture and modeling methods and tools to represent business processes, such as the Zachman Framework, IDS-Scheer ARIS and Computer Sciences Corporation's Catalyst...

2004 edit

  • Recent Surveys of CEO’s, CIO’s and other executives provide some evidence of the growing importance of Enterprise Architecture over the last few years. In one of the most recent studies of the Institute For Enterprise Architecture Developments (IFEAD), Enterprise Architecture was ranked near the top of the list of most important issues considered by CEO’s and CIO’s.
Apparently, this suggests the significance of the overarching framework within which the various aspects of decision-making and development are considered: including Business Architecture, Information Architecture, Information-Systems Architecture (Data Architecture), Technology Infrastructure Architecture and things like Software Architecture.
The various decisions related to business development and technology innovations need to be considered in a systemic manner within the framework of various architectures. Choices of methods and techniques have to be made in the context of the goals and objectives...
  • Jaap Schekkerman, How to Survive in the Jungle of Enterprise Architecture Frameworks: Creating Or Choosing an Enterprise Architecture Framework, 2004. p. 19
  • A critical part of any company's successful strategic planning is the creation of an Enterprise Business Architecture (EBA) with its formal linkages. Strategic research and analysis firms have recognized the importance of an integrated enterprise architecture and they have frequently reported on its increasing value to successful companies. Enterprise Business Architecture: The Formal Link between Strategy and Results explains the approach needed for the development of a formal but pragmatic EBA.
Part I introduces EBA concepts and terms, and emphasizes the importance of architectures in reaching business goals. This section challenges you to research and analyze the architectural needs of your business. This analysis enables you to understand both your chosen architecture and the behaviors and discipline needed to maximize its potential. Part II illustrates a high-level approach for building the EBA. It provides you with a richly illustrated case study and guidance for relating the value of this approach to your enterprise. Part III provides suggestions derived from successful engagements that implemented the formal EBA approach with integrated enterprise architectures. This section demonstrates that success does not result from a one-time project, but instead emerges from a new EBA-based corporate behavior.
  • Ralph Whittle, ‎Conrad B. Myrick (2004) Enterprise Business Architecture: The Formal Link between Strategy and Results (summary)
  • IT architectures may reference a business architecture, but should seldom define one. Although there are many definitions in the industry for each of the enterprise IT architectures, a generally accepted, standard definition, understanding, or description of an enterprise business architecture (EBA) does not exist. Just ask three or four fellow employees to define an EBA and see how much variety you get in their descriptions.
Many attempts have been made to derive a business architecture out of the IT architectures. For those who believe that technology drives business, this is typical behavior. In reality, business should drive the use of technology and technology should focus on enabling the business. How could you ever build that dream home by starting with the electrical and plumbing architectures and let them define the outcome? How could you ever build an airplane by starting with the flight control system without first determining if the requirement is for a commercial airliner or a military fighter.
  • Ralph Whittle, ‎Conrad B. Myrick (2004) Enterprise Business Architecture: The Formal Link between Strategy and Results p. 30

2005 edit

 
Integrated Financial Management System (IFMS) Logical Business Architecture, 2005.
  • Business Architecture describes the business strategy, models, processes, services and organisation. Provides the foundation upon which the other enterprise architecture dimensions base their decisions.
    • Aziz, Sohel, et al. "Enterprise Architecture: A Governance Framework." Part I: Embedding architecture into the Organization. InfoSyS Technologies Ltd (2005).
  • Although a formal definition of the alignments’ concept is an on going work, we all face evidences of misalignments in everyday live. The concept firstly appeared in the 1970’s [2, 3, 5] and its relevancy and actuality is unquestionable, given the level of dissatisfaction that exists in organizations regarding to their information systems.
We define Alignment among Business, Systems and Information as a way to quantify the coherency level in relation to the business necessity, the systems offer and information management [6].
Therefore, alignment between Business Architecture (BA) and Application Architecture (AA) is a concern with the automation of work that employees actually need to do to use applications that run the business, for example: insert the same data in several systems; logging in several applications that support the same business process; and manually transform and process reports and data that are produced by the application systems...
  • A method and system is presented for defining a technique that uses business process, business activities, and data model and mapping to define a best-practice business and Information Technology (IT) blueprint to address client transformation to a new architecture. The present invention defines an eight step Business Architecture Analysis Process (BAAP) that evaluates business processes, including IT and non-IT components of a client business to create a Business Architecture Analysis (BAA) based on a fit/gap closure project list.

2006 edit

  • We use the concept of 'Business Architecture’ to structure the responsibility over business activities prior to any further effort to structure individual aspects (processes, data, functions, organization, etc.). The business architecture arranges the responsibilities around the most important business activities (for instance production, distribution, marketing, et cetera) and/or economic activities (for instance manufacturing, assembly, transport, wholesale, et cetera) into domains
    • Gerrit Versteeg & Harry Bouwman. "Business Architecture: A new paradigm to relate business strategy to ICT." Information Systems Frontiers 8 (2006) pp. 91-102.
  • We use the concept of 'Business Architecture’ to structure the responsibility over business activities prior to any further effort to structure individual aspects (processes, data, functions, organization, etc.)... Business Architecture... is an architecture that is specifically meant to structure responsibility over economic activities by multiple organizations (supply chain level), by one organization (enterprise level) or by part of an organization (business unit level).
    • Gerrit Versteeg & Harry Bouwman. "Business Architecture: A new paradigm to relate business strategy to ICT." Information Systems Frontiers 8 (2006) pp. 91-102. ; As cited in: Glissman & Sanz (2009, p. 3).
  • The business architecture forms a significantly better basis for subsequent architectures than the separate statements themselves. The business architecture gives direction to organizational aspects, such as the organizational structuring (in which the responsibilities of the business domains are assigned to individuals/business units in the organization chart or where a new organization chart is drawn) and the administrative organization (describing for instance the financial reconciliation mechanisms between business domains). Assigning the various business domains to their owners (managers) also helps the further development of other architectures, because now the managers of these domains can be involved with a specific assigned responsibility. This led to increased involvement of top-level management, being domain-owners and well aware of their role. Detailed portions of business domains can be developed based on the effort and support of the domain-owners involved. Business architecture therefore is a very helpful pre-structuring device for the development, acceptance and implementation of subsequent architectures.
    • Gerrit Versteeg & Harry Bouwman. "Business Architecture: A new paradigm to relate business strategy to ICT." Information Systems Frontiers 8 (2006) pp. 91-102.

