TOGAF Business Scenarios

TOGAF Standard Courseware V9 Edition
Module 10
Business
Scenarios
V9 Edition Copyright © January 2009
TM
Slide 1 of 24
All rights reserved
Published by The Open Group, January 2009
Copyright © 2009, The Open Group 1

Business Scenarios
Business
Scenarios
TOGAF is a trademark of The Open Group

in the United States and other countries
TM
Slide 2 of 24 TM

Module Objectives
• To understand the Business Scenario technique

• To understand where it is used in TOGAF
TM
Slide 3 of 24

Introduction
Key factors in the success of any enterprise architecture are:

• the extent to which it is linked to business requirements,
and
• its support for business objectives.
Business scenarios help us to identify and understand the

business requirements that the architecture development
must address.
TM
Slide 4 of 24

What is a Business Scenario?
A business scenario describes:

• a business process, application or set of applications
that can be enabled by the architecture
• the business and technology environment;
• the people and computing components (the “actors”)
who execute it;
• the desired outcome of proper execution.
TM
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Business Scenarios
• TOGAF defines a method for developing Business
Scenarios
– A “method within a method”
– Documented in Part III, ADM Guidelines and
Techniques
TM
Slide 6 of 24

Business Scenarios and the ADM
Used prominently in Phase A

(Architecture Vision) and
iteratively in Phase B
(Business Architecture)
Business Requirements are
referred to throughout all
phases of the ADM
TM
Slide 7 of 24

What is a Good Business Scenario?
A good business scenario:

• Is representative of a significant business need or
problem
• Enables vendors to understand the value of a
developed solution to a customer.
• Is “SMART”
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SMART
• Specific
– defines what needs to be done to done in the business;
• Measurable
– has clear metrics for success;
• Actionable
– clearly segments the problem, and provides the basis for finding a
solution;
• Realistic
– defines the bounds of technology capability and cost constraints;
• Time-bound
– gives a clear understanding of when a solution expires
TM
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The Benefits of Business Scenarios
A business scenario should be a complete description of a business

problem
Without this:
• There is danger that the requirements will not be complete
• The business value to solving the problem will be unclear
• The relevance of potential solutions will be unclear
A scenario:
• can play an important role in engaging the stakeholders
• can help to establish good communication with vendors early on.
TM
Slide 10 of 24

Who Contributes to a Business Scenario?
• The creation of a business scenario is not solely the

province of the architect.
• Business line management and other stakeholders for the
enterprise must be involved
• It may also involve an organization’s IT vendors
• Typically involvement of management is greatest in the
early stages whereas the involvement of the architect is
greatest in later stages
TM
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Developing a Business Scenario
1 - Identify, document and rank the 1 - problem

problem driving the scenario
2 - Identify the business and technical 2 - environment
environment of the scenario and
document it in scenario models 3 - objectives
3 - Identify and document desired
objectives - the results of handling the
problems successfully - using SMART
Continued
TM
Slide 12 of 24

Developing a Business Scenario
4 - Identify the human actors and their place in 1 - problem

the business model
5 - Identify computer actors (computing
2 - environment
elements), and their place in the technology
model
6 - Identify and document roles, responsibilities 3 - objectives
and measures of success per actor
7 - Check for “fitness for purpose” and refine if 4 - human actors
necessary
5 - computer actors
6 - roles & responsibilities
7 - refine
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Getting Business Scenarios Right
• Customers almost always know what they want

– But it is often not written down, especially the link to business
– So we help write it down
• Customers sometimes do not know what they really need
– So we observe and probe to help discover what’s needed
– We help bring out critical business rules
– We also focus on the “what” not the “how”
• Business Scenarios are part of a larger process. They are a
technique, not an end in themselves.
TM
Slide 14 of 24

Contents of a Business Scenario
• Business Scenario models should:

– Capture business and technology views
graphically to help comprehension
– Provide a starting point for requirements,
– Relate actors and interactions
• Business Scenario descriptions should:
– Capture the critical steps between actors in the
right sequence
– Partition the responsibility of the actors
– List pre-conditions that have to be met prior to
proper system functionality, and
– Provide technical requirements to ensure the
service is of acceptable quality
TM
Slide 15 of 24

Template for a Business Scenario
• Business scenario problem description

• Detailed objectives
• Views of environments and processes
• Actors, their roles and responsibilities
• Principles and constraints
• Requirements
• Next steps
• Glossary of terms and abbreviations
• References
TM
Slide 16 of 24

Exercise
Write a scenario describing how you would choose a new car.

