The Business Architecture journey at Huawei:
importance of a metamodel
www.huawei.com
Dr. Giovanni Traverso – Corporate Chief Business Architect
Huawei headquarters, Shenzhen (China)
giovanni.traverso@huawei.com
HUAWEI TECHNOLOGIES CO., LTD.
This is Huawei
A privately-owned Global Company
An Innovative Industry Contributor
An ICT Industry Leader
HUAWEI TECHNOLOGIES CO., LTD.
Page 2
A Privately-owned Global Company

A global company providing information and
communications technology (ICT) solutions.

Products and solutions have been deployed in 170+
countries, serving 1/3 of the world’s population.

HUAWEI TECHNOLOGIES CO., LTD.
A privately-owned company founded in 1987, Shenzhen
Page 3
Broad Portfolio
Consumer
Business Group
Enterprise
Business Group
Carrier
Business Group
Revenue by three BGs
in 2013
24%
Consumers

Fixed Network

Wireless Network

Global Services

Telecom Software and
Core Network

Network Energy

Enterprise Networking

Cloud Computing and Data
Centers

UC&C

Management and Tools

Wireless
HUAWEI TECHNOLOGIES CO., LTD.

Smartphones

Mobile Broadband

Home Devices
70%
6%
Enterprise
Page 4
Carrier
Global Footprints
170+
16
Countries
R&D Centers
Revenue by Geography in 2013
14.5%
13%
28
Joint Innovation
Centers
Americas
15
16%
45
Training
Centers
HUAWEI TECHNOLOGIES CO., LTD.
China
AsiaPacific
Regional HQs
36%
150,000
EMNA
Employees
Worldwide
Page 5
35%
Phases of Huawei’s Development
USD in billions
 1997-2000
China Urban Market
35
 2000-2004
Global Emerging
Market
30
25
 1992-1997
China Rural Market
20
15
1987-1992
Starting-up
2000-present
International Market
1992-2000
Chinese Market
10
5
Year
87
87
88
88
89
89
90
90
91
91
92
92
93
93
94
94
HUAWEI TECHNOLOGIES CO., LTD.
95
95
96
96
97
97
98
98
99
99
00
00
01
01
02
02
03
03
04
04
05
05
Page 6
06
06
07
07
08
08
09
09
10
10
11
11
12
12
13
0
Spectacular growth…
brings challenges
Phases of Huawei’s Development
USD in billions
 1997-2000
China Urban Market
35
 2000-2004
Global Emerging
Market
30
25
 1992-1997
China Rural Market
20
15
1987-1992
Starting-up
2000-present
International Market
1992-2000
Chinese Market
• Young company
• Young population
• Fast pace of transformation
10
5
Year
87
87
88
88
89
89
90
90
91
91
92
92
93
93
94
94
95
95
96
96
97
97
98
98
99
99
00
00
01
01
02
02
HUAWEI TECHNOLOGIES CO., LTD.
03
03
04
04
05
05
06
06
07
07
08
08
09
09
10
10
11
11
12
12
13
0
Page 6
⇒ Established Business Process & IT & Quality, with two missions:
⇒ Emphasis on business process practice and governance
⇒ Emphasis on transformation management
HUAWEI TECHNOLOGIES CO., LTD.
Page 7
Construction of a structured process framework
(à-la APQC) was necessary…
BPA
process
L1
L2
L3
organization
information/
application
metrics
L4
L5
HUAWEI TECHNOLOGIES CO., LTD.
Process became the “point of accumulation”
of the whole system.
Page 8
The structured process framework was necessary…
but not enough…
• Process changes over time =>
unstable accumulation point
process
• No clear way to reflect end-to-end
business across different process silos
• Process design is slow and therefore
difficult to coordinate with IT design
organization
information/
application
metrics
• Difficult to engage the business and no
obvious link with business strategy
⇒ Transformation tends to be confused
with “pain-point” fix in a “bottom-up”
fashion
HUAWEI TECHNOLOGIES CO., LTD.
Page 9
… We needed to establish a Business Architecture capacity
Strategy Planning
Design Strategy
Manage Transformation
•
Anchor architecture to a
stable reference
•
Holistic impact
awareness
•
Top-down,
coordinated
development of
process/org/IT
•
Bridge with business
Manage Execution
and Monitoring
Interpreted
business
model
Architecture domain
Capability
framework
Business
policies
/rules
Business Operation Model
and architecture design
(BPA, IA, AA)
Solution domain
BP&IT solution through initiatives
Organization
alignment
Process
HUAWEI TECHNOLOGIES CO., LTD.
IT
⇒ Enable build on a solid
vision, based on future
(strategy) not only on
the past (pain-points)
Operations and
metrics
Page 10
We started building BA capacity and trust through
practice in a few critical projects, as in this example:
Consumer’s value stream
time to market
original gap
Advanced vendor’s value stream
concept
development
delivery