2007 edit

 
Supply-chain operations reference model, 2007
  • Most business-folk have probably never heard of enterprise architecture. Which is not surprising, because most of the literature in the field suggests it’s about IT, and only about IT. There might be a few throwaway references somewhere to some blurry notion of ‘business architecture’, but that’s about it. Hence of no relevance to everyday business, really. Which is a problem, because real enterprise-architecture isn’t much about IT at all. Or rather, although IT is significant, it’s only one small part. Turns out instead that that blurry ‘business architecture’ isn’t something that can be skipped in a headlong rush down to the technical minutiae: it’s actually the core of enterprise-architecture. Enterprise-architecture is about the architecture – the structure – of the whole of the enterprise:
Enterprise-architecture is the integration of everything the enterprise is and does.
Even the term ‘architecture’ is perhaps a little misleading. It’s on a much larger scale, the scale of the whole rather than of single subsystems: more akin to city-planning than to the architecture of a single building. In something this large, there are no simple states of ‘as-is’ versus ‘to-be’, because its world is dynamic, not static. And it has to find some way to manage the messy confusion of what is, rather than the ideal that we might like it to be.
  • Over the last 15 years a number of organizations and individual researchers have developed and documented techniques, processes, guidelines, and best practices for software architecture design (Bass et al., 2003; Bosch, 2000; Clements et al., 2002a; Clements and Northrop, 2002; Dikel et al., 2001; Garland and Anthony, 2002; Gomaa, 2000). Some of these were cast and published as architecture design methods or systems of concepts, processes and techniques for architecture design (Hofmeister et al., 1999; Kruchten, 2003; Obbink et al., 2000; Ran, 2000).
Since many of the design methods were developed independently, their descriptions use different vocabulary and appear quite different from each other. Some of the differences are essential. Architecture design methods that were developed in different domains naturally exhibit domain characteristics and emphasize different goals. For example architectural design of information systems emphasizes data modeling, and architecture design of telecommunication software emphasizes continuous operation, live upgrade, and interoperability. Other essential differences may include methods designed for large organizations vs. methods suitable for a team of a dozen software developers, methods with explicit support for product families vs. methods for one of a kind systems, etc...
  • Hofmeister, C., Kruchten, P., Nord, R. L., Obbink, H., Ran, A., & America, P. (2007). "A general model of software architecture design derived from five industrial approaches." Journal of Systems and Software, 80(1), 106-126.
  • Comment : This article focuses specifically on software architectural design, yet some of the methodologies described cover the business architecture domain. In the article no explicit link has been made between software architectural design and either enterprise architecture or business architecture.
  • On the other hand, all software architecture design methods must have much in common as they deal with the same basic problem: maintaining intellectual control over the design of software systems that: require involvement of and negotiation among multiple stakeholders; are often developed by large, distributed teams over extended periods of time; must address multiple possibly conflicting goals and concerns; and must be maintained for a long period of time. It is thus of significant interest to understand the commonalities that exist between different methods and to develop a general model of architecture design. Such a model would help us better understand the strengths and weaknesses of different existing methods as well as provide a framework for developing new methods better suited to specific application domains.
With this goal in mind, we selected five different methods: Attribute-Driven Design (ADD) Method (Bass et al., 2003), developed at the SEI; Siemens’ 4 Views (S4V) method (Hofmeister et al., 1999), developed at Siemens Corporate Research; the Rational Unified Process 4 + 1 views (RUP 4 + 1) (Kruchten, 1995, 2003) developed and commercialized by Rational Software, now IBM; Business Architecture Process and Organization (BAPO) developed primarily at Philips Research (America et al., 2003; Obbink et al., 2000), and Architectural Separation of Concerns (ASC) (Ran, 2000) developed at Nokia Research.
  • Hofmeister, C., Kruchten, P., Nord, R. L., Obbink, H., Ran, A., & America, P. (2007). "A general model of software architecture design derived from five industrial approaches." Journal of Systems and Software, 80(1), 106-126.
  • Comment : The specific method described here as "Business Architecture Process and Organization (BAPO)" is also written as "Business, Architecture, Process and Organization," and focuses on business, architecture, process and organization as four separate domains.
  • Structural organization, business process models, goals, basic conditions, strategies – all of these are parts of business architecture. Business architecture is developed to optimally align an enterprise's IT support to the fulfillment of basic conditions, the implementation of strategies and the achievement of goals.
  • In looking at the link between IT and the business, it has become apparent that there needs to be more formally defined sets of relationships between IT architecture and business architecture. In addition, the concept of business architecture is probably 10-15 years behind the maturity of the IT architecture world. For example, the relationship between business rules and processes is not apparent and the role of organizational governance is similarly disconnected.
Therefore, we are initiating the business architecture working group (BAWG). Business architecture was recently defined as - "Formal models and diagrammatic representations of governance structures, business semantics and value streams across the extended enterprise." This can certainly be debated, but there is no argument to the fact that there is a need for formalization of business architecture to align business to business and business to IT. Join us for this first session in Burlingame at the OMG Technical Meeting on Wednesday, December 12, 2007.
  • After the strategic plan has been developed, business architecture will be developed to support the strategic plan. Again, we will be required to ask and answer many questions. Answers to these questions will be organized for preparation of a technology plan. Issues addresses in the strategic plan drive the business architecture questions. For example:
    • How simple or complicates do we want our business model to be?
    • Should we lease or purchase equipments?
    • How much growth should we prepare for?
    • Should we use consultants or develop in-house capabilities for technology?
    • What business functions should be automated?
    • How much money are we willing to spend on technology?
    • What is the functional business model?
    • What is the geographical business model?
    • What is the logical business model?
    • What corporate services will be centralized?
    • What corporate services will be distributed?
    • How do we want to communicate with each other?
    • How do we want to communicate with our customers?
    • What are the measures for success?
The answers to these questions will drive the preparation of a technology plan.
  • Bruce Russell Ullrey (2007) Implementing a Data Warehouse: A Methodology that Worked. p. 43

2008 edit

 
National Institutes of Health (NIH) IT Enterprise Architecture Framework, 2008.
  • Enterprise Business Architecture (EBA) represents the requirements, principles and models for the enterprise's people, financials, processes and organizational structure. As such, the EBA process should result in the creation of EBA artifacts, including requirements, principles and models, that business and IT people can use to evolve their business in the context of existing interrelationships. EBA is distinct from information and technology viewpoints but is deeply integrated with them in a holistic solution architecture.
    • Betsy Burton et al (2008), How to Develop Enterprise Business Architecture, Gartner Research Publication. ; As cited in: Glissman & Sanz (2009, p. 3)
  • Enterprise architecture (EA) is the blueprint of an organization's vision and provides a comprehensive view of the business strategy, processes, information components, applications and technology platforms used by it. According to TOGAF[1], there are four kinds of architecture that are commonly accepted as subset of overall enterprise architecture - business, data, applications and technology. The focus of this paper is on business architecture. Business Architecture provides the much needed link to business strategy and the other major architectures – information (data), applications and security [2]. The scope of business architecture can vary in practical scenarios and can be deployed at business unit level or department level and when performed with an enterprise-wide scope, it qualifies to become Enterprise Business Architecture.
    • Ganesan, Eswar, and Ramesh Paturi. "Building Blocks for Enterprise Business Architecture." SETLabs briefings 6.4 (2008).
  • Interest in business architecture is growing dramatically. During the past two years both IT and business leaders have joined the discussion about the need for a well-defined business architecture. Though there is a great deal of discussion, there is little consensus about what business architecture is, how it should be pursued, and what value it delivers. Business architects in IT as well as in the business have started developing business-unit-wide and enterprise-wide business architectures, learning as they go. Their ultimate goals are to improve business decision-making and facilitate better alignment between IT and the business units it supports. Architecture teams that want to play a leading role in business architecture development must start soon or be left behind.
    • Jeff Scott (2008), Business Architecture’s Time Has Come, Forrester Publication. (summary at forrester.com)

