1. EA Modelling Guidelines
From Capabilities to Services
Version 2.5

2. Strategic Direction
The HA’s strategy is to move away from purchasing “islands of technology” to the procurement of modular, loosely-coupled, managed services.

3. Historical system-based architecture
Business siloed by ICT
Business model
BUSINESS
NTCC
Projects
RCC
Focus on document exchange
Solutions impose constraints
Technology model
TECHNOLOGY
SNMP
Oracle
UNIX
CORBA
Applications
Inward technology driven view

4. Service-Oriented Architecture (SOA)
BUSINESS
TECHNOLOGY
Soft boundaries (process & services)
Processes
Requirements and solutions closely aligned
Focus on service
Service Model
Business Model
Technology Model
Focus on contract
Outward business-driven view
Services

5. The Service Model Aligning the Business and Technology Perspectives
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The Service Model Aligning the Business and Technology Perspectives
Business Model
Service Model
Technology Model

6. A Layered View (End Game)

7. Relationship to Enterprise Architecture
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Relationship to Enterprise Architecture

8. Relationship to MSP Blueprint and TOGAF Stages
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MSP
TOGAF
Model P
Processes, business models of operations and functions, including changes to operational costs and performance levels.
Business Architecture
Business Model O
Organisational structure, staffing, roles, skills requirements and changes to organisational culture, style and personnel. T
Technology, ICT systems, standards and tools, equipment, buildings, machinery and accommodation requirements.
Technology Architecture
Technology Model I
Information and data requirements, including details of any new developments or re- developments.
Information Systems Architecture

9. Relationship to ITIL Service Management
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10. 4/19/2017 9:49 AM
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.

11. How the Capability view differs from other Business Architecture views
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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

12. Separation of Concerns
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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.

13. What is a Capability?

14. Definition of a Capability
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Definition of a Capability
The practical ability to realise business benefit by a combination of Processes, Organisation, Technology & Information.

15. Capability Mapping can provide much more relevant information
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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) ?

16. 4/19/2017 9:49 AM
Capability Mapping

17. 4/19/2017 9:49 AM
A High Level Capability Map links Internal Capabilities with External Capabilities
Develop the network
Plan and manage the network
3. Collect information
4. Disseminate information
5. Collaborate
A. Customers
B. Customer Facing Channel Partners
F. Infrastructure & Compliance
Government: OGD’s, DfT, EU
E. Financial Providers
(Treasury, PFI)
C. Suppliers
D. Other
Partners

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Each level of the Capability Map can be decomposed down into more detail

19. Mapping against the EA Reference Model
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20. Example Capabilities-EARM Mapping

21. Capability Mapping as the Foundation for SOA
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Capability Mapping as the Foundation for SOA

22. Capability Mapping: the ideal foundation for SOA
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Capability Mapping: the ideal foundation for SOA
Business Model
Business/IT Alignment
Technology Independent
Services by Design
Demand
Plan & Manage
the Enterprise
Supply
Business Driven
Stable
Data Rich
TOGAF
ADM
Service Model

23. Capability Mapping as the business foundation for SOA
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SUPPORT
ICT
Applications
Business
Processes
FORM
CREATE
Service-
Oriented
Architecture
Business
Capabilities
UNDERPIN

24. The Service Model Aligning the Business and Technology Perspectives
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The Service Model Aligning the Business and Technology Perspectives
Business Model
Service Model
Technology Model

25. Inputs to the Service Model
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Inputs to the Service Model
TOGAF Business Architecture
TOGAF Technical Architecture
Service Model
TOGAF
IS Architecture

26. 10 steps to service definition
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10 steps to service definition
Existing
Information
Architecture
Existing
Database
Schema
Develop Use Cases 2
Identify
Services Interaction 4
Identify
Message Contracts 5 1
Business Model
Map As-is & To-be Business State
Identify Required
Services 3
Define
Service
Contracts 7
Evaluate impact on Business 9 10
Develop/
Enhance Service Model
Service Model
ICT Operational model & policies
Define
Solution
Architecture 6
Identify Existing Service Reuse Opportunities 8
Existing
Service
Model

27. How Capability Maps can help Service Design
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