Empulsys BV.
<Project Name>
Business Architecture Document
Version <1.0>
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Table of Contents
7.1 Remuneration and Incentives
7.2 Cultural Aspects
7.3 Competencies
Business Architecture Document
[The introduction of the Business Architecture Document provides an overview of the entire Business Architecture Document. It needs to include the purpose, scope, definitions, acronyms, abbreviations, references and overview of the Business Architecture Document.]
This document provides a comprehensive architectural overview of the business, using a number of different architectural views to depict different aspects of the business. It is intended to capture and convey the significant architectural decisions which have been made on the business.
[This section defines the purpose of the Business Architecture Document, in the overall project documentation, and briefly describes the structure of the document. The specific audiences for the document should be identified, with an indication of how they are expected to use the document.]
[A brief description of what the Business Architecture Document applies to; what is affected or influenced by this document.]
[This subsection provides the definitions of all terms, acronyms, and abbreviations required to properly interpret the Business Architecture Document. This information may be provided by reference to the project's Business Glossary. Include the operational definitions of business architecture, and application architecture and technical architecture if applicable.]
[This subsection provides a complete list of all documents referenced elsewhere in the Business Architecture Document. Identify each document by title, report number if applicable, date, and publishing organization. Specify the sources from which the references can be obtained. This information may be provided by reference to an appendix or to another document.]
[This subsection describes what the rest of the Business Architecture Document contains and explains how the Business Architecture Document is organized.]
[This section describes what business architecture is for the current business, and how it is represented. Describe the views that will be used to represent the architecture and indicate which stakeholders each view is applicable to. Also describe what types of model elements each view contains.]
[This section describes the forces within the business and its environment that shape the business architecture. These are very important for bounding architectural decisions and understanding the consequences of those decisions. Architectural drivers can be classified into architectural goals, which define a desire, and architectural constraints, which imply mandatory compliance to a particular condition.]
[This view defines the markets the business operates in, the current or expected trends and changes in these markets (such as growth or competition), targeted customer profiles and the products and/or services the business offers to its customers (value proposition).]
[This section lists business use cases or business scenarios from the business use-case model if they represent some significant, central capability of the final business, or if they have a large architectural coverage they exercise many architectural elements or if they stress or illustrate a specific, delicate point of the business architecture. This view is mandatory.]
[This section shows the business in the context of its environment, including partners and suppliers. Use a business context diagram - showing the business actors and the layers in the business architecture they interact with.]
[This section shows the architecturally significant business use cases. Include a diagram showing these business use cases in relation to the business actors and provide the description and flow of events of each of the business use cases. Architecturally significant business use cases are those business use cases that provide broad functional coverage and/or exercise a critical part of the business. Core business use cases typically provide broad coverage.]
[This view describes the structure of the organization and the manner in which business processes are performed. The architecturally significant parts of the organization are described. This view is mandatory.]
[This section provide an overview of the high-level structure of the organization into business systems and the roles and responsibilities of and within these units.]
[This section illustrates how the organization performs the architecturally significant business use cases by showing how business systems and business workers and entities interact. These business use case realizations provide a mapping between the business use cases and the organization structure.]
[This section describes general patterns of interaction within the business. These can be used to describe generic or reusable processes (or sub-processes) that are performed in many different parts of the organization or under different circumstances. These patterns can be used to show, for example, how a request for a generic resource is submitted and processed.]
[This view describes the architecturally significant human resource aspects of the business. Remuneration and incentives, corporate culture and competencies are described. This view is optional.]
[This section identifies the major remuneration bracket (salary scales) and describes the incentive mechanisms for rewarding above average performance. This aspect of the human resource view is useful for re-aligning the remuneration and incentives policy in order to stimulate organizational change.]
[This section describes the major cultural characteristics of the organization and the mechanisms for encouraging and enforcing these cultural characteristics. For example, in an organization where teamwork and initiative are considered important aspects of the culture, an annual inter-team volleyball competition and a monthly prize for the best initiative would be mechanisms that enforce these cultural aspects.]
[This section describes the competency profiles within the organization, in terms of skills, experience, attitude and motivation. These profiles can be used to ensure that the skills required by the organization are developed and available in the long term. Education and training mechanisms for ensuring that the required competencies are acquired by and developed within the organization can also be described. Examples include recruitment strategies and special interest groups, respectively.]
[This section describes the major concepts and information structures to be found within the business and its environment. This view is mandatory. These concepts and information structures (business entities) and their relationships should be shown in class diagrams. Ensure that each business entity has a description. For example, an insurance firm may have business entities such as Customer, PolicyOwner, Beneficiary, Account, Contract, Policy, Claim and InsuredObject.]]
[This view describes the geographic distribution of the organization structure and functions. This view is optional. Provide a diagram showing the physical locations at which the business has some sort of presence. These locations can be addresses within the same city, different cities or different countries. Ships can also be counted as physical locations.]
[This view provides a topological overview of communication within the business. Use class diagram to indicate communicating parties, which could be communicating business processes, organization units, business workers, business actors, physical locations (localities). Associations between these parties indicate the existence of a communication link. The properties of each link can be described. Consider the subject, medium (verbal, email, video-conferencing), frequency, effectiveness, cost, direction (unidirectional or bi-directional), value and risk (impact of being tapped/misused).]
[This section describes the how the business architecture realizes the architectural goals and constraints described above. For each architectural driver and constraint listed above, discuss how the business architecture supports that driver or constraint. Pay special attention to conflicts, because the architecture is an optimal solution to many conflicting forces.]
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This content developed or partially developed by Empulsys BV.
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