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 is a business data architect based in London.

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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