Six Viewpoints of Business Architecture
Six Viewpoints of Business Architecture
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Six Viewpoints of Business Architecture

Last updated on 2017-05-25

About the Book

This is the first installment of the Business Architecture Primer.

Six views of business architecture from Richard Veryard

About the Author

Richard Veryard
Richard Veryard

Richard works for Reply SpA, which is a European technology consultancy. Most of his writings date from an earlier period spent as an independent industry analyst and researcher.

Read his architecture blog at http://rvsoapbox.blogspot.com/

Table of Contents

  • Preface
    • About Business Architecture
    • About this booklet
    • Acknowledgements
    • Recent Changes
  • 1. Models and Viewpoints
    • 1.1 Everything has an architecture
    • 1.2 Structure and …
    • 1.3 Scope, purpose and perspective
    • 1.4 On views and viewpoints
    • 1.5 Linking viewpoints
    • 1.6 How many viewpoints?
    • 1.7 Six Views of Business Architecture
  • 2. Building Blocks
    • 2.1 Towards a metamodel of business architecture …
    • 2.2 Related domains
    • 2.3 Pivotal Building Blocks
  • 3. Motivation View
    • 3.1 What the business wants
    • 3.2 Performance map
    • 3.3 Structure of Performance
    • 3.4 For whom
    • 3.5 Nominal and defacto purpose
    • 3.6 Sources and Resources
  • 4. Activity View
    • 4.1 Characteristics of Activities
    • 4.2 Building Blocks
    • 4.3 From Value Chains to Value Networks
    • 4.4 Two ways of viewing process
    • 4.5 Tempo
    • 4.6 Different Agendas
    • 4.7 Architectural Challenges
    • 4.8 Semi-structured processes
    • 4.9 Buffering
    • 4.10 Sources and Resources
  • 5. Capability View
    • 5.1 Why model capabilities?
    • 5.2 What is a capability?
    • 5.3 How to identify capabilities?
    • 5.4 Articulating Capabilities
    • 5.5 How to understand capabilities
    • 5.6 Differentiated Capability
    • 5.7 Completeness check
    • 5.8 Sources and Resources
  • 6. Knowledge View
    • 6.1 What the business knows - towards an architecture of concepts.
    • 6.2 Why are concepts important?
    • 6.3 Understanding concepts
    • 6.4 Abstraction
    • 6.5 Communication and interoperability
    • 6.6 Concepts change over time
    • 6.7 How the knowledge view changes over time
    • 6.8 Concepts can be deconstructed
    • 6.9 From Concepts to Data
    • 6.10 Pitfalls
    • 6.11 Knowledge and uncertainty
    • 6.12 Provenance
    • 6.13 Sources and Resources
  • 7. Responsibility View
    • 7.1 RAEW
    • 7.2 Business relationship modelling
    • 7.3 Responsibilities in time and space
    • 7.4 Value Ladder
    • 7.5 Business as a Platform
    • 7.6 Self-Service
    • 7.7 Sovereignty
    • 7.8 Trust
    • 7.9 Sources and Resources
  • 8. Cybernetic View
    • 8.1 Rules and Policies
    • 8.2 What is management?
    • 8.3 How the business thinks - the architecture of intelligence
    • 8.4 Closed-loop management
    • 8.5 Organizations as Brains
    • 8.6 Organizational Intelligence
    • 8.7 Viable Systems Model (VSM)
    • 8.8 Sources and Resources
  • 9. Business Service
    • 9.1 Services Like Laundry
    • 9.2 Services Not All Like Laundry
    • 9.3 Latent Services
    • 9.4 Service-Oriented Ecosystem
  • 10. Event Response View
    • 10.1 Towards the Event-Driven Business
    • 10.2 Atomic and Compound Events
    • 10.3 Event Sequence
    • 10.4 Time-Based Events and Batch Processes
    • 10.5 Non-Events
    • 10.6 Understanding the Enterprise as a Network of Events
  • 11. Strategic Implications
    • 11.1 Using viewpoints
    • 11.2 Articulating Viewpoints
    • 11.3 Perspective in Depth
    • 11.4 Service-Oriented Business Strategy
    • 11.5 Change Management
  • 12. Notes and Resources
    • 12.1 General Glossary
    • 12.2 Further reading
  • Notes

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