This is the second in the series on Architecting Your Business (see Part 1). In Part 1, I introduced the concept of a Biz Arch Cartography to model a series of maps. In Part 2 (and subsequent articles), I will explore each map in a bit more detail to outline the kind of data we may want to capture and discuss alignment with existing infrastructure (repositories, systems, artifacts, content, and processes). The focus of Part 2 is to introduce a dashboard that incorporates the data from the Biz Arch Model to optimize decision making, visualize cause & effect (impact) from changes (internal or external), and improve investment planning for driving growth, innovation, and value for stakeholders.
A key component for this dashboard is a harmonized set of models used to guide analytics, metrics, and reports to provide a 360° view of change and the impacts on the business. I'll refer to these set of models as a "Modeling Layer" in the design of the underlying framework used to support the dashboard. Think of the Modeling Layer as combination of models and analytic components, which can be used (and reused) to build an organic analytic capability. Here's a snapshot depicting the framework (see below):
The above framework is not too different than many that have already been introduced in organizations. The primary differences include the inclusion of a Biz Architecture topology that floats above the existing infrastructure and leverages the existing investments in people, processes, and technologies. The other differentiator is the ability to design analytics around domain specific boundaries, which will be explored in greater detail later in this series. The key takeaway from this new architecture structure around domains is the ability to design and build analytics using an organic process (as needed, where needed) versus the big bang approach or one the requires constant refactoring.
Additional advantages of this framework is the positioning of ML & AI within the design to optimize pattern discovery and improve learning as more scenarios are introduced into the Biz Arch Cartographic model (more on the Scenario Map later in this series). For now, I'll focus on positioning the Biz Arch into a larger information framework (see above) that provides the kinds of visuals and insights commonly used (and/or desired) by business SMEs and decision makers to optimize decision making. The visual below provides an overview for this enterprise dashboard, but is not limited to initial set of design constructs.
The design constructs showed in the visual are only a subset and will vary across organizations. The dashboard components in Orange represent the common analysis used to evaluate portfolios of change. These are only a starting point, since the analysis can reach any point in an organization as impact flows horizontally and vertically and the end 2 3 end analysis improves organically (as the business is able to extend the breadth and depth of analysis around impact across all of its domains).