2009 edit

 
United States Department of Health and Human Services (US HHS) business areas, 2009.
  • Business Architecture
A subset of the enterprise architecture that defines an organization’s current and future state, including its strategy, its goals and objectives, the internal environment through a process or functional view, the external environment in which the business operates, and the stakeholders affected by the organization’s activities.
  • Brennan, Kevin. A guide to the business analysis body of knowledge (Babok Guide). International Institute of business analysis, 2009.
  • In view of the enterprise mission and strategic intention, we define:
Business architecture: a coherent and consistent set of principles and standards that guides how a chosen area of goal-oriented and gainful (commercial) endeavor must be exploited and explored.
Within a commercial context - the domain of enterprising - one might consider principles regarding generating revenues, or the sales channels to be used. For non-commercial enterprises, business architecture is also comparable relevant. We might consider, for example, principles indicating how the domain of tax collection must be exploited and explored. In short, business architecture guides the arrangement of the enterprise's relationship with its environment.
  • Enterprise architecture is defined as comprising several interrelated perspectives, namely, business architecture, information architecture, application architecture, and technology (or infrastructure) architecture (James et al., 2005; RM-ODP, 1997; Spewak, 1992; TOGAF, 2007). Business architecture translates the overarching business strategy, its underlying business model, and the core business processes that underpin the business model; information architecture defines the information framework operated on by the business processes to operationalize the business architecture, application architecture defines the business functional systems of the enterprise—they interact...
    • Chew & Gottschalk. "Enterprise and Technology Architectures," in: Eng K. Chew (ed), Information Technology Strategy and Management. (2009), p. 169
  • Business Architecture provides foundational and practical concepts for enterprises and their transformation. Business Architecture is an approach to represent the way an organization operates, instrument alignment between business performance targets and operational priorities, and capture resources needed (including IT solutions). These Business Architecture goals have received a great deal of attention from different disciplines in the last two decades. Recently, companies and industries in regimes of fast technological change and innovation have made Business Architecture gain new emphasis. As it is also seen from the literature, Business Architecture is being revised intensively by companies, government, analysts, standards organizations, and researchers.
As Business Architecture involves different concepts and it has a strong multidisciplinary nature, it is common to find a number of approaches to business architecture in the literature. Furthermore, the variety of Business Architecture perspectives is wide and their application depends on purpose of adoption, scope of usage, and overall maturity of specific concepts. Thus, in order to unravel commonalities and differences among these approaches, its is important to establish a unified perspective for presenting and comparing them.
Business Architecture comprises three core components or dimensions, namely, conceptual model, methodology and tooling. This report reviews ten approaches to Business Architecture from the literature and evaluates them according to proposed measures...
The ten approaches to business architecture, by Susanne & Sanz (2010), are:
  1. ArchiMate
  2. Business Architecture Working Group (BAWG), founded as part of the OMG in 2007
  3. Business Motivation Model (BMM)
  4. Business Process Modeling Notation
  5. Business Concepts introduced by McDavid (1996)
  6. Component Business Model (CBM), developed by IBM 2005
  7. Enterprise Business Architecture (EBA), developed by Gartner
  8. Event-Driven Process Chain, developed as part of the Architecture of Integrated Information Systems (ARIS )
  9. Enterprise Business Motivational Model developed by Nick Malik at Microsoft.
  10. TOGAF Business Architecture
  • Business Architecture is a disciplined approach to creating and maintaining business models that enhance enterprise accountabilities and improve decision-making. Business Architecture's value proposition, unlike other disciplines, is to increase organizational effectiveness by mapping and modeling the business to the organization's business vision and strategic goals. The book is an introduction to this burgeoning new field. It explains what Business Architecture is, what a good, sustainable one should include, and explains how to implement a business architecture practically within the reader's environment. Extensive examples and case studies are included to clarify points and demonstrate clearly to the reader how they too can begin to build business architecture within their organization.
    • Chris Reynolds (2009), Introduction to Business Architecture. Course Technology PTR; About the book.
    • See also:
      • Chris Reynolds Head, Business Analysis Practice at CGI at linkedin.com: Reynolds (born 1970s) obtained BS in Computer Science and Astrophysics at Victoria University in 1995, and started his career as author for ASG Computing Inc. in 1993 and worked as Program Manager, Business Analysist, Project Manager, Manager and Consultant for various companies.
      • The 2009 summary states about the author: "Chris Reynolds has been consulting in the IT industry for over 15 years, and has been doing business design work for over 20 years. He has performed business architecture work for wholesale and logistics companies, manufacturers, telecom companies, and financial institutions."
  • A business is a complicated, many-faceted system of people, technology, suppliers, customers, and governing and regulatory bodies. It is critical that a business understand itself and all its various (and often competing) aspects if it is to be successful. So how does one comprehend all the aspects and systems that make up a business? A set of plans, or architecture, is an easy way to reduce the complexities of a business and its environment to an easily understandable model.
    • Chris Reynolds (2009/10), Introduction to Business Architecture. Chapter 2. Why you need business architecture. p. 11
  • A complete business architecture will include the following:
    • A clearly articulated set of goals for the business
    • A model that shows what the business looks like within its environment, including what interactions the business offers to its customers and suppliers
    • A model that shows how business needs to operate as a set of processes in order to support the interaction it exposes to the outside world
    • An understanding of the mandatory, and appropriate communication between the business and its environment, as well as internal communication that would be relevant and important
    • An understanding of all the information, in the form of business entities, that the business cares about, as well as the inter-relationships between the business entities that the business cares about
The business architecture model is a collection of related submodels, or views, that relate to specific aspects of the business being described...
  • Business architecture : The business strategy, governance, organization, and key business processes information, as well as the interaction between these concepts.
    • The Open Group. TOGAF™ Version 9 Foundation Study Guide, 2009, p. 45

