- Business and Enterprise Architecture Training
- Modeling Public Sector Programs and Services (EBA220)
In this three-day case study-driven workshop course, you will learn how to use business architecture to analyze, align, and integrate programs and services.
- Course Start Date: Nov. 6
- Location: Ottawa
- Time: 8:30 am - 4:30 pm (Note on end times)
- Duration: 3 days
08:30 AM - 04:30 PM
on the number or students and pace of the class.
It is important to allow for the class to run a little bit longer,
or finish a little sooner, than expected.
- Delivery Method(s):Instructor Led
- Discount Seats Available:2
- Category:Business and Enterprise Architecture Training
that provides you with the quality training that
you have come to expect, and combines it with
flexible learning and a self paced environment.
For more information click here.
- Course Outline
In this three-day case study-driven workshop course, you will learn how to use business architecture to analyze, align, and integrate programs and services. You will learn methods and models to support program evaluation and service improvement including the analysis and design of vertical and horizontal accountability relationships.
Participants are required to attend in-class session and achieve 70% on a 20-question multiple-choice examination.
What You'll Learn
- Lead the program and value chain modeling activities of the EBA roadmap
- Align services vertically with programs and horizontally within a value chain
- Produce, review, and validate:
- Outcome Models
- Program and Service Alignment Models (PSAM)
- Target Group State Transition and Service Bundle Models
- Program Logic Models (PLM)
- Service Integration and Accountability Models (SIAM)
- Define and distinguish types of programs, services, target groups, and needs.
- Apply models to:
- Define the scope of a transformation initiative
- Identify business benefits of transformation initiatives
- Support program design and review
- Define horizontal and vertical accountability structures
- Assess current accountability gaps and overlap
- Define a strategic performance-management framework
- Public Sector Business and IT Project Leaders
- IT Architects
- IT Analysts and Designers
- Enterprise Architects and Enterprise Architect Program
- Managers, Policy and Planning Analysts
- Program Review Analysts
- Business Architects
- Business Analysts
- Business Designers
- Business Solution Consultants
- Business Transformation Analysts and Designers
1. Program and Value Chain Modeling Road Maps
- Describing and Distinguish between Program Modeling and Value Chain Modeling
- Describing the Scope of Program and Value Chain Modeling in Terms of:
- Business Components and Relationships
- Key Modeling Steps
- Describing the Purpose and Analytic and Design Uses of Program and Value Chain Models
- Defining the Scope of an Enterprise or Transformation Initiative, Using Programs, Services, and Public Sector Reference Models
- Defining Initial Stakeholder Hierarchies
- Developing an Enterprise Context Diagram and Explaining its Use
- Describing a Program, Its Components, and Key Relationships.
- Distinguishing Programs Based on:
- Mandate (i.e., Policy Instruments)
- Target Groups and Needs
- Resources (Budget Allocation)
- Distinguishing between Public and Provider Programs
- Partitioning Programs into Sub-Programs
- Defining Target Groups and Needs
- Classifying Target Groups and Needs
- Using Program Fields To Identify and Classify Needs
- Using a Target Group Needs Matrix To Create a Target Group Hierarchy
- Defining Required Program Outcomes Based on Target Groups and Needs
- Developing an Outcome Network Model
- Using an Outcome Network Model
- Defining Relationships between Outcomes
- Specifying Program Scope
- Determining Linkages with other Programs
- Identifying Need for Memoranda Of Understanding (MOUs)
- Applying Typical Program Strategies To Achieve Program Outcomes.
- Understanding and Describing the Concepts of Program Target Group States, Transitions, and Service Bundles
- Understanding the Relationships between Client States, Transitions, and Program Strategy
- Developing a Target Group State Transition Diagram
- Using a Target Group State Transition Diagram
- Informing Business Information Requirements
- Identifying Service Improvements
- Illustrating Program Strategies (e.g., Regulatory Strategies, Preventive Strategies)
- Defining Services and Service Outputs from the Client Perspective
- Distinguishing Services from Programs and Processes
- Explaining How Service Definition Is Client-Centric
- Classifying Services by Service Type
- Using a Service Profile To Document Information
- Understanding and Describing the Concept of Program and Service Alignment
- Using a Program and Service Alignment Model (PSAM) at the Enterprise or Program Level
- Developing a PSAM To Align Service Outputs with Target Group Needs
- Distinguishing between Enterprise and Program Views of a PSAM, and the Appropriate Use of Each
- Knowing When To Use Graphical vs. Tabular Views of A PSAM
- Developing a Program Logic Model (PLM)
- Using a PLM
- Defining the Relationship between Service Outputs and Program Outcomes
- Defining the Relationships between Direct, Intermediate, and Strategic Outcomes
- Overcoming Classic PLM Challenges
- Understanding the Role of the PLM in Aligning Service Outputs with Direct, Intermediate, and Strategic Outcomes
- Developing a Service Integration and Accountability Model (SIAM)
- Distinguishing between Consolidated and Distributed Functions in Designing a Value Chain
- Distinguishing between Value Chain Modeling and Process Modeling
- Using A SIAM
- Analyzing the Structure of An AS-IS Value Chain
- Designing Changes To Produce a TO-BE Value Chain
- Distinguishing Various SIAM Partitioning Approaches To Manage Complexity
- Understanding the Concept of Accountability
- Distinguishing between Vertical and Horizontal Accountability
- Distinguishing between Accountability for Program Outcomes and Accountability for Service Outputs
- Using an Accountability Matrix To Identify Gaps and Overlaps in Accountability
- Using a SIAM To Identify Points of Horizontal Accountability
- Understanding Drivers of Performance Management
- Understanding Key Performance Management Challenges and How Use of Reference Models Addresses Challenges
- Distinguishing between Goals, Outcomes, And Indicators
- Defining Efficiency, Quality, and Effectiveness Indicators for Program Outcomes and Service Outputs
- Using Behaviour-Over-Time Graphs To Discern Changes in Program or Service Performance
- Using Reference Models To Develop Enterprise-Wide Performance Indicators
- Prerequisites & Certificates
Introduction to Business Architecture for the Public Sector (EBA210)
21 PMI PDUs
- Cancellation Policy
We require 16 calendar days notice to reschedule or cancel any registration. Failure to provide the required notification will result in 100% charge of the course. If a student does not attend a scheduled course without prior notification it will result in full forfeiture of the funds and no reschedule will be allowed. Within the required notification period, only student substitutions will be permitted.
Reschedules are permitted at anytime with 16 or more calendar days notice. Enrollments must be rescheduled within six months of the cancel date or funds on account will be forfeited.
- Map & Reviews
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Global Knowledge Ottawa
360 Albert Street
Canada K1R 7X7
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