Advanced operation model:
“sell what you have”
promotion
Carrier’s value stream
Follower vendor’s value stream
New capabilities and
value streams been built…
requirem.
intake
development
Original operation model:
“sell what you don’t have”
delivery
…allowed Huawei to evolve from niche player and become #3 WW smartphone vendor in 2Y
HUAWEI TECHNOLOGIES CO., LTD.
Page 11
The BA practice was then consolidated into a repeatable
framework
Biz.Strategy
Industry
as-is
why
Analysis
Industry
benchmarking
what
Business
Operation
Model
how
Components of
Biz. Architecture
Development
BA Solution
Integration
HUAWEI TECHNOLOGIES CO., LTD.
Design
Page 12
…consisting in metamodel plus
associated methodology
HUAWEI TECHNOLOGIES CO., LTD.
Page 13
…represented as an “executable metamodel”
Business Architecture flow-chart
baseline ver. 6.1
IN /
OUT
100
Industry
Reports
111
112
121
113
Benchmark
Biz.Model
120
Biz.
Des ign
130
Critical
Tas k
140
Gaps vs
Strategy
Benchmarking
114
115
122
131
141
211
to-be
Biz.Operation
Model
212
221
other BPA
references
311
Capab.
Ranking
Gaps ,
Recomm.,
Leading
Practices
as -is or
intended
Biz.Oper.
Model
Target
Biz.Oper.
Model
to-be
B.O.M.
231 Diagram
Biz.Operation Model: to-be
Changes &
232
Biz.Impact
310
Capab.
Fr.work
320
Capab.
Fr.work
330
as -is /intended BPA
leaading
practices
as -is /intended IA, AA
benchmar
k org.
as -is /intended Org., R&R, Location
BA Devel.: Org/R&R
340
Critical
Succes s
Factors for
Huawei
BA Devel.: Biz.Rules
350
BA Devel.: Metrics
as -is /intended Biz.Rules
Biz.
Indicators
HUAWEI TECHNOLOGIES CO., LTD.
Synthesis of BA logic
321
322
323
331
341
351
as -is /intended Metrics
Steps
Detailed steps are
represented by lines
connecting deliverables
(in => out)
to-be BPA
req. for
IA, AA, TA
to-be Org.
R&R,
Location
to-be
Biz.Rules
to-be H.L.
Metrics
Page 14
• manual (230 pages) with examples
411
For each deliverable the BA
method gives:
BA deliverables are
represented by
points
230
BA Devel.: Information
312
Deliverables
Capab.
Fr.work
BA Devel.: Process
BA Concept
Solution
to-be BA
Biz.
Context
Biz.Operation Model: as-is
220
231
232
Capab.
114 Fr.work
Huawei
115
&
Indicators Biz.Model
210
Biz.Operation Model: ideal
• Algorithm:
• I/O: 5 inputs, 3 outputs
400 Integr.&
• several internal deliverables
300 Development
Validation
• connected through 13 steps,
Structure
• grouped in 4 stages
integrated according to this diagram
Design
211
Ind. Ecosystem Analysis
Biz. Context
200
as-is (or intended)
BA
110
Huawei Analysis
Analysis
Interview Huawei
and
Strategy
req.ment (BLM)
steps
410
Structure:
• Description
• Examples
• Template
For each step the BA method gives:
•
•
•
•
•
•
Inputs, Outputs
Flow-chart, Explanation “how to do”
Examples
Validation criteria
Skills and effort required
Reference documents
We mapped BA clients’ needs within the transformation flow
Strategy
Strategy
Client
Business
Client's perspective
set direction
Transformation
Planning
Business/
Transf.Board
Transf.Board
Transformation planning
communicate
needs
design the
transformation
plan
Program/
Project
Program Office/
Project Office
Program/Project
Operation
Operation
Q&O
clarify requirements,
understand best practices,
mng cross-domain dependencies
monitor, RCA, correct
Client's concern
reach Business KPI
reach strategy objectives
reach solution objectives
improve performances,
manage risks
BA deliverable
to-be Capabilities,
to-be BOM
gap and change points,
BOM, Capability roadmap
biz. context BOM,
integrated requirements,
BA Baseline, methodology
BA Baseline
BA activity
research on best practices,
problem solving,
BOM & Capability design
domain and cross-domain
requirements, capability roadmap,
reference blueprint, governance
cross-domain integration,
blueprint mapping of
process/info/org
analysis and rootcause mapping,
capability assessment, blueprint
compliance
BA Key Partners
strategy (corporate and FU),
Business leadership
BPA/Solution
Q&O
HUAWEI TECHNOLOGIES CO., LTD.
strategy/Q&O
EA
Page 15
…projected most frequent BA use scenarios accordingly
Transformation
Planning
Strategy
Strategy
Program/
Project
Transformation planning
Program/Project
Operation
Operation
Annual strategy decoding
Introducing new business models
Organizational change/adjustment
Each scenario is meant to
