Comparing Business Architecture Approaches
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Comparing Courses | Comparing Deliverables | Comparing TOGAF® and ArchitecturesCOE | Comparing Methodologies | How to Rate and Evaluate Methodologies | Comparing Results
For the individual or organization desirous of developing Business Architectures, there are various "self-declared" certifications, frameworks, and methodologies. Depending on the complexity and scale of the organizations, people can select from commercial, defense industry, and government "frameworks" and "methodologies."
We suggest time will be well spent comparing Business Architecture deliverables, results, frameworks, methodologies, certifications, and more. To assist you with this very important task, we have prepared a guide:
There are primarily two types of organizations that provide Business Architecture frameworks, methodologies, and training;
Franchised-Based Organizations offer Business Architecture Certifications courses and training materials “for lease” and are offered similar to a hamburger-franchise model – the franchised teaching organization pays the course provider a fee, gets the course material, and then has the attendee come back to the franchiser and pays to take a multiple choice exam.
Practitioner-Based Business Architecture Certification from BACOE teaches the attendee to actually do Business Architecture in the classroom and is continually mentored by world-class Business Architects. Practitioner-Based is not a franchisee-friendly approach and is much more beneficial and rigorous. The instructors are World Class Business Architecture Practitioners, active in the Business Architecture field, not just script or PowerPoint slide readers.
Below Compares Business Architecture Courses and Certification Approaches
| Category | Franchise and Technology-Based (others) | Practitioner-Based (BACOE) |
|---|---|---|
| Courses are | More than 75 % of Lecture | Less than 25% Lecture - a majority being workshop and practice |
| Courses Provide | Information on Business Architecture (similar to an Encyclopedia) | Proven Step-by-Step Business Architecture Methodology and Project Plan – ready to go on "Monday Morning," in addition to a broader knowledgebase. |
| End Product of the BA Courses | - A passing grade above 60% on exams | Development of Business Capabilities, initiatives and pathways to move the Business and Organization to its desired state |
| - Static models | ||
| - "Shelf ware" | ||
| Resources Available to You After the Course Are completed | A website or nothing | Amongst other resources- Full availability of the Course in Video Format for review and reinforcement of learning objectives |
| Tools to Support Your BA Efforts | Are not provided as part of the courses | Are provided in a full Business Architecture methodology and tool, included in the course |
| Shows examples of Business Architecture projects | Classroom-Based Examples | Real-Life Examples |
| Business Architecture Courses | Derives the deliverables geared toward Information Technology | Derives the deliverables that enable Business Strategy. |
| Business Architecture Courses concentrate on | Only modeling activities | "Soft" communication and listening skills along with modeling activities |
| Business Architecture Course is geared toward people | With modeling experience | Who are personnel from management, non-management, and experienced professionals |
| Business Architecture Certification is based on | 60% correct on multiple-choice, a, b, c, d tests | Actual classroom-developed Business Architecture efforts |
WATCH: The third (so far) ugly truth about exam-based Architect “certifications”
Below Compares Business Architecture Deliverables
| Category | Franchise-Based (others) | Practitioner-Based (BACOE) |
|---|---|---|
| BA Deliverables are Based On | Complex technology-focused representations | "Human Consumption" of deliverables |
| Resulting Business Architecture Deliverables | Are "static" | Facilitate "What-If" Analysis |
| Business Architecture Technology Deliverables | Are Aimed at future development efforts | Allow for immediate benefits through development of Business Capabilities that enable Business Strategy. as well as future development efforts |
| Deliverables have | No clear and traceable relationships | Complete linkage and traceability from conceptualization to the stakeholders. |
Comparing Two Leading Architecture Methodologies And Frameworks:
The Open Group (TOGAF®) And The Architecture Center Of Excellence (ACOE™).
Authored By Bernard Baillargeon
Comparing The Open Group™ and ACOE™ on these points:
Business Initiatives
Directed Guidance
Consistency and Simplicity
Structured Precise Definitions for Human Communication and Understanding
Clarity and Reasoning in Modeling
Discover Value in the Transformation from Model to Model
Acquiring Skills, not Passing Multiple Choice Tests
Identify Contemporary Business’ Multiple Architect Roles
Below Compares Business Architecture Methodologies
| Category | Franchise-Based (others) | Practitioner-Based (BACOE) |
|---|---|---|
| Methodology provides | Theory and narratives without step-by-step guidance - general knowledge base | Step-based guidance to complete a Business architecture effort “recipe” |
| Methodology delivers | No easy access to assemble a complete picture, forcing individuals to cross-reference and consult documents to assemble a full picture. |
Details necessary, including standards, policies, methods, techniques, etc., for developing/evolving the business and systems initiatives and capabilities |
| Methodology contains | Overwhelming content requiring users to pick and choose what they believe may be appropriate especially difficult for “first time” architects. |
Specific, detailed, and essential steps to complete a Business Architecture project, based on actual practice. |
| Methodology drives | Practitioners to conform to its approaches | The establishment of a consistent, standardized vocabulary, providing standards baseline along with mechanisms to adapt the methodology to reflect the standards and practices of the practicing organization |
| Methodology can | Not be generally accessible in electronic form and fails to incorporate necessary functions to support customization |
Be customized and modified while retaining all the features and functions of its original form |
| Methodology Verification | Cannot occur. No formal models that reside in an environment that "understands" the models | Can occur as the methodology is consistent and correct - full traceability |
| The methodology is based on | Outdated or believed internet-based practices | Current real-world practice, techniques and technology. |
| Methodology Addresses | Only a portion of the lifecycle, such as technology design and construction | Needs of an organizations business strategy – from models to a Businesses-aligned Roadmaps |
| Methodology Presents | Overwhelming complexity and conflicting approaches that the practitioner needs to choose from, chooses from without guidance |
