Integrating Bene ts Dependency Network in ArchiMate

Abstract

A signi cant number of IT projects fail to deliver the desired outcomes. Failure causes include (i) the dominance of black-box nancial management approaches o ering poor indicators, e.g., returnon-investment or cost reduction, or (ii) not identifying the real business bene ts provided by the value that can be generated by an IT investment. The Bene ts Dependency Network (BDN) provides a solution to link the essential IT capabilities with the business changes necessary to deliver those bene ts with the overall investment objectives and required bene ts. Alignment between Information Technologies (IT) investments and business objectives is recurrently referred to in the literature as a paramount task owning a direct impact on the organization's pro t. Enterprise Architecture (EA) plays an important role in describing the dependencies between an IT migration road map and the business counterparts, therefore, facilitating stakeholder's decisions. This paper proposes a new ArchiMate viewpoint to model the understanding, designing and managing of the business bene ts of an IT investment. The solution is demonstrated in an industrial case that provides the ground to argue the integration of BDN in ArchiMate, in speci c the relationships between the di erent architectural layers with an appropriate level of abstraction to support the decision-making process.

Keywords

• ArchiMate
• BDN
• Business Bene ts
• Enterprise Architec- ture

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Evidence shows that a signi cant number of IT projects fail to deliver the expected outcome in what concern business bene ts, \recent surveys continue to show that this is the case in about 70-85% of IT investments" [ 24 ]. The causes for such a high rate of failure is attributed to the dominance of the nancial management and focus on indicators as ROI and cost reduction and not properly identifying the real business bene ts of the value that can be generated by the investment. The bene ts management approach consists of a plan to realize bene ts starting on the initial de nitions and accurate de nition of the expected bene t outcome for the project but linked across project implementation and postimplementation to guide decisions on how to adjust project scope, to keep in line with the projected bene ts.

The Bene ts Dependency Network (BDN) model [ 24 ] provides, and using the author's words, \a framework for explicitly linking the overall investment objectives and required bene ts, with the business changes necessary to deliver those bene ts and the essential IT capabilities that enable the changes". Establishing Bene ts Management as a process has the objective of ensuring that realization of IT investments delivers the promised bene ts to the organization. To be materialized, the bene ts need to be actively managed during the project lifecycle [ 20 ].

The alignment of investments on technology platforms and business is crucial to achieving the outcome of business objectives. For this reason, Enterprise Architecture (EA) has taken an important role to support stakeholders as \EA standards provide a road map to organizations for introducing technology, data, and process standardization and integration across the enterprise" [ 6 ]. The adoption of EA practice by major organizations worldwide as \The insights provided by an enterprise architecture are needed on the one hand in determining the needs and priorities for change from a business perspective, and on the other hand in assessing how the company may bene t from technological and business innovations" [ 16 ].

The objective of this work is to provide a solution on how to model the alignment of the Bene ts Dependency Network framework with ArchiMate to provide an integrated model to manage the bene ts of IT investments. The result is an artifact that can support the project management process in terms of managing bene ts in an integrated view between business objectives, business processes, and technology. This document is organized as follows. Firstly, in section 2 the background and the related work are presented. Then, to achieve the integration of the BDN framework in the Architectural domain via ArchiMate, a concept correspondence model was created to provide the correspondence between concepts and relationships, section 3. Afterward, a demonstration of the proposal consists of the application of the developed model to a real case study in a concert hall, section 4. Section 5 provides the results of the conceptual evaluation of the model and from interviews with experts that evaluated the model and it's application. Finally, in section 6, the conclusion regarding the achievement of the objectives and what further work can be taken to complement the solution to the research problem or to extend it into other areas. 2

Theoretical Background

Business Bene ts Management and BDN: A considerable number of IT

innovation projects su er from the fact that the technical solutions they propose never materialize. Besides they result from high investment into speci cation and development, they became just another information system or prototype proving a novel concept and failing the integration into real life situations. Such projects fail because they result in just a technology push and are launched missing a proper analysis of the business problem in its enterprise context. "To avoid such situations, any architecture change should be rst judged from the perspective of its business tness. To make this possible, a technique is necessary for relating enterprise architectures to business models" [ 14 ].

