Here are what I firmly believe are three basic principles for business architecture. To me they are just common sense, but they are certainly not so common in prevailing industry practices.1. Business architecture should be of, by and for the business. (Otherwise, why add the modifier “business”?!). Our rule of thumb is that if business people don’t use a methodology term naturally, then it has no place in *business* architecture. Ever hear a business person use the term “business use case” or simply “use case” without prompting from IT?! The technique is an obvious misfit for *business* architecture. This is simply a case of IT trying to elevate its own tools to a problem it frankly often doesn’t understand.2. The blueprinting techniques used for business architecture should apply exactly the same no matter how wide the scope – project, business process, whole business, whole supply chain, etc. These are all business problems (first), just sitting in different ecosystems. Also, it should make no difference whether automation is anticipated or not. (Actually, running business operations by hand may be harder in some respects than if automated. Anyway, systems do sometimes go down.) If a blueprinting approach fails in these regards, it’s not about *business* architecture.3. A major shortcoming in most current approaches is the absence of attention to specifying semantics and knowledge. These need not be interpreted as anything arcane – they’re not. Basically, ‘semantics and knowledge’ simply means defining business vocabulary – words – in an organized manner, and practicable rules to run the business by. Now what business person hasn’t heard of “words”, “definitions”, and “rules”?! Yet traditional IT methods treat them as alien (or not at all). In a day and age of IBM Watson, how could such practices not be seen as archaic?!~~~~~~~~~ P.S. Yes, such blueprinting techniques for business architecture do exist, and we practice them – in-depth – all the time with our clients. This is what our book Building Business Solutions: Business Analysis with Business Rules (http://www.brsolutions.com/b_building_business_solutions.php) is all about, as well as our on-line training based on it (http://www.attainingedge.com/online-training-business-analysis-with-business-rules.php).www.BRSolutions.com
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.
“A great class that explains the importance of business rules in today’s work place.”
Christopher – McKesson
“Sessions flow together well and build upon the concepts for the series which makes the learning easy and better retention.
The instructor is knowledgeable and very attentive to the audience given the range of attendees skill and knowledge of the subject at hand. I enjoy her training sessions.”
Deborah – American Family Insurance
“I found the course interesting and will be helpful.
I like the pragmatic reality you discuss, while a rule tool would be great, recognizing many people will use Word/Excel to capture them helps. We can’t jump from crazy to perfect in one leap!
Use of the polls is also great. Helps see how everyone else is doing (we are not alone), and helps us think about our current state.”
Trevor – Investors Group
“We actively use the BRS business-side techniques and train our business analysts in the approach. The techniques bring clarity between our BAs & customers, plus more robust requirements for our development teams. We’ve seen tremendous value.”
Jeanine Bradley – Railinc
“Your work has been one of the foundations of my success in our shared passion for data integration. It has had a huge impact on innumerable people!”