Realistic and practical guidance throughout the business architecture development |
| Methodology Supports | Minimal sub setting or not at all | Paths that include methods and techniques designed to meet specific objectives, such as a path guiding understanding of a business area |
| Methodology is organized | Without precise boundaries and a lack of defined methods for functions, deliverables, and roles | With a purpose, incorporating precedence relationships among its activities to serve as prerequisites for others |
| Methodology instructs | On nothing or very little on techniques throughout its methodology | On plans describing how to conduct its methods |
| Methodology encourages | No set of organizational standards or guidelines | Standards and practices of the practitioner organization |
| Methodology Identifies | Very little or no role identification and even assumes all tasks can be performed by one role | Roles and skills involved in the method |
| Methodology Suggests | Tools that are IT-centric or no tools at all or | Human consumable approaches and techniques to assist in the execution of its methods |
| Methodology Allows | No paths, taking away opportunities for practitioners to select, customize, or build a way to meet specific objectives - everyone is on their own. | Predefined paths that accomplish specific objectives |
| Methodology is managed | In a way that does not allow for models to be verified, clear, or explicit in their relationships between models, deliverables, and methods and is heavy on verbose wording | Formally allowing for structural verification of its models to occur |
| Methodology Can Be | Only offered in one direction without any or limited access to information | Searched to retrieve and locate content |
| Methodology Publishing | It is not necessarily available, and if it is, printing capability is primitive | Is available in the electronic form, and printable, to provide a convenient reference guide |
| Methodology Can Interface | with few products as there is no open interface for exchanging electronic information and no software is provided. | With external software such as project management software, diagramming tools, and publishing tools |
| Methodology Has | Superficial education or questionably vetted "franchised" Education | Educational services supporting its techniques and processes |
| Methodology Allows For | No integration service or practice experience | Integration with standards, practices, and conventions of the practitioner organization |
| Methodology Demonstration | Does not occur on an actual project, only a pilot/classroom project | Occurs on a real classroom architecture project |
| Methodology is | Not customizable and has no customization support, with claims made that customization is not necessary | Customizable to incorporate the practitioner organization's experiences |
| Methodology Rollout | It is just a simple distribution without support in managing organizational change. | It is implemented by a service to help manage cultural and organizational elements within the practitioner organization. |
“Other” certification bodies and knowledge bases do NOT recognize that a framework is different from a methodology.
A methodology is different from a framework. You can find full descriptions of Business Architecture Frameworks and Methodologies HERE.
A framework can possibly accommodate many methods, but there is no proven methodology that works across multiple frameworks (at least not in the practitioner's world).
Frameworks such as DODAF, MODAF, and TOGAF are classified as Implementation Frameworks and/or methodologies in combination with a framework.
Consequently, DODAF, MODAF, and TOGAF's so-called "frameworks" are continuously modified and altered.
If someone is using Version 8.9 of a framework and we now have Version 10, what does that say about the foundation and knowledge that person got from Version 8.9?
Selecting a Business Architecture Methodology
A Ratings and Evaluation Handbook
This handbook provides an evaluation framework for selecting a business architecture methodology. It presents key questions along with rating scales to help you identify strengths and weaknesses in methodologies you may be reviewing for your organization.
The handbook begins with a perspective-setting discussion on methodologies. It then introduces five categories you should consider when selecting a methodology. Each category contains specific criteria stated in the question form. Each question is followed by a brief discussion that helps you rate the methodology. The handbook concludes with charts you can use for making quantitative evaluations and for comparing methodologies.
How This Handbook Can Help Your Organization
Every organization needs an effective business architecture methodology, but selecting the best methodology remains a challenge. A business architecture methodology is not easily exchanged if it does not meet expectations. Implementing a methodology represents a commitment that requires investment in education and a certain change in culture. Business architecture methodology selection is a serious step that should be taken based on quantitative evaluation rather than the influence of clever sales tactics, internet hype, or non-vetted reviews.
We all need to remember that anyone can write anything about anything on the internet. The problem with the internet is that anyone can write anything about anything! This handbook is designed to help you rate a business architecture methodology based on a specific set of criteria. Evaluating and comparing methodologies in this way can help your organization make a quality selection.
Download Free eBook
Below Compares Business Architecture Results
| Category | Franchise-Based (others) | Practitioner-Based (BACOE) |
|---|---|---|
| Outputs are | Technology Projects | The baseline for addressing continuous business and organizational change, and enabling business strategy. |
| Outputs of resulting Business Architecture Are Directed Towards |
Technology specialists | Business Stakeholders in a "human consumable format," in addition to Technology Specialists |
| Models Produced are Geared Towards | Systems Implementations (that may or may not be needed) | True Business Agility (Capabilities and Initiatives) |
| Provides resulting Initiatives and Projects resulting from the Business Architecture That Are |
Focused on Systems and Technologies Priorities | Truly aligned with Business Priorities and Objectives |
| Business Architecture Approach | Leads toward hand-crafted "agile development" or "waterfall" systems implementation (Maturity Level 1 concepts) | Provides the baseline for true Enterprise Agility (Maturity Level 3 – business agility) |
Having developed, implemented, managed, and “done” more successful “Business Architectures” than any other firm - Worldwide, you can ensure that investments in Training/Certification, Consulting Services, or Solutions from The Business Architecture Center Of Excellence™ (BACOE.org) administer high returns and prosperity for your Career and Organization.