2010s edit

2010 edit

 
Business Process Framework (eTOM), Level 0 overview of the eTOM processes, 2010.
  • The Zachman framework [7] defines six levels of abstraction (representing the different stakeholders e.g. developer, builder ... TOGAF defines three levels of abstraction: business architecture, systems architecture and technology architecture. For both TOGAF and MDA, the modeling perspectives are represented by the deliverables proposed for each abstraction level.
  • Business Architecture provides foundational and actionable concepts for enterprise service systems and their transformation. In practical terms, Business Architecture is an approach to formalizing the way an organization operates based on the convergence among strategy management, business process management and information technology. Partial perspectives on this convergence have received a great deal of attention from different disciplines in the last two decades. Companies and industries in regimes of fast technological change and innovation have made Business Architecture gain new emphasis, and thus, the discipline has been recently revisited intensively by companies, government, analysts, standards organizations, and researchers.
Business Architecture comprises three core components or dimensions, namely, conceptual model, methodology and tooling. Thereby, the variety of Business Architecture perspectives is wide and applications depend on purpose of adoption, scope of usage, and overall maturity of specific concepts. As Business Architecture involves different concepts and it has a strong multidisciplinary nature, it is common to find “different Business Architectures” in the literature. However, it is the different contexts for its application what makes Business Architecture appear as distinct.
With the goal of providing some practical assessment, this chapter reviews ten approaches to Business Architecture from the literature and evaluates them according to proposed measures of strength and weakness. Emphasizing the service system nature of an enterprise, the evaluation makes emphasis on the service concept as a main constituent of Business Architecture.
  • In brief, business architecture is the enterprise structure and operation represented by its business functions, flows and information related to it. A business architecture defines the main enterprise components in interactions delivering value to stakeholders.
    In particular, what we need from a business architecture is a single picture showing all key business functions that structure the Enterprise and core business flows that implement the Enterprise operation. Nevertheless, to develop a full BA, each and every function and flow has to be further expanded, documented, and roadmapped until it properly supports the needs and vision of enterprise stakeholders.
  • A business architecture enables the understanding and as such the improvement of the Enterprise operation. Business Architecture is the most important layer or component of an Enterprise Architecture (EA). This is because it shapes the people and technology layers. It makes possible the alignment of the technology and organization resources to the delivery of products and enterprise goals. Business functions and processes dictate the type of technology and organization that implement them. How can we select the right technology if we do not comprehend the business operation it implements? How can we optimally shape our organization if we do not understand the business structure?
    Business architecture enables the structuring and assembly of the many existing business, technology and organization views into a single consistent and integrated enterprise architecture. Without this top level architecture, stakeholders and architects would keep reinventing the Enterprise components and business flows, only to add to the disjointed stack of existing designs.
  • The paper addresses ways to create such collaborative infrastructures focusing on the evolving service environment [7]. The paper distinguishes between business architecture, collaborative architecture and collaboration infrastructure. In this terminology:
• Business architecture are the way work is organized within business activities to achieve a particular objective. This can focus on delivering new products or services or in the collaboration needed to form business networks to deliver innova tive services,
• The collaborative architecture is the ways that business entities collaborate within the business architecture to achieve their business goals, and
• The collaboration infrastructure that supports the collaboration including technology support through social or other software.
  • Hawryszkiewycz, I. T. "Perspectives for integrating knowledge and business processes through collaboration." Enterprise, Business-Process and Information Systems Modeling. Springer Berlin Heidelberg, 2010. 82-93.
  • There are many definitions of business architecture, and the term is used by various organizations differently. The Object Management Group defines business architecture as "A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands." TOGAF describes business architecture as "the business strategy, governance, organization, and key business processes." Historically, business architecture has appeared within the context of enterprise architecture. However, addressing business architecture as only a piece of traditional enterprise architecture can be problematic:
    • Enterprise architecture in some organizations is perceived as solely an IT activity, something IT does, and something led and owned by the CIO.
    • Developers of business architecture are often IR stakeholders versus business.
    • Business architecture is considered simply stone towards developing an IT architecture
    • Business stakeholders don't participate in enterprise architecture or business architecture development, thus minimizing the effectiveness of the resulting business architecture.
In some organizations the debate about which group own the business architecture also hinders its effectiveness...
  • Kerrie Holley, ‎Ali Arsanjani (2010) 100 SOA Questions: Asked and Answered, 2010. p. 73
  • Functional decomposition is the primary component of enterprise activities description and is often associated with business process architecture. It guides any business improvement initiative, enables to design the enterprise construction – organizational structure, IT- and HR-architectures, etc, as well as to deploy goals and strategies. The paper suggests the framework for enterprise functional decomposition, which includes the ontology for enterprise activities description, foundations and the process of functional decomposition. The suggested framework integrates the following features: alignment with goals decomposition; support for reference models and other reusable activities descriptions; recursive decomposition using a single activities pattern; value-based management and ISO 9004:2009 harmonization. The paper also describes framework implementation at Russian enterprises and IT tool to support the approach.
    • Kudryavtsev, Dmitry, and Lev Grigoriev. "Systemic Approach Towards Enterprise Functional Decomposition." Commerce and Enterprise Computing (CEC), 2011 IEEE 13th Conference on. IEEE, 2011.
  • Systems implement products, processes and services of real businesses. Therefore it is not surprising that the system architecture should be derived from overarching business architecture. In the literature a number of different definitions for business architecture can be found. As for all architectures, business architecture is at the same time an activity and a well-structured documentation of a current or future state. The OMG’s1 business architecture working group defines this aspect of business architecture as “A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands”. Depending on the framework, business architecture covers aspects like strategy, products, processes, information, capabilities, knowledge and organization. Good background information on business architecture can be found in ([Zachmann_08], [OMG_08], [Sandoe_01], [Gharajedaghi_06], [Moser_07], [Knittel_06], [Ross_06])
    • Stephan Murer & ‎Bruno Bonati. Managed Evolution: A Strategy for Very Large Information Systems, 2010. p. 42
  • For the purpose of system architecture the important aspects of business architecture are the following:
    • Information/Semantics: Systems serve to store and process business information. To implement such systems, precise structure and semantics for the business information must be defined ([McComb_04])...
    • Functionality: The business functionality is provided by the applications. A structured business functionality map can be used to analyze the application landscape for functional overlaps, gaps and misalignments..
    • Processes: Business uses well-defined processes to provide their services to the clients and to manage the internal processing...
    • Organization and roles: Organizations are structured and have clearly defined roles which execute their assigned tasks...
Most business architecture frameworks capture the information described above in one or the other form. In the experience of the authors there typically is a precision gap between business architecture and IT architecture...
  • Stephan Murer & ‎Bruno Bonati. Managed Evolution: A Strategy for Very Large Information Systems, 2010. p. 42-43
  • We define business architecture as the formal representation and active management of business design. Expanding this definition, business architecture is a formalized collection of practices, information and tools for business professionals to assess and implement business design and business change.
Typically, the business architecture practices and artifacts in enterprise architecture frameworks focus on business processes and business uses cases. This is not surprising, since these artifacts and practices are a prerequisite to IT-based business solution delivery. However, this is not sufficient.
To reap the benefits of business architecture – business visibility and agility – the business architecture must reflect the entire business design, from the point of view of business designers and owners, rather than IT solution delivery. This point of view begins with business motivations, includes key business execution elements – such as operating model, capabilities, value chains, processes, and organizational models – and transcends information technology representations, such as business services, rules, events and information models.
  • Business architecture is based on a core set of principles that guide the understanding and use of business architecture to solve business problems.
  1. Business architecture is about the business. Many business efforts lead to an IT execution as part of solutions architecture, but business architecture cannot be focused on IT execution. When business architecture is focused on IT, it often becomes intertwined with technology and loses its business focus. Once this starts to happen, business people lose interest and do not take ownership of the business architecture.
  2. Business architecture is not prescriptive. There are no two organizations or business situations that are exactly alike. This means that the same business architecture deliverables and techniques cannot be employed in every situation. If you are looking for a cookbook that explains how to solve every problem the same way, business architecture is not for you.
  3. Business architecture is iterative. Business architecture is not a waterfall approach. Each iteration provides more insight into a business problem, and the potential solutions for addressing it become progressively more detailed over time. As a result, with business architecture, one does not need to know everything about everything to move ideas forward, but just enough to make the next decision.
  4. Business architecture is reusable. Business architecture is not a one-time analysis of a business environment. Rather it provides a foundation for future analysis and decision-making. Unless an organization has fundamentally changed (e.g. through acquisition), the existing business architecture description and deliverables should be used as the starting point for future efforts.
  5. Business architecture is not only about the deliverables. The deliverables that are created and how they are delivered is of critical importance, but don’t focus only on the generation of a specific deliverable and forget about the process of business architecture. When business architecture becomes only about developing deliverables, it loses its power and creativity. Remember the reason you are doing business architecture: to drive consensus, bring people together, achieve clarity, and solve problems.
  • The business architecture has its own set of artifacts and abstractions. These include organization units, capabilities, process, semantics, and rules at the most basic level. Business and IT architectures live in separate yet related domains (commonly referred to as the 'enterprisearchitecture'). Figure 1.1 shows the business and IT domains of an organization. Business architecture describes the business domain while IT architecture describes the IT domain. The business architecture relies on the application and data architecture, which in turn relies on the technical architecture as shown in Figure 1.1.
  • The most important aspect of business architecture is enabling business executives, managers and professionals to take ownership and drive enterprise transformation, a role that has oftentimes been delegated by default to IT. Historically, the term “enterprise architecture” has a tendency to turn off business professionals because they immediately assume that the concept is an IT focused creation. This is not an indictment of IT but rather a call to action for business executives to take ownership of business architecture and related business transformation strategies. The decisions that are made today can make or break organizations going forward into a complex, uncertain future.
    • William M. Ulrich, Neal McWhorter, Business Architecture: The Art and Practice of Business Transformation, Meghan-Kiffer Press, 2010; General info on mkpress.com, Accessed 15.01.2015.

