Business Architecture (BA) is no longer just an emerging discipline or an “interesting concept.” It is increasingly being leveraged by enterprises to provide tangible value. However, the field itself is far from being mature, unlike Business Process Management (BPM) which has evolved into a robust discipline and practice. BPM’s main focus, however, has been on the evaluation and use of the vendor tools for accomplishing its various aspects. The “business” aspects of BPM often get overshadowed or neglected, resulting in solutions to business problems that are driven primarily by technology tools.
This presentation will examine the relationship between BA and BPM, particularly how BA presents a valuable opportunity to view processes, first and foremost, from their “business” perspective. Given that business processes (and rules, decisions, events, etc.) are key components of business, one of the strategies at Wells Fargo is to position BA as the overarching discipline that includes the existing efforts in BPM and other related areas, especially the “business” aspects of those areas. And as one of the starting steps in this pragmatic approach, Wells Fargo are establishing and socializing clear statements on the following four key aspects of BA: Definition and Components, Value Proposition , Key Activities and Deliverables, Community of Practice.