practice a certain subset
of the BA “space”
BPA update
Business Architecture flow-chart
baseline ver. 6.1
IN /
OUT
100
Industry
Reports
Interview Huawei
and
Strategy
req.ment (BLM)
112
121
113
Biz.
Des ign
130
Critical
Tas k
140
Gaps vs
Strategy
Biz. Context
Benchmarking
114
115
Benchmark
Biz.Model
110
120
Design
122
131
141
211
212
221
Gaps ,
Recomm.,
Leading
Practices
as -is or
intended
Biz.Oper.
Model
Capab.
Fr.work
310
Capab.
Fr.work
320
Capab.
Fr.work
330
as -is /intended BPA
leaading
practices
as -is /intended IA, AA
benchmar
k org.
as -is /intended Org., R&R, Location
BA Devel.: Org/R&R
340
BA Devel.: Biz.Rules
350
BA Devel.: Metrics
Critical
Succes s
Factors for
Huawei
to-be BA
311
312
321
322
323
331
Continuous improvement
BA Concept
Solution
341
351
411
to-be
B.O.M.
231 Diagram
232
BA Devel.: Information
other BPA
references
Integr.&
Validation
Target
Biz.Oper.
Model
230
Biz.Operation Model: to-be
BA Devel.: Process
400
Development
Biz.
Context
Capab.
Ranking
210
Biz.Operation Model: ideal
231
232
Capab.
114 Fr.work
Huawei
115
&
Indicators Biz.Model
Biz.Operation Model: as-is
220
300
to-be
Biz.Operation
Model
as-is (or intended)
BA
Ind. Ecosystem Analysis
Huawei Analysis
200
211
steps
111
Analysis
as -is /intended Biz.Rules
Biz.
Indicators
as -is /intended Metrics
Changes &
Biz.Impact
to-be BPA
req. for
IA, AA, TA
to-be Org.
R&R,
Location
to-be
Biz.Rules
to-be H.L.
Metrics
410
Synthesis of BA logic
HUAWEI TECHNOLOGIES CO., LTD.
Metamodel and scenarios are being
used as reference for new version of
the corporate transformation process
Page 16
The “executable metamodel” had been used as a basis for
defining the desired skill profiles and training modules
Business Architecture flow-chart
baseline ver. 6.1
IN /
OUT
100
Industry
Reports
112
121
120
Biz.
Des ign
130
Critical
Tas k
140
Gaps vs
Strategy
Benchmarking
114
115
Benchmark
Biz.Model
Ind. Ecosystem Analysis
Biz. Context
Design
122
131
141
211
212
221
Gaps ,
Recomm.,
Leading
Practices
as -is or
intended
Biz.Oper.
Model
Capab.
Fr.work
232
310
Capab.
Fr.work
320
Capab.
Fr.work
330
BA Devel.: Biz.Rules
350
BA Devel.: Metrics
as -is /intended BPA
leaading
practices
as -is /intended IA, AA
benchmar
k org.
as -is /intended Org., R&R, Location
BA Devel.: Org/R&R
340
Critical
Succes s
Factors for
Huawei
312
321
322
323
331
CoE
BA Concept
Solution
to-be BA
311
341
351
411
as -is /intended Biz.Rules
Biz.
Indicators
practitioners
to-be
B.O.M.
231 Diagram
Biz.Operation Model: to-be
BA Devel.: Information
other BPA
references
Integr.&
Validation
Target
Biz.Oper.
Model
230
BA Devel.: Process
400
Development
Biz.
Context
Capab.
Ranking
210
Biz.Operation Model: ideal
231
232
Capab.
114 Fr.work
Huawei
115
&
Indicators Biz.Model
Biz.Operation Model: as-is
220
300
to-be
Biz.Operation
Model
as-is (or intended)
BA
113
110
Huawei Analysis
200
211
Interview Huawei
and
Strategy
req.ment (BLM)
steps
111
Analysis
as -is /intended Metrics
Changes &
Biz.Impact
to-be BPA
req. for
IA, AA, TA
users
to-be Org.
R&R,
Location
to-be
Biz.Rules
to-be H.L.
Metrics
410
Synthesis of BA logic
managers
Introductory
Basic
BA Training Program
HUAWEI TECHNOLOGIES CO., LTD.
Page 17
Advanced
Master
Quality assessment/acceptance criteria had been defined
leveraging metamodel standard and methodology framework
Deliverables Quality
Assessment
Complete
Integrated
Formal
attributes
Actionable
Purposeful
Content
attributes
Accurate
Consistent
Solution
attributes
Scalable
HUAWEI TECHNOLOGIES CO., LTD.
Modular
Other specific…
Page 18
Metamodel+methodology enable time/cost saving and quality
without BA
Proj 4
Ch. to CDCP
Proj 4
Ch. to CDCP
CDCP to PDCP
CDCP to PDCP
Proj 3
standardization
=> quality
with BA
Proj 3
PDCP to DRR
Proj 2
Proj 2
Proj 1
Proj 1
PDCP to DRR
duration
- 25%
BA
months
0
5
10
15
20
25
500
400
Resource profile (person months)
10
15
20
25
30
500
External
Internal
External
Internal
400
300
200
200
100
100
HUAWEI
TECHNOLOGIES
CO.,
L1-L2
L3-L4
L5
L6 LTD.
Resource profile (person months)
600
300
0
5
700
700
600
months
0
30
cost
- 55%
0
L7+
L1-L2
L3-L4
L5
Page 19 L6
L7+
Common Metamodel to
enable cooperation
within BA ecosystem
Partners
SLAs to users and practitioners @ Huawei
Support to transformation
Programs or projects
Direct project
responsib.
Resources &
Deliver.
SL4
Co-Leadership