Surveys have demonstrated that only 30% of projects delivered the expected bene ts, either because they were not existing or achievable or in 40% of the cases, they were not managed besides they were feasible. Bene ts Management as a process has the objective of ensuring that realization of IT investments delivers the promised bene ts to the organization. On implementing changes, these have to be managed to take into consideration that only through successfully managing the change, bene ts can be realized [ 24 ]. \Understanding the business context of the investment being considered is critically important. All too often, IT projects quickly become technology projects, rather than primarily business change projects with an IT component, and the context for the investment is soon forgotten" [ 21 ]. IT investments do not deliver bene ts or create value by itself. Bene ts arise when IT enables people to do things di erently by performing their roles in more e cient and e ective ways. But, to be materialized, the bene ts need to be actively managed during the project life cycle [ 20 ]. Bene ts management is one of the processes through which e ective project governance improves project success. Project governors should champion bene ts realization in the project governance system, enabling the development and implementation of a comprehensive bene ts management process [ 3, 2 ]. Bene ts Management approach involves essential business-related domains. "Development of the BDN not only enables the knowledge and experience of business managers to be applied more coherently to planning the investment, it creates a clearer understanding of how di erent groups need to work together to achieve the bene ts" and provides a process to manage the potential bene ts from IT investments. As [ 24 ] stated, by involving key stakeholders on a bene ts realization plan, \many organizations that have adopted this approach have not only improved the success of their IT projects but they have also signi cantly improved the relationship between their business and IT sta ." Bene ts identi cation is a critical step in the bene ts management process, which seeks to identify and document the bene ts that will be the most relevant. Also, convincing contextually impacted stakeholders that need to be involved in the process as it's a key success factor for bene ts realization [ 25 ]. The bene ts management involves 5 stages [ 18 ]: Identifying and structuring bene ts, planning bene ts realization, executing bene ts realization plan, evaluating and review results, and discover the potential for future bene ts.

In the realization plan and through the investment life cycle, the potential disbene ts of the system should also be considered, i.e. what adverse impacts on the business organization it could have [ 17, 23 ]. BDN acts as a mechanism that maps the changes required for bene ts realization. By enabling and subsequently sustaining change, the bene ts of using technology can be realized [ 18 ]. Framework implementation de nes the following ve iterative steps: 1, Identify and Structure Bene ts; 2. Plan bene ts realization; 3. Execute the bene ts plan; 4. Review and evaluate results; 5. Establish the potential for further bene ts. Bene t Dependency Network, represented in Fig. 1, is de ned, as the realization of bene ts, depending on changes to business processes and relationships on the ways in which individuals or groups work within the organization. BDN network construction is processed from right to left. Starts with the drivers, agree with the objectives for a particular investment. These must be identi ed and described together with the business bene ts that will result if the objectives are achieved. Follows with the Business Changes that enable the Bene ts. Enabling Changes consist of pre-requisites to the Business Changes implementation and nally, the Enabling IT structures are de ned on the left of the scheme.

EA and ArchiMate:

\An architecture is the fundamental organization of a system embodied in its components, their relationships to each other, and the environment, and the principles guiding its design and evolution" , as de ned by the ISO/IEC/IEEE[ 1 ]. EA de nition establishes a holistic vision of an organization considering the introduction and development of information systems to enable the organizations to achieve their business objectives.

ArchiMate is a de facto standard for EA practitioners and provides a vision of the architecture representing the distinct elements that assist decision making and stakeholder information through the representation of enterprise architectures over time, as it consists of a graphical modeling language [ 13 ]. The core language consists of three main types of elements: Active Structure elements, Behavior elements, and Passive structure elements. Based on these elements a layered structure results from the specializations of the core concepts.

Architects and other stakeholders can de ne their views on enterprise architecture. These views are speci ed by viewpoints that de ne abstractions on the set of models representing the enterprise architecture, addressing speci c types of stakeholders, and sets of concerns [ 13 ].

Most EA modeling techniques focus on what the enterprise should do by representing `as-is' and `to-be' architectures in terms of informational, behavioral, and structural model elements at di erent architectural layers, e.g. a business, application, and technology layer. Little or no attention is paid to represent (explicitly) the motivations or rationale, i.e. the why behind the architecture in terms of goals and requirements [ 11 ]. The implementation of IT technology requires an integrated vision on the relation it has with the business, and in the way, it will support the vision of the organization,to maximize the investment and bene ts generated for the business [ 12 ]. A key element of ArchiMate is the layered view and ability to create distinctive viewpoints, to address each stakeholder's requirements, together with the possibility of accommodating extensions to the needs that arise from new concepts [ 13 ].