2011 edit

  • Enterprise Business Architecture (EBA) is an approach for modeling, structuring and understanding business knowledge that assists business managers in making adroit decisions. EBA is a modeling tool for structuring related business elements and linking them to other architectural elements (information, application, technology, security) in the enterprise. Organizing the elements that comprise a business architecture through modeling manner, that helps business stakeholders to make informed decisions is the key challenge. A methodology which offers a step by step approach to develop and analyze business architecture will provide significant assistance to BPM practitioners.
  • Business architecture became a well-known tool for business transformations. According to a recent study by Forrester, 50 percent of the companies polled claimed to have an active business architecture initiative, whereas 20 percent were planning to engage in business architecture work in the near future. However, despite the high interest in BA, there is not yet a common understanding of the main concepts. There is a lack for the business architecture framework which provides a complete metamodel, suggests methodology for business architecture development and enables tool support for it. The ORGMaster framework is designed to solve this problem using the ontology as a core of the metamodel. This paper describes the ORG-Master framework, its implementation and dissemination.
    • Grigoriev, Lev, and Dmitry Kudryavtsev. "The Ontology-based Business Architecture Engineering Framework" in: New Trends in Software Methodologies, Tools and Techniques 233. H. Fujita and T. Gavrilova (Eds.) IOS Press, 2011. p. 233-255
  • TOGAF (2009) considers architecture principles as a subclass of IT principles, and the latter as a subclass of enterprise principles. We strongly disagree with this stance since enterprise architecture should holistically describe an enterprise including its business and IT aspects. Only those architecture principles that are related to the IT aspect can be a subclass of IT principles. Conversely, more architecture principles exist that just IT related architecture principles. IT principles are normative principles which provide policies to govern IT in general, but not all of these principles might be relevant from an architecture or design perspective. The same holds for business principles. Some of these might be ‘business architecture principles’, while not all of them need to be architecture principles. Schekkerman (2008) also concurs that architecture principles are a subset of business and IT principles, and not the other way around
    • Erik Proper and Danny Greefhorst, Architecture Principles – The Cornerstones of Enterprise Architecture. With Berlin : Springer, 2011. p. 44
  • An important thing to note here as well is the meaning of ‘business’ in the word ‘business principle’. One could define ‘business’ as being the company, firm or enterprise as a whole. Accidentally, when translating business in to Dutch or German, one most often uses the word ‘Bedrijf’ or ‘Betrieb’, respectively, which generally immediately refers to the company, firm or enterprise as an entity. When using this interpretation, IT principles and architecture principles in general could all be called business principles, because they refer to some aspect of ‘the business’ in terms of ‘the firm as a whole’.
One could also refer to the ‘business’ as being those aspects of a company, firm, or enterprise, that pertain to the essential activities it engages in as a means of economical livelihood. In general, the business level/column in architecture frameworks refers to ‘business’ from this perspective. In this case, IT principles are quite different from business principles.
  • Erik Proper and Danny Greefhorst, Architecture Principles – The Cornerstones of Enterprise Architecture. With Berlin : Springer, 2011. p. 44-45
  • As Business Architecture is all about a formal corporate model, prior to modeling service boundaries, its is this phase in an enterprise architecture engagement where 'service modeling' should be considered. THis approach must center around logical building blocks representing business services, and concentrate on defining the interface and Service Level Agreements (SLA's) between service providers and service consumers.
  • Interest in business architecture (BA) has remained high over the past three years, but progress has been limited. In conducting Forrester's Q2 2011 Global Current State Of Business Architecture Online Survey, we discovered that while 100% of surveyed respondents believe that business architecture is important, only slightly more than half have an active initiative. Architects report a strong belief that business architecture is more about the business than IT and are highly optimistic in their ability to create a business architecture but at the same time struggle with capturing business leaders' interest. This report provides a detailed look at where the practice of business architecture is today and makes recommendations on how to move business architecture forward.
    • Jeff Scott, Alex Cullen, Kimberly Naton (2011), The State of Business Architecture in 2011, Forrester Publication. (summary at forrester.com)

2012 edit

  • Many organizations are redesigning or reinventing their business models to make themselves more customer-focused and agile. However, Forrester's clients have recognized a growing gap between the organization's capability to manage change and the challenges of this change. To get all key stakeholders on board and show that your business architecture (BA) efforts all contribute toward a valuable goal, you need a well-defined, documented, and visible strategic plan for BA. This business architecture playbook report describes the need for a BA strategic plan and offers business-focused enterprise architecture leaders a step-by-step process for building and maintaining it. This report was ;
    • Gordon Barnett, Derek Miers with Alex Cullen, Alex Kramer. Develop A Stakeholder-Focused Business Architecture Strategy, Forrester research, originally published on October 24, 2012, update March 17, 2015. (Abstract at forrester.com)
  • The ontogenetic map of the process implies starting with a hypothetical business architecture and ending with an operational business model.
1. Define the idea of the business.
A) Emulate the business architecture in a model.
B) Define the unified field of the business.
C) Define the business model to be achieved.
Develop a “Japanese park” with the participants to confirm the model.
2) Define the hypothetical solutions that will be considered.
3) Define the fundamental diagnosis.
4) Define the technical analytical diagnosis.
5) Confirm the solutions that will be implemented.
Develop the Pilot Test I to confirm the diagnosis.
6) Define the hypothetical growth that can be achieved.
7) Define the maximal strategy to be developed in the business.
8) Define the minimum strategy that can ensure the growth to be achieved.
9)Confirm the growth to be achieved.
Develop the Pilot Test II to confirm the strategy to be used.
10) Make the final pilot test of the business model.
Consider that this integration provides the hypothesis for the detailed business architecture to define the business processes to manage the operation...
  • Business architecture is one of the domains of the Enterprise Architecture (EA) (Zachman 1996; Spewak 1992)...
    • Erman Erkan. Proceedings of the 3rd International Conference on Information Management and Evaluation. 2012. p. 137
  • Not long ago, I attempted to create a refined definition of “business architecture.” I felt compelled to do so because the definition that I found in the Business Architecture Guild’s BizBOK (Guide to the Business Architecture Body of Knowledge) defined the word “business architecture” in terms of an artifact (a thing). In my eyes, that "thing" already had a name, and creating a new name for an old thing, while forgetting the practice that creates part of it, seemed like a mistake.
    Literally, within minutes of posting a question on LinkedIn about my definition, I found that there had already been a raging debate about the definition of the term “Business Architecture.” (egg on my face). So I went through that other discussion and picked up the various definitions I found there. I also scanned the web looking for additional definitions, and found a few...
  • About Business Architecture
Against this backdrop of change, business architecture is maturing into a discipline in its own right, rising from the pool of inter-related practices that include business strategy, enterprise architecture, business portfolio planning and change management – to name but a few.
But what is business architecture? Ask ten architects and invariably you will get at least ten answers! It is different things to different people, although there is generally common ground about what it aims to achieve. There is no single agreed definition of business architecture, or any other architecture for that matter. We do not intend to offer yet another definition, although we do position ourselves to address this complex topic.
In this book, we view business architecture as a collection of assets, methods, processes and resources that all contribute towards enabling the goals of the organization. Of course, to existing practitioners there is more to it than that, and we address those details, including the purpose of business architecture, its value proposition and what the key assets of a business architecture look like.
  • Graham Meaden & Jonathan Whelan (2012) Business Architecture: A Practical Guide. p. 37 (section online)
  • Business architecture represents a clear move away from proprietary business consulting and planning methods that in the past have been characterized more art then science. In the ten years we have witnessed the emergence of a formal and open discipline that can truly be acknowledged as a specialized form of design. The evolution as business architecture into a discipline in its own right has been accelerated by its proponents, who aim to move it away from the IT-centric influences that are associated with enterprise architecture.
However, despite progress, there is no common framework to synergize the various concepts, standards and frameworks that exist for business architecture, and those that do exist are not always complementary. Therefore, in this chapter we provide a framework for business architecture that we believe at the very least covers the scope required to consider the architecture of a business.
  • Jonathan Whelan, ‎Graham Meaden (2012). Business Architecture: A Practical Guide, p. 107
  • Several definitions of business architecture exist... Each definition is valid, but no single definition is all-encompassing. In this book we aim to push the boundaries by exploring deeper into the discipline of business architecture, for example by addressing the non-deterministic, ‘living’ ecosystem that represents today’s organizations. We also focus considerably on the rationale for using it, and we deliberately take a business-centric perspective in order to shift the thinking away from the IT-centric views that have shaped the discipline to date.
Business architecture is not just for the global operatives; yes, the larger the organization, the more formal the manifestation of its architecture should be. But the ambitions and ideals of a business architecture should benefit all organizations, be they large or small, for-profit or not-for-profit, emerging or established. We must not lose sight of the fact that architecture is a means to an end, and for business architecture the end is the realization of the business vision. But in reality, we also need to consider the journey as well as the destination.
  • Graham Meaden & Jonathan Whelan (2012) Business Architecture: A Practical Guide. p. 175
  • Business architecture is a relatively new discipline, and like any new discipline, the risk of failure is high.
    • Graham Meaden & Jonathan Whelan (2012) Business Architecture: A Practical Guide. p. 175
  • The Business Architecture is a blueprint of the enterprise built using architectural disciplines to improve performance... The Business Architecture defines the enterprise value streams and their relationships to all external entities, other enterprise value streams, and the events that trigger instantiation. It is a definition of what the enterprise must produce to satisfy its customers, compete in a market, deal with its suppliers, sustain operations, and care for its employees.
    • Ralph Whittle, "Defining the term Business Architecture" at bainstitute.org,; as cited in: Malik (2012)