SL3
Deliverables &
Application Support
SL2
Guidance
SL1
Training
& best wishes
Regular Coach
& Review
Training







BA CoE @ Huawei
Metamodel + Methodology
Business Architecture flow-chart
baseline ver. 6.1
IN /
OUT
100
Industry
Reports
112
121
113
120
Biz.
Des ign
130
Critical
Tas k
140
Gaps vs
Strategy
Biz. Context
Benchmarking
114
115
Benchmark
Biz.Model
110
Ind. Ecosystem Analysis
Huawei Analysis
200
Design
211
122
131
141
211
212
221
Gaps ,
Recomm.,
Leading
Practices
as -is or
intended
Biz.Oper.
Model
Capab.
Fr.work
Capab.
Fr.work
320
Capab.
Fr.work
330
BA Devel.: Biz.Rules
350
BA Devel.: Metrics
Critical
Succes s
Factors for
Huawei
331
341
351
as -is /intended BPA
leaading
practices
as -is /intended IA, AA
as -is /intended Biz.Rules
Biz.
Indicators
Training and tools
411
Introductory
benchmar
k org.
as -is /intended Org., R&R, Location
BA Devel.: Org/R&R
340
321
322
323
to-be
B.O.M.
231 Diagram
232
310
BA Devel.: Information
311
312
Integr.&
Validation
BA Concept
Solution
to-be BA
Target
Biz.Oper.
Model
230
Biz.Operation Model: to-be
BA Devel.: Process
400
Development
other BPA
references
Biz.
Context
Capab.
Ranking
210
220
231
232
Capab.
114 Fr.work
Huawei
115
&
Indicators Biz.Model
Biz.Operation Model: as-is
Biz.Operation Model: ideal
300
to-be
Biz.Operation
Model
as-is (or intended)
BA
steps
111
Analysis
Interview Huawei
and
Strategy
req.ment (BLM)
as -is /intended Metrics
Changes &
Biz.Impact
to-be BPA
req. for
IA, AA, TA
to-be Org.
R&R,
Location
to-be
Biz.Rules
to-be H.L.
Metrics
410
Synthesis of BA logic
HUAWEI TECHNOLOGIES CO., LTD.
Page 20
Basic
Advanced
Master
What’s next…
QFD for quantitative management
of business impacts
Simulation and system dynamics
KSF
as-is (% achievement)
to-be Y1 (% achievement)
Timeline assessment
to-be Y2 (% achievement)
Tar
get
St
ra
te
gi
c
as-is
1/0
Val
ues
O
bj
ec
ti
v
es
Y1,Y
2
Val
ues
tobe
Y1
tobe
Y2
Val
ues
Val
ues
BC L1
KSF Configuration
as-is (% achievement)
Timeline assessment
to-be Y1 (% achievement)
to-be Y2 (% achievement)
Tar
get
K
S
F
as-is
1/0
Val
ues
Requirement
Y1,Y
2
Val
ues
tobe
Y1
tobe
Y2
Val
ues
Val
ues
BC L2
as-is (% achievement)
to-be Y1 (% achievement)
BC L1 Configuration
to-be Y2 (% achievement)
Tar
get
B
C
L1
as-is
1/0
Val
ues
Requirement
Y1,Y
2
Best practices,
Collaborative teams
IN /
OUT
100
Industry
Reports
111
112
121
113
Research
HUAWEI TECHNOLOGIES CO., LTD.
120
Bi z.
Des i gn
130
Cri ti ca l
Ta s k
140
Ga ps vs
Stra tegy
Benchmarking
114
115
Benchma rk
Bi z.Model
110
Biz. Context
200
Design
211
122
131
141
211
212
221
tobe
Y2
Val
ues
400
Development
other BPA
references
311
312
321
322
323
331
Ga ps ,
Recomm.,
Lea di ng
Pra cti ces
a s -i s or
i ntended
Bi z.Oper.
Model
Ca pa b.
Fr.work
341
351
411
Ta rget
Bi z.Oper.
Model
to-be
B.O.M.
231 Di a gra m
230
Biz.Operation Model: to-be
Cha nges &
232
Bi z.Impa ct
310
Ca pa b.
Fr.work
BA Devel.: Process
320
Ca pa b.
Fr.work
BA Devel.: Information
330