Include the following in your answer:
• Problem description
• Detailed objectives
• Views of environments and processes
• Actors, their roles and responsibilities
• Principles and constraints
• Requirements
• Next steps
Make the objectives SMART.

TM
Slide 17 of 24

Some reminders
• Business Scenarios are a part of (and enable) a larger process

• Business Scenarios are just a technique, not an objective
• Use them, don’t get lost in them
Workshop Follow up
Focus Focus
Brainstorm/ Documentation
Allocate
Requirements Requirements to
Interview and Model of
Validation Appropriate
Business Scenario
Sessions Forum
TM
Slide 18 of 24
Business Scenarios Provide Coherence and Consistency

Resources
• The Open Group Bookstore

(http://www.opengroup.org/bookstore)
– The Managers Guide to Business Scenarios
– Examples of completed Business Scenarios
TM
Slide 19 of 24

Summary
• Business scenarios help address one of the most common

issues facing businesses
– Aligning the IT with the business
• Business scenarios help to identify and understand
business needs
– And thereby derive business requirements
• They are just a technique, not the goal
– They are part of the larger process of architecture development
TM
Slide 20 of 24

Exercise
• Consider the following objective: “The system’s security

should be improved. This will reduce the loss of revenue
which results when our system is accessed by unauthorized
users”.
• How could this be re-phrased to make it into a SMART
objective?
TM
Slide 21 of 24

Exercise
• Select a scenario (a business problem) from your own

organization
• Identify the stakeholders (human actors) and their place in
the business model, the human participants and their roles
• Identify computer actors, and their place in the technology
model, the computing elements and their roles
• For the stakeholders, identify the stakeholder concerns
TM
Slide 22 of 24

Exercise
• Consider the Vehicle Licensing Bureau (or equivalent in

your country), that handles car registrations, driving
licenses, car taxes and insurance records.
• Identify the stakeholders (human actors) and their place in
the business model, the human participants and their roles
• Identify computer actors, and their place in the technology
model, the computing elements and their roles
• For the stakeholders, identify the stakeholder concerns
TM
Slide 23 of 24

Business Scenarios
Business
Scenarios
TOGAF is a trademark of The Open Group

in the United States and other countries
TM
Slide 24 of 24 TM

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TOGAF Standard Courseware V9 Edition

V9 Edition Copyright © January 2009

Copyright © 2009, The Open Group 1

TOGAF is a trademark of The Open Group

Copyright © 2009, The Open Group 2

• To understand the Business Scenario technique

Copyright © 2009, The Open Group 3

Key factors in the success of any enterprise architecture are:

Business scenarios help us to identify and understand the

Copyright © 2009, The Open Group 4

What is a Business Scenario?

A business scenario describes:

Copyright © 2009, The Open Group 5

Copyright © 2009, The Open Group 6

Business Scenarios and the ADM

Used prominently in Phase A

Copyright © 2009, The Open Group 7

What is a Good Business Scenario?

A good business scenario:

Copyright © 2009, The Open Group 8

Copyright © 2009, The Open Group 9

The Benefits of Business Scenarios

A business scenario should be a complete description of a business

Copyright © 2009, The Open Group 10

Who Contributes to a Business Scenario?

• The creation of a business scenario is not solely the

Copyright © 2009, The Open Group 11

Developing a Business Scenario

1 - Identify, document and rank the 1 - problem

Copyright © 2009, The Open Group 12

Developing a Business Scenario

4 - Identify the human actors and their place in 1 - problem

6 - roles & responsibilities

Copyright © 2009, The Open Group 13

Getting Business Scenarios Right

• Customers almost always know what they want

Copyright © 2009, The Open Group 14

Contents of a Business Scenario

• Business Scenario models should:

Copyright © 2009, The Open Group 15

Template for a Business Scenario

• Business scenario problem description

Copyright © 2009, The Open Group 16

Write a scenario describing how you would choose a new car.

Make the objectives SMART.

Copyright © 2009, The Open Group 17

• Business Scenarios are a part of (and enable) a larger process

Copyright © 2009, The Open Group 18

• The Open Group Bookstore

Copyright © 2009, The Open Group 19

• Business scenarios help address one of the most common

Copyright © 2009, The Open Group 20

• Consider the following objective: “The system’s security

Copyright © 2009, The Open Group 21

• Select a scenario (a business problem) from your own

Copyright © 2009, The Open Group 22

• Consider the Vehicle Licensing Bureau (or equivalent in

Copyright © 2009, The Open Group 23

TOGAF is a trademark of The Open Group