2013 edit

 
The ArchiMate framework defines a business layer, 2013.
  • Business architecture is a practice (or collection of practices) associated with business performance, strategy and structure. The business architect is expected to take responsibility for some set of stakeholder concerns, in collaboration with a number of related business and architectural roles, including
• business strategy planning, business change management, business analysis, etc.
• business operations, business excellence, etc.
• enterprise architecture, solution architecture, data/process architecture, systems architecture, etc.
Conventional accounts of business architecture are often framed within a particular agenda - especially an IT-driven agenda. Many enterprise architecture frameworks follow this agenda, and this affects how they describe business architecture and its relationship with other architectures (such as IT systems architecture). Indeed, business architecture is often seen as little more than a precursor to system architecture - an attempt to derive systems requirements.
  • Business architecture is principle-driven. A principle is an agreed upon truth that can guide one’s reasoning. The principle-driven approach offers practitioners a wide degree of latitude in the practice of establishing and leveraging business architecture. Each major section has a set of principles that guide actions associated with individual blueprints and related practice areas.
Core principles that apply to business architecture as a whole are listed below:
1. Business architecture is about the business.
2. Business architecture’s scope is the scope of the business.
3. Business architecture is not prescriptive.
4. Business architecture is iterative.
5. Business architecture is reusable.
6. Business architecture is not about the deliverables.
We emphasize that a principle-based approach to business architecture leaves practitioners with the option to employ a variety of methods, visualization techniques, tools, and governance concepts.
  • Pure-play organizations emerge to create business architecture “vortex”
    • Influencers: Academe, Various authors, Cutter, Forrester, Media, Gartner, IIR
    • Third-party vendors: Metastorm, IBM, Sparx, Troux, Mega, BrainstormCentral, Pega, BAI, BPMI, Progress
    • Communities of practice: Business Architecture Guild, Business Architecture Society, BAA, BizArchCommunity, BAA, IIBA, PMI, AOGEA
    • Standards-setting bodies: ISO, BPMN, OMG, MDA, BASIG, The Open Group, TOGAF, BPM/SOA, BEI
Influencers led followed by communities of practice and standards-setting bodies; vendors followed. Conflicting ideas provide opportunity to define the future of business architecture profession.

2014 edit

  • Today's shift in power to the customer puts new pressure on your strategic business technology (BT) decision-makers. BT strategy and investment decisions become more complex, because in addition to the typical factors of revenue, product and service, and operations, your decision-makers must also factor in how they will win, serve, and retain customers. Existing strategic decision-making practices too often occur in silos. Successful strategy-focused enterprise architects (EA) have embedded business architecture techniques in their strategic planning process and their decision-makers have gained greater confidence that they are making the right decisions to drive business success. This report was originally published on April 4, 2014
    • Gordon Barnett, Derek Miers with Alex Cullen, Alex Kramer. Build Confidence In Strategic Decision-Making With Business Architecture. April 4, 2014. Update March 12, 2015. (Abstract at forrester.com)

2015 edit

  • Over the past four years, business architecture has transitioned from a loosely set of defined concepts and theories to a robust discipline benefitting organizations worldwide. Business architecture today benefits from a well-formed foundation, formal framework and best practices spreading organically across a myriad of industries. As the discipline evolves, the Business Architecture Guild continues to pursue its mission to promote best practices and expand the business architecture knowledgebase. To that end, the Business Architecture Guild and OMG are presenting the 3rd annual Business Architecture Innovation Summit in Reston, VA on March 24-25, 2015.

On the origin of business architecture edit

  • The origin of the term ― Business Architect is derived from the longer history of the building architect whose competencies in design, communication and project oversight are recognized by the general population. Throughout the years, a business leader who launches a successful new company or designs a better way of going to market or accomplishing work is often referred to in business publications as the ― architect of the business.
Responsibility for the cross-organizational design of the business as a whole, the work of the Business Architect, has historically fallen to the CEO or their assignee, supported by generalist management consulting firms whose teams of MBAs work with corporate managers to transform strategy into new business configurations using the newest tools.
Important advances in this area borrowed from the operations discipline came in 1993 in the form of Michael Hammer and James Champy‘s book Reengineering the Corporation, which introduced tools for mapping and optimizing business activities using process modeling. The Balanced Scorecard developed by Robert Kaplan and David Norton at about the same time enabled the business to measure overall corporate success against goals on qualitative as a well as quantitative dimensions.
  • Paul Arthur Bodine and Jack Hilty. "Business Architecture: An Emerging Profession," at businessarchitectsassociation.org, Business Architects Association Institute. April 28, 2009. (online) : About the Evolution of Business Architecture
  • The arrival of Internet technologies like email, instant messaging and online data repositories in the mid-1990s opened up tremendous flexibilities in the ways co-workers could collaborate, while the new ability of buyers and sellers to interact in virtual space and transact online changed the traditional structure of businesses...
By the late 1990s, MBAs with advanced skills in Internet technologies began developing live business models for e-commerce websites in real-time. They used the development tools to both represent and build the business at the same time. The model became the business, and thousands were launched, allowing companies to access vast volumes of data and respond rapidly to changing market conditions
Although the term ― Architect had long been associated with designers, the term ― Business Architect first gained traction with the 2001 -2002 launch of DePaul University‘s Business Architecting course taught by Paul A. Bodine within its MBA program in Chicago. A Google search on ―Business Architect‖ at the time returned just 12 results... A Google search on ―Business Architect‖ in 2009 returns over 1 million listings.
This is just the beginning of a valuable and rapidly expanding profession. Today‘s Business Architects take a holistic view of the complete business representing all interests and engaging all expertise. They see the business organization as a constantly changing, dynamic organism that balances central planning with individual initiative to achieve its mission through the articulate implementation of its corporate strategy.
  • Paul Arthur Bodine and Jack Hilty. "Business Architecture: An Emerging Profession," at businessarchitectsassociation.org, Business Architects Association Institute. April 28, 2009. (online) : About the Evolution of Business Architecture
  • Real-world enterprises are inherently complex systems. To tackle this complexity a variety of proposals were developed in the 1980s and 1990s, and these proposals fell into two categories: (a) proposals that created generally applicable ‘blueprints’ (later to be called reference models, partial models, or ‘architectures of type 1’) so that the activities involved in the creation (or the change) of the enterprise could refer to such a common model (or set of models); (b) proposals which claimed that to be able to organise the creation, and later the change, of enterprises one needs to understand the life cycle of the enterprise and of its parts. These latter were the proposed ‘architectures of type 2’, or more intuitively ‘life cycle architectures’ (cf IFIP-IFAC Task Force, 1999). This second type of architecture was at the time called an ‘Enterprise Reference Architecture’. Several proposals emerged in those two decades – e.g. PERA (Williams 1994), CIMOSA (CIMOSA Association 1996), ARIS (Scheer 1999), GRAI-GIM (Doumeingts, 1987), and the IFIP-IFAC Task Force, based on a thorough review of these as well as their proposed generalisation (Bernus and Nemes, 1994) developed GERAM (IFIP-IFAC Task Force, 1999) which then became the basis of ISO15704:2000 “Industrial automation systems – Requirements for enterprise-reference architectures and methodologies”...
  • Architecture Frameworks have been used in many industries, including the domains of industrial automation / manufacturing / production management, business information systems (of various kinds), telecommunications and defence.
Part of the Enterprise Architecture practice is ‘enterprise engineering’ and the practice of ‘enterprise modelling’ (or just modelling) and complete AFs describe the scope of modelling (which later can be summaised as a Modelling Framework that is part of the AF).
  • ... Accordingly the GERAM architecture (Bernus, 149 Page 167.) covers not only the significant business architecture elements, but concentrates on the integration issues...
    • Fehér, Péter. "Integrating and Measuring Business and Technology Services in the Context of Enterprise Architecture." Business Enterprise, Process, and Technology Management: Models and Applications: Models and Applications (2012): 148.
  • Against this backdrop of change, business architecture is maturing into a discipline in its own right, rising from the pool of inter-related practices that include business strategy, enterprise architecture, business portfolio planning and change management – to name but a few.
    • Jonathan Whelan, ‎Graham Meaden (2012) Business Architecture: A Practical Guide. p. 2
  • A lot of material has been written about business architecture (by some definition), going back to The Principles of Scientific Management (1911) by Frederick Taylor. A lot of people talk about business architecture – at least going back to 1989, in my own experience, a US National Institute of Science and Technology research project, the origins of the FEA Framework and an early publication of my Framework (The Zachman Framework). A lot of people define business architecture differently (I know a lot of people who have a lot of different opinions and definitions for business architecture). Not too many people do business architecture, at least not in a comprehensive and definitive fashion (in my estimation). Clearly, the time has come for Business Architecture: A Practical Guide...
    • John A. Zachman "Foreword" in: Jonathan Whelan, ‎Graham Meaden (2012) Business Architecture: A Practical Guide. p. xv