Studies enhance the relevance of the process to link high-level strategy with the resources and processes in place to achieve the strategic business directions. By making use of the ArchiMate extensions, we can ensure a smooth transition from operational architecture descriptions to strategic business models using motivation and resource{capability models [ 14 ]. By modeling the high-level strategy concepts, the impact of organizational change resulting from new strategies can be easier and more accurately determined than by using a business model. \By relating strategy to architecture, we open the door to new possibilities such as making impact analyses of strategy on architecture and changes in architecture on strategy" [ 4 ]. ArchiMate provides a formal basis for modeling business models. This facilitates tracking of requirements from business demands down to the design speci cations. It helps in discovering the e ects of business model changes on architectural design [ 19 ]. A fundamental challenge resides in de ning mapping functions between the schemas that t the context and purpose of the integration. The application of semantic techniques to enterprise modeling brings value to the enterprise engineering community of practice as it facilitates the integration and analysis of diverse modeling domains [ 8 ]. 3

Solution Development

The Bene ts Management approach involves essential business related domains. "Development of the BDN not only enables the knowledge and experience of business managers to be applied more coherently to planning the investment, it creates a clearer understanding of how di erent groups need to work together to achieve the bene ts they and the organization wish to gain" [ 20 ]. In order to achieve bene t realization, business changes are put implemented, enabled by IT/IS implementations. This describes an abstract structure to explain [ 23 ]: Why investment is being made? - What types of bene t is the organization expecting to achieve? - How can combination of business changes and IT deliver those bene ts?

The business goals, principles and requirements that motivate the design of the enterprise, are not covered by the ArchiMate core concepts. These motivational properties modeling is achieved by the Motivation Elements [ 10 ]. ArchiMate language includes as motivation elements: Stakeholder, Value, Meaning, Driver, Assessment, Goal, Outcome, Principle, and Requirement [ 13 ]. The Strategy Elements are typically used to model the strategic direction and choices of an enterprise, as far as the impact on its architecture is concerned. They can be used to express how the enterprise wants to create value for its stakeholders, the capabilities it needs for that, the resources needed to support these capabilities, and how it plans to con gure and use these capabilities and resources to achieve its aims [ 13, 5 ]. Value Streams can be decomposed into value stages that create incremental values contributing to the value proposition for the stakeholder. Value stages are mapped to business capabilities to analyze an enterprise's current and desired ability to deliver the value proposition, and are a fundamental strategy element [ 22, 9 ].

Table 2 and 3 establish the mapping between BDN and ArchiMate concepts and relationships respectively. An ArchiMate BDN viewpoint is proposed as a nal step. The following text justi es each conceptual correspondence.

BDN Business Driver Concept: Internal or external issues, speci c to the context, that executive and senior managers agree that the organization needs to make changes and the timescales for those changes [ 23 ].

ArchiMate Driver: "A driver represents an external or internal condition that motivates an organization to de ne its goals and implement the changes necessary to achieve them." [ 13 ].

Justi cation: Clear semantic alignment between ArchiMate Driver concept with the Business Drivers on BDN. The Driver has no representation on BDN, however is a fundamental element on the bene t realization plan.

BDN Investment Objectives Concept: Statements that describe what

the organization is seeking to achieve from the investment. A description of what the situation would be on successful completion of the investment[ 23 ]. ArchiMate Goal: "A goal represents a high-level statement of intent, direction, or desired end state for an organization and its stakeholders. Goals are typically used to measure success of an organization" [ 13 ].

Justi cation: ArchiMate Goal is semantically aligned with BDN Investment

Objectives.

BDN Business Bene t Concept: An advantage of a stakeholder or group of stakeholders.Implies that the bene ts are \owned" by the individuals or groups who want to obtain value from the investment [ 23 ].

ArchiMate Outcome: An outcome represents an end result. Outcomes are high-level, business-oriented results produced by capabilities of an organization, and by inference by the core elements of its architecture that realize these capabilities. Outcomes are tangible, possibly quantitative, and time-related.An outcome may have a di erent value for di erent stakeholders [ 13 ].

Justi cation: ArchiMate Outcome concept is semantically aligned with BDN

Business Bene ts concept.

BDN Business Changes Concept: New ways of working that are required to ensure that desired bene ts are realized, this will be the ongoing ways of working in the organization [ 23 ].

ArchiMate Value Stream and Capabilities: "The strategy elements are

typically used to model the strategic direction and choices of an enterprise, as far as the impact on its architecture is concerned. They can be used to express how the enterprise wants to create value for its stakeholders, the capabilities it needs for that, the resources needed to support these capabilities, and how it plans to con gure and use these capabilities and resources to achieve its aims." If multiple actions need to be put in place to achieve a bene t, a value stream can be used for modeling the business changes as "Value stream represents a sequence of activities that create an overall result for a customer, stakeholder, or end user"."Value streams are combined by capabilities alignment, a capability represents an ability that an active structure element, such as an organization, person, or system, possesses." "Capabilities are expressed in general and highlevel terms and are typically realized by a combination of organization, people, processes, information, and technology" [ 13 ].

