Business Architecture – Techniques and Deliverables

USD 2,200.00

Faculty Instructors: Graham McLeod

Five-day course. It is designed for business analysts, enterprise architects and strategists who are actively involved in modeling, analysing and shaping the future of businesses and their strategic use of Information and Communication Technologies. Skills focused, rather than methodology focused, this course will expose you to leading techniques and ways of presenting models and results of analyses. Register for this course.

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Course Information

Course Overview

This course is designed for business analysts, enterprise architects and strategists who are actively involved in modeling, analysing and shaping the future of businesses and their strategic use of Information and Communication Technologies. Skills focused, rather than methodology focused, this course will expose you to leading techniques and ways of presenting models and results of analyses.

This course draws on 25+ years experience in business and academia as well as industry best practice to deliver a valuable set of tools to equip business architects.

Drawing on strategic planning, enterprise architectures, design concepts, organisation design, learning organisations, empirical enterprise architecture research and other disciplines, this course provides a set of techniques to assist the business architect in understanding the context, challenges, opportunities, risk and strategic options of an enterprise and fashioning a coherent architecture and plan to realise the organisation’s vision.

TOGAF might give you the roadmap, this teaches you how to drive.

At A Glance

1. The scope, content and contribution of Enterprise Architecture
2. The scope, content, positioning and contribution of Business Architecture
3. Design thinking
4. Open innovation
5. Industry developments, available methods, techniques and notations
6. Motivation (Drivers, vision, goals, objectives; Risk and opportunities; SWOT; Balanced Scorecard extended.)
7. Understanding the Context and the Scope (Context and stakeholder analysis; Value chain and value network analysis)
8. Understanding the interaction and value exchange (Customers, markets and brands; Products and Services; Channels and Interfaces; Customer Experience; Value Engineering.)
9. Understanding the Dynamics (Core operating models; Business events, services, functions, processes, capabilities; Business models; Change and agility; Optimisation and efficiency.)
10. The Human, Political and Fiscal Dimensions (Organisation structures and models; Analysing politics and agendas; Costs and investment; Risk and governance.)
11. The Information Dimension (Business Object Domain Modelling; Meta Data; Content Architecture; Big Data: Open Data.)
12. Initiatives and Portfolios (Selection; Prioritisation; Milestone Charts.)
13. Marketing and Communication
14. Facilitation


Rich use of examples and selected short videos will be used to stimulate thinking beyond the norm. You will be connected to sources of information for ongoing enrichment. Case study work in small teams will allow candidates to perform analysis and come up with architectures and strategies.

Teams will compete and learn from each other before experiencing another facet of the challenge. This course stresses holistic consideration and the interplay of many facets that affect the outcome of an architecture.

What makes this course different?

While some other courses teach an approach to business architecture, this course will teach you how. It will equip you with skills and techniques to deliver results and leverage powerful concepts, models, techniques and analyses to make better decisions, take advantage of opportunities and minimise risk.


06 – 10 Aug | Kuala Lumpur, Malaysia

Day One Morning

Introduction to Business Architecture and Enterprise Architecture Frameworks, Models, Meta Models and Notation;
Scope and Position in Organisation.

Day One Afternoon

Stages of Maturity, EA as Strategy;
Big Picture of Business Architecture;
Current Business Status, Operating Models.

Day Two Morning

Business Context;
Motivation for Change;
Vision, What is Possible.

Day Two Afternoon

Stakeholders, Value Chains, Value Networks, ORGI’s;
Business Events and Business Processes;
Growth, Red and Blue Ocean.

Day Three Morning

Markets, Customer Types, Channels;
Mission, Goals, Objectives.

Day Three Afternoon

Product and Services;
Selling Proposition;
Design Thinking and Innovation.

Day Four Morning

Process Perspective;

Day Four Afternoon

SOA and Outsourcing Capabilities;
Business Rules.