Statistics & further analysis edit

Statistics of term: "Business architecture" 03.03.2015:

  • Google rate 472.000
  • Google books rate 15.600
  • Google Scholar rate 9.430

Literature edit

Books, entitled "Business architecture" edit

  • Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. Elsevier, 1999; 2th ed. 2005; 3th ed. 2011.
  • AWWA (American Water Works Association). The Utility Business Architecture: Designing and Change, 1997.
  • Jerry Cashin. E-commerce Success: Building a Global Business Architecture. CTR report, 1997.
  • AWWA (American Water Works Association). Performance Center Pilot Project: A Utility Business Architecture, 2001.
  • Robert Amar, ‎Don Benage, ‎G. A. Sullivan. NET E-business Architecture, 2001.
  • Fujimoto, T., A. Takeishi, and Y. Aoshima, eds. 2001. Business Architecture: Strategic Design of Products, Organizations, and Processes. (in Japanese).
  • Ralph Whittle, ‎Conrad B. Myrick. Enterprise Business Architecture: The Formal Link between Strategy and Results, 2004.
  • Jeff Scott (2008), Business Architecture’s Time Has Come, Forrester Publication.
  • Chris Reynolds. Introduction to Business Architecture, 2009.
  • Peter Belohlavek. Introduction to Unicist Business Architecture, 2011.
  • Diana Belohlavek. Ontogenetic Maps for Business Architecture, 2012.
  • Jonathan Whelan, ‎Graham Meaden. Business Architecture: A Practical Guide, 2012.

Articles, entitled "Business architecture" edit

1980s
1990s
  • Lee, Kenny. "Open Systems Technology and the Transformed Business Architecture-The Accounting Systems Perspective." PACIS 1993 Proceedings (1993): 26.
  • Varggas, Heliana C. "Searching for a Business Architecture." Artigo apresentado na Conferência Internacional Spatial Analysis In Environment-Behavior Studies. Nov./Dec., Eindhoven. 1995.
  • Krempel, Marcie. "Shared services: a new business architecture for Europe." Economist Intelligence Unit, 1998.
  • Cashin, Jerry. "E-commerce success: building a global business architecture." Computer Technology Research Corp., 1999.
  • Farbey, Barbara, and Anthony Finkelstein. "Exploiting software supply chain business architecture: a research agenda." (1999).
  • McDavid, Douglas W. "A standard for business architecture description." IBM Systems Journal 38.1 (1999): 12-31.
2000s
  • Koushik, Srinivas, and Pete Joodi. "E-business architecture design issues." IT Professional 2.3 (2000): 38-43.
  • Wolfenden, Paul, and David E. Welch. "Business architecture: a holistic approach to defining the organization necessary to deliver a strategy." Knowledge and Process Management 7.2 (2000): 97-106.
  • Clark, M. "Business Architecture for a Web Services Brokerage," Understanding the Business Context of Web Services. (2001).
  • Huang, Jeffrey. "Future space: A new blueprint for business architecture." Harvard Business Review 79.4 (2001): 149-158.
  • Chang, Jaegyong, Byounggu Choi, and Heeseok Lee. "An organizational memory for facilitating knowledge: an application to e-business architecture." Expert Systems with Applications 26.2 (2004): 203-215.
  • Pham, Truong Hoang. "The Competition and Evolution of Business Architecture: The Case of Vietnam’s Motorcycle Industry." Improving Industrial Policy Formulation. The Publishing House of Political Theory (2005): 235-266.
  • Huschens, Jürgen, and Marilies Rumpold-Preining. "IBM Insurance Application Architecture (IAA)—An overview of the Insurance Business Architecture." Handbook on Architectures of Information Systems. Springer Berlin Heidelberg, 2006. 669-692.
  • Sharp, C. E., and M. Rowe. "Online games and e-business: Architecture for integrating business models and services into online games." IBM Systems Journal 45.1 (2006): 161-179.
  • Versteeg, Gerrit, and Harry Bouwman. "Business architecture: A new paradigm to relate business strategy to ICT." Information Systems Frontiers 8.2 (2006): 91-102.
  • Nayak, Nitin, et al. "Core business architecture for a service-oriented enterprise." IBM Systems Journal 46.4 (2007): 723-742.
  • Glissman, Susanne, and Jorge Sanz. "A comparative review of business architecture." IBM Research Report, 2009.
  • Smolander, Kari, and Matti Rossi. "Conflicts, Compromises and Political Decisions: Methodological Challenges of Enterprise-Wide E-Business Architecture." Journal of Database Management (JDM) 19.1 (2008): 19-40.
  • Zhao, Liping, et al. "A pattern language for designing e-business architecture." Journal of Systems and Software 81.8 (2008): 1272-1287.
  • Kurpjuweit, Stephan, and Robert Winter. "Concern-oriented business architecture engineering." Proceedings of the 2009 ACM symposium on Applied Computing. ACM, 2009.
2010s
  • Doherty, K. "How business architecture renewal is changing IT at Statistics Canada." Meeting on the Management of Statistical Information Systems (MSIS 2010), Daejeon. 2010.
  • Ulrich, William, and Neal McWhorter. "Defining requirements for a business architecture standard." Version 7 (2010): 2-22.
  • Valtonen, Katariina, and Mauri Leppänen. "Business Architecture Development at Public Administration–Insights from Government EA Method Engineering Project in Finland." Information Systems Development. Springer US, 2010. 765-774.
  • Boyd, Lauren Becnel, et al. "The caBIG® life science business architecture model." Bioinformatics 27.10 (2011): 1429-1435.
  • Camstra, Astrea, and Robbert Renssen. "Standard process steps based on standard methods as part of the business architecture." Proceedings of the 58th World Statistical Congress (Session STS044): International Statistical Institute. 2011.
  • Glissman, Susanne, et al. "Systematic web data mining with business architecture to enhance business assessment services." SRII Global Conference (SRII), 2011 Annual. IEEE, 2011.
  • Harishankar, Ray, and S. Kevin Daley. "Actionable business architecture." Commerce and Enterprise Computing (CEC), 2011 IEEE 13th Conference on. IEEE, 2011.
  • Kudryavtsev, D., and L. Grigoriev. "The ontology-based business architecture engineering framework." Accepted paper for the 10th International Conference on Intelligent Software Methodologies, Tools and Techniques, Saint-Petersburg, Russia, September 28. Vol. 30. 2011.
  • Ramesh, R. "Using State Diagrams in Business Architecture." business architecture community website (2011).
  • Gromoff, Alexander, et al. "[http://webmail.fareastjournals.com/files/FEJPBV9N1P2.pdf Modern era in business architecture Design]." Far East Journal of Psychology and Business 9.2 (2012): 15-34. predatory open access
  • Gromoff, Alexander, et al. "Newer Approach to Create Flexible Business Architecture of Modern Enterprise." Global Journal of Flexible Systems Management 13.4 (2012): 207-215.'
  • Ren, Guang-Jie, and Susanne Glissmann. "Identifying information assets for open data: the role of business architecture and information quality." Commerce and Enterprise Computing (CEC), 2012 IEEE 14th International Conference on. IEEE, 2012.
  • Rouhani, Babak Darvish, and Sadegh Kharazmi. "Presenting new solution based on Business Architecture for Enterprise Architecture." International Journal of Computer Science Issues 9.3 (2012).
  • Falorsi, Piero Demetrio, et al. "A Business Architecture framework for industrialisation and standardisation in a modern National Statistical Institute." New Techniques and Technologies for Statistics (NTTS). 2013.
Remarks
  • The term E-Business Architecture pops up several times
  • Robert Winter pops up multiple times
  • Google Scholar rate 9.430. Results per decade:
    • 1980-89 : 57 times
    • 1990-99 : 312 times
    • 2000-09 : 4460 times
      • 2000 : 145
      • 2001 : 244
      • 2002 : 275
      • 2003 : 350
      • 2004 : 418
      • 2005 : 428
      • 2006 : 520
      • 2007 : 609
      • 2008 : 684
      • 2009 : 782
    • 2010-15 : 4230 times
      • 2010 : 870
      • 2011 : 859
      • 2012 : 786
      • 2013 : 897
      • 2014 : 758
      • 2015 : 105
  • Only articles that are cited at least one time are listed.

