GC.BizWG Business Architecture Survey Results
This survey presents insights into business architecture practices within various government departments, including positions held, department structures, and the utilization of business architecture concepts. It highlights the duration of business architecture units, their scope within departments, and the use of key concepts in enterprise architecture practices.
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GC BizWG GC Business Architecture WG Survey Results January 31, 2022 1
Responses 11/16 Departments 69% CBSA CIHR CPC CSC DFO DND EDC ESDC GAC HC IRCC JUS NRC PSPC SSC TBS
Question 1 What is your current position? Enterprise Architect 8 Business Architect 5 Other: 1 Product Manager 0 Business Analyst 0 Domain Architect: IT / Solution / Application / System / Data / Software Architect 0
Question 2 Does your department have a specific business architecture unit(s)? YES 6 NO 4 IDK 1 Structure Example 6 employees (a mix IT and Border Services) and 5 consultants BA service for specific projects only 1 employee and 1 consultant Director-led BA team under Transformation Management (outside of IT org) 2 employee run the BA practice in a federated EA model with a dotted line relation to the EA program. 2 employees with 1 consultant under EA team (in IT org) Provide Business Architecture services without dedicated team
Question 3 How long (# years) has your department had a business architecture unit(s)? CBSA 10-15 years CIHR 3 years CSC Less 1 year DFO CPM Team in 13 years EDC 6-7 years ESDC 12 years (6 years outside of IT) GAC 4 years PSPC 1 year (for unit) SSC 2 years
Question 4 What is the scope of your business architecture practice within your department? Please select one a strategic transformation governance at the departmental level. There are frequent interactions with all business areas. 3 a strategic transformation governance at the departmental level. There are frequent interactions with some business areas. 1 the IT branch/unit. There are frequent interactions with all business areas. 2 the IT branch/unit. There are frequent interactions with some business areas. 6 the IT branch/unit. There is rarely interaction with other business areas. 0
Question 5 What business architecture concepts are used within your enterprise architecture practice. Initiative / Roadmap / Program / Portfolio / Project Mapping 10 Business Strategies (Goals) / Tactics (Objectives) / Business Motivation Model 9 Organization Mapping 8 GC Business Capability Mapping 7 GC Policy Mapping 7 Value Propositions / Products / Services 7 Department Business Capability Mapping 6 Business Model Canvas 6 Functional Business Capability Mapping (example Finance BCM, Real Property BCM) 5 Department Policy Mapping 5 Value Streams / Customer Journey Mapping 5 Information Mapping 5
Question 5 What business architecture concepts are used within your enterprise architecture practice. (cont.) Other Architecture traceability (not just mapping the different elements, but connecting them together; we also work on application architecture and solution architecture within my team. Other business data model business event business services + related canvas business information object Departmental Programs + KPIs actor and role catalogs Business Process and Mapping to Solution Components Integrated Logic Map business architecture metamodel Risk Modeling program service alignment model Business Process Mapping/Modeling and related canvas (BPMN) program logic model
Question 6 What business architecture services do you offer? Impact analysis of all transformation initiatives, alignment with governed enterprise architecture, assistance in architecture governance (CBSA ARB and GC EARB), BPM discovery and documentation, repository and interrelation between all business artefacts Project specific focus, work comprehensively across the architecture stack, focused on understanding our organization architecture, in order to bring in new solutions, and integrate them appropriately Business capability models. Input into MAF and strategic planning. Liaison between the client and the department s IT side. Projects start as business intakes and go through regular governance that involves work on all architectural layers. Initiative Framing Enterprise Problem Solving Transformation Outcome definition Enterprise Transformation planning support for strategy development, blueprinting, and road-mapping. Advisory services to business lines and project/programme teams to develop enterprise-level strategic alignment and model business needs and impacts through BA blueprints Governance support for investment management and project EA Review (departmental and GoC) providing assessment of strategic alignment, business architecture impacts and enterprise-level insights.
Question 6 (continued) What business architecture services do you offer? Program/Initiative specific guidance and reviews Service decomposition to enable digital evolution Departmentally adapted BCM Running PoC for capturing Bus Arch constructs in QualiWare (eg, business processes) Capability-based artefact in the first stage of the project lifecycle, for the major projects Models and high level process flows such as value streams describing the overall current state of their organization, how mandates, enabling legislations, policies relate to Business & Service delivery capabilities, what issues negatively impacts achieving sought after outcomes and results. Demonstrate how their business issues can be solved, defined Investment Proposals and obtain approval to realize the sought-after benefits. Provide information to support the Digital Investment Proposals Service GC business capability mapping service to functional capabilities. Map functional capabilities to the following: o solution components o infrastructure pieces and technical requirements o business process o business requirements Advisory and oversight services to departmental partners in support of GC EARB reviews. Works with the GC EA community to define the future digital target state architecture (and constituent components) and EA framework criteria Community building and collaboration across the GC EA practice. Note: this is distinct from the corporate EA function within TBS, which is more focused on the tools, applications, platforms and digital services that are used by TBS employees.