Day Five Morning

Gaps and Requirements;
Information – Domain Model;
Communications Architecture;

Day Five Afternoon

Work Packages and Capabilities;

Course Materials

You will be provided with high quality notes, links to media and references to pursue further investigation. An electronic copy of the book, Enterprise Architecture as Strategy by Jeanne Ross, Peter Weill and David Robertson will be provided.

Target Audience

1. Designed for senior business analysts, enterprise architects, strategists,
business architects and senior line management who are, or who will become, actively involved in modelling, analysing and shaping the future of businesses and their strategic use of ICT.

2. Also includes innovation focused business leaders, change managers and
potentially, programme and portfolio managers.


There are no absolute or formal prerequisites to attend this course. A graduate with business or IT/Project experience may be able to cope but will need to work hard.

Important Note

This course is brought to you in partnership with Inspired and Graham McLeod.

Business meeting image courtesy

Why do this course? What will it help you to do?

1. Perform the analyses, design and decision making activities.

2. Analyse alternatives, considering all options including:
 Context analysis, Stakeholder analysis and Value chain/network analysis;
 Process architecture;
 Product and service architecture;
 Operating models;
 Service design;
 Information design at the conceptual level, taking full advantage of current and emerging technologies, innovation, systems thinking and design thinking;
 Understanding shifts in how society and business are leveraging technology to produce new and disruptive business models.

3. Seeing the big picture, with an organisation in its social, societal, industry, geographic, legal and competitive context. Integrating the dimensions of strategy, business, information systems, information and technology.

4. More than just teaching an approach or method to Business Architecture, it is a deep dive into techniques and deliverables. You get a toolkit which as a Business Architect, you can use to devise an appropriate approach to your situation and requirements in a given industry and context. It teaches you how to …
 understand stakeholders and your interaction with them;
 understand value chains and networks;
 understand the product and service offerings, their life cycle, their strategic advantages and weaknesses;
 understand how technology is changing and how it is changing business;
 understand how you can innovate in business models, products, services, customer engagement;
 understand organisation structures and recommend innovative models;
 understand and re-engineer business processes;
 understand and use design thinking and systems thinking;
 create operating models and align business, strategy and IT;
 design capabilities and design a change programme;
 link functions, process, services and capabilities;
 foster innovation; and
 transform user experience and engagement.

I’ve done TOGAF® and been in EA practice for 5 – 6 years now. How will this course help me?

The Business Architecture course is more in depth than TOGAF®, specifically in terms of techniques. TOGAF® typically teaches the what but does not go into the how. TOGAF® gives you a road map but Techniques and Deliverables of Business Architecture teaches you how to drive. Unlike the TOGAF® course, here you will learn:
 the various techniques and deliverables that a business architect uses to fully understand the context in which a business operates, the value chains in which it participates and how it engages with the world and how it is structured internally;
 elements that TOGAF® does not cover such as product and service positioning as well as architecture. Also, operating models and how the business strategy and IT are aligned to support it;
 you have elements of digital disruption and how you can exploit this to your advantage;
 there are also more topics that are business-related including :
o Operating Model, Product and Services;
o Competition, Design Thinking and Innovation;
o Digital Disruption and concepts such as Second Machine Age, Blue Ocean Strategy and many traditional techniques like Porter, CSFs and Ansoff.

In short, a typical TOGAF® course might spend half to a full day on Business Architecture. Here, you will spend four and a half days on it – it is intense.

Why focus on Business Architecture? How is this more relevant than other EA courses?

Architecture is increasingly seen as the structured way in which businesses can address transformation enabled by technology. Business Architecture, as we teach it, takes into account the context of the organisation (society, legal, business and competition, technology, politics, etc) so that the strategy devised is not inward looking but competent to drive the organisation in the real world. We look at the holistic picture of the organisation in its context and how it is structured to take advantage of its capabilities including expertise, resources, products, services, human resources, alliances etc.

We ensure that business and IT are highly aligned and complementary in addressing the necessary changes and articulating them properly into the programme and project environment. In short, we are designing a desirable future for the business, not just IT.

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