340
350
BA Devel.: Metrics
a s -i s /i ntended BPA
l ea a di ng
pra cti ces
a s -i s /i ntended IA, AA
benchma r
k org.
a s -i s /i ntended Org., R&R, Loca ti on
BA Devel.: Org/R&R
BA Devel.: Biz.Rules
Cri ti ca l
Succes s
Fa ctors for
Hua wei
methodology extension through pilots and
cooperation on BA scenarios, e.g.:
Integr.&
Validation
BA Concept
Solution
to-be BA
Bi z.
Context
Ca pa b.
Ra nki ng
210
220
231
232
Ca pa b.
114 Fr.work
Hua wei
115
&
Indi ca tors Bi z.Model
Biz.Operation Model: as-is
Biz.Operation Model: ideal
300
to-be
Biz.Operation
Model
as-is (or intended)
BA
Ind. Ecosystem Analysis
Huawei Analysis
Analysis
Interview Huawei
and
Strategy
req.ment (BLM)
steps
BA Metamodel,
Certification Program
tobe
Y1
Val
ues
Business Architecture flow-chart
baseline ver. 6.1
align
Huawei to
the Guild’s
Metamodel &
Certification
Val
ues
BC L2 Configuration
a s -i s /i ntended Bi z.Rul es
Bi z.
Indi ca tors
a s -i s /i ntended Metri cs
to-be BPA
req. for
IA, AA, TA
to-be Org.
R&R,
Loca ti on
to-be
Bi z.Rul es
to-be H.L.
Metri cs
410
Synthesis of BA logic
•
•
•
•
BA and Sustainability <=> Guild’s team
BA and Quality (QMS design, auditing…)
BA application in research
Interlock with IA and AA
DFx of architectural topologies,
Dynamic rules based routing
ONA for architectural analysis
Page 21
Lessons learned
• The introduction of “BA thinking” can be disruptive
› Build trust with pilot projects of “business problem solving”
› Then, adoption of a standard metamodel and methodology helps smooth the impact
• BA Metamodel joined with standardized methodology enable/facilitate:
›
›
›
›
Establishment of a BA skill development program
Deployment of standard quality criteria for BA deliverables
Introduction of BA practice within transformation governance
Partnerships and participation to the extended “BA ecosystem”
• All that helps the foundation of a BA CoE model, by:
›
›
›
›
›
Establishment of clear scenarios for BA developers and BA consumers
Establishment of clear SLA and engagement model
Establishment of a basis and opportunities for continuous improvement
Investment on methodology will generally make BA more affordable by a young org.
Benefits in terms of time and cost saving against non-BA scenario should show
HUAWEI TECHNOLOGIES CO., LTD.
Page 22
Thank you
www.huawei.com
Copyright©2015 Huawei Technologies Co., Ltd. All Rights Reserved.
The information in this document may contain predictive statements including, without limitation, statements regarding the
future financial and operating results, future product portfolio, new technology, etc. There are a number of factors that could
cause actual results and developments to differ materially from those expressed or implied in the predictive statements.
Therefore, such information is provided for reference purpose only and constitutes neither an offer nor an acceptance. Huawei
may change the information at any time without notice.