Question 7 Is business architecture involved in the planning of initiatives, roadmaps, programs, portfolios, and/or projects? YES 8 NO 3 Does business architecture participate in deciding in the prioritization of initiatives (projects)? YES 5 NO 3 Are business capabilities used in determining the project priorities? YES 3 NO 4
Question 8 Is there a mechanism to evaluate the business architecture practice? No. The practice is not evaluated. 7 Somewhat. The practice is evaluated using an informal qualitative method occasionally. 3 Yes. Evaluated using a financial measurements and/or a satisfaction survey mechanism at regular intervals. 1 I don t know 0
Question 9 What would you say is your top priority for the business architecture team within your department? Providing transformation impact assessment for all business initiatives through our integration into the Project Management Framework (assessment of what is changing and a mandatory documentation of affected business processes) We are also identifying impacted information objects and corresponding flows. Identification of complexity. Sensitizing the agencies in the larger context to architecture, and it s importance in priority setting. Establish a current enterprise business architecture, then a target state business architecture, program maturity, greater influence in strategic and operational planning. Key member of determining project priority and initiative. Offering our stakeholder real value proposition to position our business architecture and EA unit as a key member of strategic transformation governance at the departmental level. Reaching a business architecture maturity level to determine common capabilities to drive investment decisions and solution space. Self-service by various stakeholder groups. Supporting horizontal execution of departmental strategies through clear understanding of the WHY (motivation and strategic direction) and WHAT (capability, value, information, and organization impacts). Establish the Enterprise Business Architecture practice (resources, delivery model, etc.) and framework Service decomposition of GAC programs Enable a horizontal/enterprise lens & assessment of business strategies and investments
Question 10 What would you say is your top priority for the business architecture WG that may help you/your department? Establishment and promotion of a business architecture framework common to all GC departments, typically including : Legs/Regs, Programs, Services, Business capabilities, high level business processes, organizational context. Maybe include a MAF question to promote the BA practice in alignment with the Policy/Directive on Service and Digital. A more coordinated approach from the GC to architecture, and making contacts with others for sharing of information, and best practices, and to collaborate at solving some of the challenges that we all face. Strategies, tools, artifacts, practices or examples to follow. Narrow the gap between operational level and strategic goals and objective of the organisation. Understanding the capabilities of the organisation and policies. Stakeholder buy in to business architecture deliverables and process. Common capabilities that benefit the different specifics of our clients Departmental capability mapping and understanding how to map needs to BCM. Determining practical ways of using the Business Capability model, among other business architecture concepts, to bridge the void between the business space and solution space. Learning from other departments frameworks, tools, and translation of business needs to solution space. Better understanding of the evolution of GC s recommended architectural standards and technological direction. (ex: Case Management GC Case to Power Apps)
Question 10 (continued) What would you say is your top priority for the business architecture WG that may help you/your department? Benchmark the adoption of the business architecture against other government departments Align our approach with the GoC community to the extent possible and practical. To share experiences with, and learn from with other departments to mature and standardize the practice in the GoC, and improve it within my department. Enterprise Business Architecture practice approach and framework (charter, BA services, etc.) Help with identifying and using QualiWare views/templates for Bus. Arch. (i.e., lessons learned) Agree on a consistent approach to identify common needs/horizontal opportunities across Branches and Departments Reference models from other departments Sharing lessons learned Networking with likeminded individual business process map from other departments so we don t have to start from scratch Share best practices, work show case Building on the BCM to define an expanded, consistent set of reusable business architecture tools that will help project/product teams confirm clear business requirements for successful implementations, e.g. customer journey maps, user stories, use cases, etc.
