EA Modelling Guidelines
From Capabilities to Services
Version 2.5
Strategic Direction
• The HA’s strategy is to move
away from purchasing “islands
of technology” to the
procurement of modular,
loosely-coupled, managed
services.
Historical system-based architecture
BUSINESS
RCC
Focus on
document
exchange
Business
siloed by ICT
Business model
Technology model
SNMP
Oracle
Solutions
impose
constraints
Inward
technology
driven view
CORBA
TECHNOLOGY
UNIX
Applications
Service-Oriented Architecture (SOA)
BUSINESS
Focus
on
service
Processes
Requirements
and solutions
closely aligned
Business Model
Service Model
Soft boundaries
(process & services)
Technology Model
Services
Outward
businessdriven view
TECHNOLOGY
Focus
on
contract
The Service Model
Aligning the Business and Technology
Perspectives
Business
Model
Service
Model
Technology
Model
A Layered View (End Game)
Relationship to Enterprise
Architecture
Relationship to MSP
Blueprint and TOGAF Stages
MSP
P
O
T
I
Processes, business
models of operations and
functions, including
changes to operational
costs and performance
levels.
Organisational structure,
staffing, roles, skills
requirements and
changes to
organisational culture,
style and personnel.
Technology, ICT systems,
standards and tools,
equipment, buildings,
machinery and
accommodation
requirements.
Information and data
requirements, including
details of any new
developments or redevelopments.
TOGAF
Model
Business
Architecture
Business Model
Technology
Architecture
Information
Systems
Architecture
Technology Model
Relationship to ITIL
Service Management
Capability Mapping
Capability mapping is a modelling method for
determining the strategic positioning of an
organisation. Based on the theory of Porter,
Capability Mapping is used to understand the
implications of a strategy by viewing it in terms
of capability systems. Capability Mapping uses
activity-system maps for the visual
representation of the model. Capabilities should
be described by a name and quality
characteristics like necessary people,
technology, process, management and
information.
How the Capability view differs from other
Business Architecture views
• Roots of contemporary performance problems are due to
organisationally based operating model
• Process models (though an improvement) are not the optimal view or
management layer, and they expose “how” business is done
• Capabilities manage “what service at what service level” – which is the
most stable and concise level for design and management
From
Traditional
Organisational
Management
To
Process
Optimisation
To
Capability
Management
Separation of Concerns
By separating “what” is done in an
organisation, at both high and
detailed levels, from “how” it is
done, in terms of people,
processes, ICT and other views, an
inherently more stable and
objective view of the business and
the organisation is exposed.
What is a Capability?
Definition of a Capability
The practical ability to realise
business benefit by a
combination of Processes,
Organisation, Technology &
Information.
Capability Mapping can provide much more
relevant information
Metrics – how is it measured?
Cost data?
Service level (like a service level agreement with
outsourcing) – how it is and how it should perform?
Compliance and governance regulations?
Owner?
Customer?
Does it directly contribute to the performance of the
parent capability or the overall organisation (core
capability)?
Is this capability a key part of what external
organisations such as customers think of when
they do business with the organisation
(identity/brand) ?
Capability Mapping
A High Level Capability Map links
Internal Capabilities with External
Capabilities
A. Customers
B. Customer Facing Channel Partners
1. Develop the
network
C. Suppliers
2. Plan and
manage the
network
5. Collaborate
3. Collect
information
E. Financial Providers
(Treasury, PFI)
D. Other
Partners
4. Disseminate
information
F. Infrastructure & Compliance
Government: OGD’s, DfT, EU
Each level of the Capability Map
can be decomposed down into
more detail
Mapping against the EA
Reference Model
Example Capabilities-EARM Mapping
Capability Mapping as
the Foundation for SOA
Capability Mapping: the ideal
foundation for SOA
Business Model
•Business/IT Alignment
•Technology Independent
•Services by Design
Plan & Manage
the Enterprise
• Business Driven
• Stable
• Data Rich
Applications
Operational
Requirements
State
composed of
enforce
TOGAF
ADM
Policies
have
manage
governed by
Services
bound by
exchange
Message Exchange
Pattern
Contracts
describe
contain
Messages
is a set of
Schemas
define structure of
Service Model
Capability Mapping as the business
foundation for SOA
SUPPORT
ICT
Applications
Business
Processes
FORM
Business
Capabilities
CREATE
UNDERPIN
ServiceOriented
Architecture
The Service Model
Aligning the Business and Technology
Perspectives
Business
Model
Service
Model
Technology
Model
Inputs to the Service Model
TOGAF
Business
Architecture
TOGAF
Technical
Architecture
Service
Model
TOGAF
IS
Architecture
10 steps to service definition
Existing
Information
Architecture
Identify
Services
Interaction
Develop
Use Cases
Business
Model
1 Map As-is
& To-be
Business
State
ICT
Operational
model &
policies
5
4
2
3
Identify
Required
Services
Existing
Database
Schema
7
6 Define
Solution
Architecture
Identify
Message
Contracts
Define
Service
Contracts
9 Evaluate
impact on
Business
8Identify Existing
Service Reuse
Opportunities
Existing
Service
Model
10
Develop/
Enhance
Service
Model
Service
Model
How Capability Maps can help
Service Design
Applications
Operational
Requirements
State
composed of
enforce
Policies
have
manage
governed by
Services
bound by
exchange
Message Exchange
Pattern
Contracts
describe
contain
Messages
is a set of
Schemas
define structure of