Sitting between the Governance Management Framework and operating models, a business architecture is the first layer of blueprint and representation of how the parts of an organisation join up. It is a framework so that what happens operationally in functional layers, is consistent and yet agile. Maintaining flexibility is important otherwise an organisation ossifies or worse, can lose its strategic direction. BAF’s come in many shapes and sizes, from the superficial to the most detailed, critically it helps to resolve strategic challenges before they impact the rest of the business. BAF’s are not cat in stone here, they can architect an enterprise in any way that works for the executive, as long as everyone understands why its as it is, that works. For example, an Information Systems Management System (ISMS) can be set out in the BAF, or in an operating model. Some of the benefits of having a BAF with or without a GMF are:

  • A Business Architecture Framework (BAF) normalises to bring consistency, journey, repeatability, quick wins, and cost control.
  • For success the BAF must be systemic to all areas of the business – gradually embedded.
  • The BAF and TOM(S) must be dynamic and roll with the business and track gradual changes and local adaptations.
  • BAF must be method and tool agnostic, uses our own or anyone else’s pet methods or tools.
  • Using the BAF must be straightforward and help operational people to use and bring value/participate.
  • BAF needs a kick-start by a small team and then self-ownership of the blueprint.
  • The BAF must enable interrogation of the complexity – drill-down and drill-up on demand.
  • The BAF must synthesise everything to seven core factors or paths.
  • The BAF management platform must have in-built simulation – try before you buy.
  • Decision making must be in-built to assure consistency of choices along the journey.

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