Last question What did we forget to ask? How does business architecture relate to the other architecture domains (information/data/privacy, application, technology and security) and why is it important? That question is important as most of GC departmental EA programs just deal with IT architecture. Does Bus Arch Being Within The IM/IT Org Cause Efficiency Issues Or Conflicts Of Interest? How Many Resources Does Each Bus Arch unit have? ( we only have 2 FTE s dedicated to Bus Arch) How mature do you feel your Bus Arch practice is at your Department, on a scale of 1-10 or 1-5? How much of a priority is Business Architecture within your Department? How big is the Enterprise and Business Architecture team(s) vs the size of the Department and IT group. (In our case, a team of 4 EA, with business architecture role, for approx. 12000 employees, including approx. 500 IT staff.) What are some of the typical business architecture artefacts produced by Business architecture teams? I d also be interested in discussing and establishing a set of business architecture use cases that would each include: value proposition; outcomes and benefits; target audience; business architecture concepts that would be part of delivering the value to those stakeholders Question 5 should include (1) Risk Modeling, (2) Business Process Mapping/Modeling
Discussion on Question 10 What would you say is your top priority for the business architecture WG that may help you/your department? All aspects are important You have time and money to do 1 Which 1? 00. Value Proposition 1. Benchmarking Narrow the gap between operational level and strategic goals 2. Linkages to GC Service inventory Making contacts Consistent set of reusable business architecture tools Collaborate 0. BA framework Sharing of information Strategies, tools, artifacts, practices or examples WHAT are the value streams for the GC How to map needs to BCM Coordinated approach 4 3 Best practices Stakeholder buy in 2 Include in MAF Consistent approach to identify common needs/horizontal opportunities Mature and standardize 1 Help with identifying and using QualiWare Next Steps 17
Ideas for next steps 1. 1. STARTING POINT look at EA Framework for BizA map out from there (Kevin) Min Viable BA practice answer the 5 W s -- answer then iterate what will it take to make the GC work THE best (Steven) Why For whom Where When Then how Base on what works today for MINIMAL implementation 2 page business canvas (PSPC) 2. Bus Arch current state assessment (Steven HC) 3. Aspirational directions planned opportunities that could be leveraged too ident common opportunities (Kevin) 4. Would it be pertinent to start with what departments are doing (all different, all different maturities, etc. ) or maybe what EBA "should be" that we can then compare a target state/ideal configuration to our current state of affairs? (James) 5. Need to orchestrate the content (Bruno) keep it relevant -- BA Framework (what might be the minimum element of what should be the artifacts that each GC org should consider using) 6. Service inventory linkages/explore how to organize services + capabilities mapping out both int and ext services too (Lee GAC). 7. HOW to demonstrate the VALUE of BizA to Sr mgt what is your sales pitch deck share on wiki ? (better define the value statement) CBSA offered to deliver an overview session at our next meeting (FEB 21, 2022) ESDC meeting after that 18
BizArch WG Members Recipients Adam.Eikenberry@NSERC-CRSNG.GC.CA; Adam.Eikenberry@cihr-irsc.gc.ca; adam.kulakowski@servicecanada.gc.ca; adandrea@edc.ca; Allison.Burke@tbs-sct.gc.ca; Anne.Beausoleil@tpsgc-pwgsc.gc.ca; Bomi.Lee@international.gc.ca; Bruno.Ouellet@cbsa-asfc.gc.ca; Chau.Pham@tpsgc-pwgsc.gc.ca; Claude.Vallee@ssc-spc.gc.ca; Flora.Kenari@tpsgc-pwgsc.gc.ca; Francois.Couillard@international.gc.ca; Gita.Nurlaila@tbs-sct.gc.ca; IanWayne.Mingo@tpsgc-pwgsc.gc.ca; james.cameron@csc-scc.gc.ca; Jocelyn.Jones@nrc-cnrc.gc.ca; johanne.bottrill@tpsgc-pwgsc.gc.ca; Jean-Patrick.Medor@tpsgc-pwgsc.gc.ca; jeffrey.parenteau@international.gc.ca; JSniadkowska@edc.ca; Karim.Brahiti@forces.gc.ca; Kareim.Elattar@dfo-mpo.gc.ca; kevin.herman@hrsdc-rhdcc.gc.ca; LEONARD.FLEISCHER@forces.gc.ca; lily.au@ssc-spc.gc.ca; Maisha.Abdullah@tbs-sct.gc.ca; Marius.Coovi@tpsgc-pwgsc.gc.ca; Nancy.Roberge@tbs-sct.gc.ca; Paul.Middleton@cic.gc.ca; Ron.Warren@cbsa-asfc.gc.ca; shahab.khan@hc-sc.gc.ca; steven.bednikoff@hc-sc.gc.ca; thomas.gohard@justice.gc.ca; Viviane.Guenette@tpsgc-pwgsc.gc.ca; 19