Justi cation: ArchiMate Value Stream and Capability concepts are used

in conjunction to align with concept BDN Business Changes.

BDN Enabling Changes Concept: Prerequisites for achieving the business changes or that are essential to bring the system into e ective operation within the organization. Enabling changes are \one-o \ activities rather than ongoing ways of working. Agreeing new working practices, redesign processes, change to job roles and responsibilities, training, new business skills [ 23 ]. ArchiMate Course of Action:"A course of action represents an approach or plan for con guring some capabilities and resources of the enterprise, undertaken to achieve a goal" [ 13 ].

Justi cation: The BDN concept relates to an action that becomes an IT enabler and represents a Behavior element which is de ned for the ArchiMate Course of Action concept which de nes an action that involves resources, de ned on a plan to con gure other capabilities. ArchiMate Course of Action concept was adopted on this model to represent BDN Enabling Changes concept.

BDN Enabling IT Concept: Information systems and technology needed to support the realization of identi ed bene ts and to enable changes. The IT enabler is de ned as a structure element [ 23 ].

ArchiMate Resource: "A resource represents an asset owned or controlled by an individual or organization. Resources can be classi ed in di erent ways: tangible assets, intangible assets, and human assets" [ 13 ].

Justi cation: ArchiMate Resource concept from Strategy elements represents a capability provided by structural elements.Very broaden in the type of elements that can represent, provides the BDN Enabling IT concept with di erent possibilities to extend to other types of structural elements.

Relationships: BDN Network use arrows that are drawn from objectives to bene ts - each investment give rise to one or more bene ts. Each connection consists of realization of each step. The correspondence representation and justi cations is present on Table 3.

BDN to

ArchiMate

Correspondence Tables: BDN

Concept and Relationships alignment with ArchiMate Concepts and Relationships are summarized in Table 2 and 3. posed concept alignment and connections in order to represent the BDN Network.

4 Application Demonstration

The demonstration of the proposed solution is based on a project to provide a Concert Hall, based in the city of Porto in Portugal with an IT system to manage: content production, archive and online content sales. The Bene ts Management application to this case is based on the knowledge of the project and not as a process that has been taken formally for the purpose of the project. Following Bene t realization plan process, Drivers, Investment Objectives, Bene ts, Business Changes, Enabling Changes and Enabling IT are identi ed and are summarized on Table 5, and explained as follows. Project Drivers: Preserve the activity of the Concert Hall as a cultural asset, Reduce the dependency of nancing from external stakeholders and Provide visibility of the activities to stakeholders and the society, in order to demonstrate the value of the institution as a cultural asset. Investment objectives: Content preservation, content monetization and an automated work ow in order to not increase the headcount and as well as minimize workload impact on the existing sta . Business Bene ts: Content archive availability to be used either for production as well as for historical preservation, the enabling of revenue from content production and an automation work ow to enable content production to use less resources in terms of headcount and processes. Business Changes: where mainly the de nition of new work ows in order to produce content, manage the content archive and integration with the web portal platform, involving de nition of roles for the di erent areas in order to provide each of the services. The Enabling changes: focused mainly on work ow and role de nitions as well as training. IT Enabler: consists

The development of the architectural aspects of he solution, using ArchiMate provide stakeholder views in relation to all core project aspects of technology, application usage, business roles. Through the motivation extension is also possible to achieve a representation of the elements behind the project drivers and realization. However, the bene t realization management concept is not present in the ArchiMate motivation elements as well as the architectural views are not present in the BDN framework. Creating a viewpoint for the e ect of bene t management, follows the guidelines expressed for using viewpoints [ 15 ]: Scope: as it selects the appropriate domain that needs to be represented or modelled, in this case the BDN domain; Creation of views: as it creates or selects the actual content of the viewpoint to create a selection or part of the larger prearchitecture model; Validation: this is still work in progress in order to obtain an agreement that the model is representative of the actual or intended situation. The purpose of this work is to provide stakeholders with the tools for the bene t realization inside the architectural domain; Obtaining commitment about this model is the following step after validation that ensures that a commitment about the impact of what is described on the view; Informing: other stakeholders not directly involved about plans and impact.

As also de ned [ 15 ], the creation of composite viewpoints is relevant to t with the intended audience and need not to stick with the standard ArchiMate notation which allows the de nition of new viewpoints. By providing the Benets Management viewpoint on ArchiMate, is possible to establish the link with views covering di erent domains of the Architecture. This supports the understanding on how speci c aspects on the business or technical viewpoints can a ect bene t realization. Fig. 4 presents a representation of the integration of the BDN ArchiMate view with other architectural domains for the Concert Hall case. On the left side of the model is present Technology and Business domains representation, for this case, and by the integration of BDN in ArchiMate, these domains can be related with the appropriate BDN concepts for the purpose of bene t realization management.

