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Structuring the enterprise around a core set of building blocks, called “value streams”, is one of the key enablers or precepts to enterprise wide integration. The value streams (sometimes called core processes) contain the cross-functional processes and ordered sequence of activities that produce results from functional organizations. The value streams are customer centric and designed around the effective and efficient delivery of results, outcomes, products or services. A capability not afforded by viewing the enterprise in terms of its functions. The value streams are purposeful encapsulations of the results of optimized processes that are connected by the balanced and leveled, inputs and outputs of the processes. You connect and integrate business processes in an architecture model by using the inputs and outputs as the nexus or “causal link.” Ultimately, the results of the value streams are linked to the defined and measurable outcomes of a strategic objective.



Having connected the logical EBA to the corporate strategy we must continue its integration with any major initiative that is defined in the strategy. The strategic initiative may require process improvement, IT architecture build-out, software development, package software configuration, security architecture analysis and organizational architecture development. The EBA approach lets the business person define all of their requirements and business rules in one model and in terms that business people understand and use. It requires the process analysts, software developers or enterprise architects to extract their information needs from this base of shared knowledge rather than having the business person create different sets of specifications or views for each strategic initiative or project. We must understand the EBA’s role in the enterprise, and treat it as part of a unified whole rather than as an isolated part or component.

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