Patents edit

PhD theses edit

  • Cory, Joseph P. A business architecture for technology management. Diss. Union Institute, 1993; Republished 1996 by New York: McGraw-Hill.

Most cited works in the field edit

Works and Google Scholar rate, 04.03.2015:

  1. Eriksson, Hans-Erik, and Magnus Penker. Business modeling with UML: Business Patterns at Work, John Wiley & Sons, New York, USA (2000). - 1317
  2. Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. Elsevier, 1999; 2th ed. 2005; 3th ed. 2011. - 905
  3. Winter, Robert, and Ronny Fischer. "Essential layers, artifacts, and dependencies of enterprise architecture." Enterprise Distributed Object Computing Conference Workshops, 2006. EDOCW'06. 10th IEEE International. IEEE, 2006. - 311
  4. Österle, Hubert, Elgar Fleisch, and Rainer Alt. Business Networking-shaping collaboration between enterprises. Springer, 2001. - 188
  5. McDavid, Douglas W. "A standard for business architecture description." IBM Systems Journal 38.1 (1999): 12-31. - 106
  6. Versteeg, Gerrit, and Harry Bouwman. "Business architecture: A new paradigm to relate business strategy to ICT." Information Systems Frontiers 8.2 (2006): 91-102. - 98
  7. Wieringa, Roel J., et al. "Aligning application architecture to the business context." Advanced Information Systems Engineering. Springer Berlin Heidelberg, 2003. - 86
  8. Pereira, Carla Marques, and Pedro Sousa. "Enterprise architecture: business and IT alignment." Proceedings of the 2005 ACM symposium on Applied computing. ACM, 2005. - 78
  9. Aier, Ing Stephan, and Winter, Robert. "Virtual decoupling for IT/business alignment–conceptual foundations, architecture design and implementation example." Business & Information Systems Engineering 1.2 (2009): 150-163. - 54
  10. Winter, Robert, and Joachim Schelp. "Enterprise architecture governance: the need for a business-to-IT approach." Proceedings of the 2008 ACM symposium on Applied computing. ACM, 2008. - 48
Comment
  • Works in the field doesn't seem to be well cited. The 10 most cited sources in the field are cited in total 2381 times.

Organizations edit

Cooperations for Business architecture edit

Comment

Guitarte (2013) stated:

Pure-play organizations emerge to create business architecture “vortex”

  • Influencers: Academe, Various authors, Cutter, Forrester, Media, Gartner, IIR
  • Third-party vendors: Metastorm, IBM, Sparx, Troux, Mega, BrainstormCentral, Pega, BAI, BPMI, Progress
  • Communities of practice: Business Architecture Guild, Business Architecture Society, BAA, BizArchCommunity, BAA, IIBA, PMI, AOGEA
  • Standards-setting bodies: ISO, BPMN, OMG, MDA, BASIG, The Open Group, TOGAF, BPM/SOA, BEI

Influencers led followed by communities of practice and standards-setting bodies; vendors followed. Conflicting ideas provide opportunity to define the future of business architecture profession.
(Source : Andrew Guitarte, "Business Architecture Trends & Methods," 2013.)

Business architecture at Universities edit

  • Professor of Business Architecture : None
  • Adjunct Professor of Business Architecture :
    • Paul Arthur Bodine, Adjunct Professor of Business Architecture in the MBA Program DePaul University since September 2001
  • Assistant Professor of Business Architecture :
  • Departments of Business Architecture :
  • Research institutes :

Methodology edit

Key concepts under debate?
  • Is business architecture a discipline, or not?
Notable business architecture frameworks?
Notable enterprise architecture frameworks with business architecture?
Methods for developing business architecture?
Interesting example (in PD sources)
  • What about Business architecture in us.gov?

"Business architecture" in Wikipedia edit

Business architecture lemma on Wikipedia edit

Contents [hide]
1 Business Architecture
1.1 Definition
1.2 Position of the concept “Business Architecture” towards the TOGAF framework
1.3 Business Strategy
1.4 References

Concurrent concepts edit

There is a complex of concurrent concepts around business architecture. A first indication:

Business
Enterprise
Information
Organization
And more

See also edit

External links modified edit

Latest comment: 6 years ago1 comment1 person in discussion

Hello fellow Wikipedians,

I have just modified 2 external links on History of business architecture. Please take a moment to review my edit. If you have any questions, or need the bot to ignore the links, or the page altogether, please visit this simple FaQ for additional information. I made the following changes:

When you have finished reviewing my changes, you may follow the instructions on the template below to fix any issues with the URLs.

This message was posted before February 2018. After February 2018, "External links modified" talk page sections are no longer generated or monitored by InternetArchiveBot. No special action is required regarding these talk page notices, other than regular verification using the archive tool instructions below. Editors have permission to delete these "External links modified" talk page sections if they want to de-clutter talk pages, but see the RfC before doing mass systematic removals. This message is updated dynamically through the template {{source check}} (last update: 18 January 2022).

  • If you have discovered URLs which were erroneously considered dead by the bot, you can report them with this tool.
  • If you found an error with any archives or the URLs themselves, you can fix them with this tool.

Cheers.—InternetArchiveBot (Report bug) 01:31, 5 November 2017 (UTC)Reply

Add topic
Retrieved from "https://en.wikipedia.org/w/index.php?title=Talk:History_of_business_architecture&oldid=1205218437"