Demand and Requirements Management for Business Transformation

Demand and Requirements Management for Business Transformation

• the information relating to things in light blue stuff, at the top, are basically recorded in business architectures and asset portfolios solutions (i.e. they are canonical enterprise wide source)
• most of the money is spent on the green stuff - with the hope that it affects positively the light blue stuff
• sadly there is usually a disconnect between the light blue green 
• what purports to be the connections are created by lots of "consultants", "business analysts", etc. who create a plethora of persuasive, convenient, documents and presentations (essentially disconnected from the facts). 
• this disconnect militates against the real world value of business architectures and asset portfolios (which is why they are often rightly seen as ivory tower or academic exercises).
• that is to say that strangely in in most organisatons there is no source of record (canonical, complete or connected) for the darker blue boxes? 
• for most business the orange stuff is a necessary evil yet
• the approach to requirements is driven from engineer needs in the bottom right hand corner (on essentially a waterfall model)
• in an agile approach, which the only thing that can work, the information flows both ways
• (which is why the blue arrows go both ways i.e. as you define requirements in the context of existing views of capabilities and systems (i.e. business operational procedures, business assets etc.)
• you will discover things that are missing or need to be updated - which is good. That is because when you data you find issues with it and you improve it (this is what makes it non-ivory tower). 
• If you don't use the data in the business architectures and asset portfolios to actually make the changes happen who really cares about it - other than a few planners or startegists (when in reality it needs to be at the heart of business transformation)