In a similar process, speci c capabilities considered for the bene t realization process can bene t from views that represent the resources and processes that are associated to their realization, addressing speci c stakeholder concerns that require deeper insights of the core layers associated to the bene t realization management, represented on Fig. 5. BDN integration on ArchiMate can scale up or down the views intended for communication and evaluation at appropriate stakeholders level, accomplishing the informational objective of modeling and supporting the decision making process. Wand and Webber The evaluation at this stage was performed on a rst step by applying the Wand and Weber method, where two languages are compared in order to identify the existence of ontological de ciencies: Incompleteness, Redundancy, Overload and Excess [ 7 ]. By this analysis we can verify that no concepts are missing in terms of representation between both representations and also there is no lack of clarity as all concepts can be only mapped into concept as well as each concept is only mapped into one concept. This prevents ambiguity and provides clarity on the mapping de nitions. Also the results o er the evidence that reversing the mapping from ArchiMate concepts to BDN provide the same results.

Interviews with Experts Interviews with eight industry experts in the area of the modeling and architecture consulting were conducted to evaluate the model proposed from di erent perspectives: (i) the value provided by the model to the EA discipline; (ii) Areas where it can provide additional interest; (iii) Quality of the conceptual integration; (iv) Usability and readability either from the modeling point of view or the stakeholder point of view; (v) Identi cation of areas for future work to enhance the value provided by the model.

A quantitative evaluation was applied to evaluate the coherence of the concept mapping and the readability when applied to a real-life use case. The expert's evaluation attributed a rate of Good (4 on a scale of 1-5 with std dev of 0,92) for the model and Good (4 on a scale of 1-5 with std dev of 1) for the application to a real-life scenario. Also, experts agreed that value added by the integration of the BDN framework inside an EA methodology provides a tool to communicate the architecture in a more holistic view to business stakeholder's and also to focus the context of the business perspective, through the bene ts and not just on the technology implementation.

From the replies obtained, emerged that the model can provide a more focus on business perspective instead of technical focus, and also that can generate relevant views to address stakeholder's concerns, mainly on the communication of technical aspects with C-level stakeholder's. The interviews pointed out that modeling needs to be conscious of the number of elements as it can cause an increase of complexity against the need for simplicity. 6

Conclusions

The objective of this work was to produce an artifact capable of providing the representation of a modeling process to represent BDN on ArchiMate.The artifact proposed has been developed to identify the consistency between BDN concepts and ArchiMate concepts, taking into consideration the fundamental EA concepts. The artifact applied to a use case provided a representation of BDN in ArchiMate. The bene t of this representation opens the possibility that Stakeholders can develop speci c views connecting to other architectural aspects and enabling bene t realization management integrated into the architecture of the organization and consistent with the modeling guidelines for viewpoint creation. It provides a framework, under an EA process, to support the bene ts management and provide stakeholders and either technical or business project manager a tool to achieve the bene ts objectives, identify new bene ts, and identify disbene ts. Disbene ts is de ned by Ward [ 23 ] to express the negative impacts of the technology implementation that are opposed to the bene ts. The demonstration produced on this work evidences that integration of BDN in ArchiMAte provides the tool to address Bene t Realization within the architectural domain and providing the possibility of enabling di erent views to address the speci city of stakeholder's concerns.

By the demonstration produced on this work, was possible to evidence that integration of BDN in ArchiMAte provides the tool to address Bene t Realization within the architectural domain and providing the possibility of enabling different views to address the speci city of di erent stakeholders concerns. This research identi ed areas for future work. Bene ts Management Plan requires the integration of performance indicators for investment objectives and bene ts as the BDN framework determines that these concepts need to be quanti ed and measured. In ArchiMate, valued measurements related to performance indicators as cost, value, etc., can be incorporated in property elds of relevant concepts. The use of this possibility or consideration of di erent alternatives requires further development of the model. Also, the need to represent the owners of the realization of the Investment Objectives and Bene ts in a modeling artifact to complement the BDN viewpoint, in the same way, it is de ned in the Business Bene ts Management Plan. Archimate includes the Roles and Actors concepts that can address this requirement. Future work needs to be developed to produce the integration model. The limitations identi ed in the research are the application to a speci c industry context that can limit the generalization of the model and the demonstration produced using a project that was already implemented and not along with the project implementation that could bring an additional perspective of the real-life scenario use.

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