<Project Name> Version: <1.

0>
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<Project Name>
Business Architecture Document

Version <1.0>

Revision History
Date Version Description Author
29/11/2024 1.0 Final Hồ Viết Vĩnh
Đặng Quỳnh Trang
Vũ Hữu Thông
Nguyễn Thành Tâm
Trần Ngọc Tú
Đặng Văn Phong
Nguyễn Văn Hoàng
Nguyễn Thị Thu Huyền

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Table of Contents
1. Introduction
1.1 Purpose
1.2 Scope
1.3 Definitions, Acronyms, and Abbreviations
1.4 References
1.5 Overview

2. Architectural Representation

3. Architectural Drivers

4. Market View

5. Business Process View

5.1 Business Context
5.2 Architecturally Significant Business Process View

6. Organization View
6.1 Organization Structure
6.2 Business Use-Case Realizations
6.3 General Patterns of Behaviour

7. Human Resource View

7.1 Remuneration and Incentives
7.2 Cultural Aspects
7.3 Competencies

8. Domain View

9. Geographic View

10. Communcation View

11. Architectural Trade-offs

Business Architecture Document

1. Introduction
1.1 Purpose
This document provides a comprehensive architectural overview of the business, using a number of
different architectural views to depict different aspects of the business. It is intended to capture and convey
the significant architectural decisions that have been made.

1.2 Scope
This document pertains to the online shopping system created by our group.

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1.3 Definitions, Acronyms, and Abbreviations

[This subsection provides the definitions of all terms, acronyms, and abbreviations required to properly
interpret the Business Architecture Document. This information may be provided by reference to the
project's Business Glossary. Include the operationl definitions of business architecture, and application
architecture and technical architecture if applicable.]

1.4 References
None.
1.5 Overview
[This subsection describes what the rest of the Business Architecture Document contains and explains
how it’s organized.]

2. Architectural Representation
[This section describes what business architecture is for the current business, and how it is represented.
Describe the views that will be used to represent the architecture and indicate which stakeholders each
view is applicable to. Also describe what types of model elements each view contains.]

3. Architectural Drivers
[This section describes the forces within the business and its environment that shape the business
architecture. These are very important for bounding architectural decisions and understanding the
consequences of those decisions. Architectural drivers can be classified into architectural goals, which
define a desire, and architectural constraints, which imply mandatory compliance to a particular
condition.]

4. Market View
[This view defines the markets the business operates in, the current or expected trends and changes in
these markets (such as growth or competition), targeted customer profiles and the products and/or services
the business offers to its customers (value proposition).]

5. Business Process View

[This section lists business use cases or business scenarios from the business use-case model if they
represent some significant, central capability of the final business, or if they have a large architectural
coverage—they exercise many architectural elements or if they stress or illustrate a specific, delicate point
of the business architecture. This view is mandatory.]

5.1 Business Context

[This section shows the business in the context of its environment, including partners and suppliers. Use a
business context diagram - showing the business actors and the layers in the business architecture they
interact with.]

5.2 Architecturally Significant Business Process View

[This section shows the architecturally significant business use cases. Include a diagram showing these
business use cases in relation to the business actors and provide the description and flow of events of each
of the business use cases. Architecturally significant business use cases are those business use cases that
provide broad functional coverage and/or exercise a critical part of the business. Core business use cases
typically provide broad coverage.]

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6. Organization View
[This view describes the structure of the organization and the manner in which business processes are
performed. The architecturally significant parts of the organization are described. This view is
mandatory.]

6.1 Organization Structure

[This section provide an overview of the high-level structure of the organization into business systems and
the roles and responsibilities of and within these units.]

6.2 Business Use-Case Realizations

[This section illustrates how the organization performs the architecturally significant business use cases by
showing how business systems and business workers and entities interact. These business use case
realizations provide a mapping between the business use cases and the organization structure.]

6.3 General Patterns of Behaviour

[This section illustrates how the organization performs the architecturally significant business use cases by
showing how business systems and business workers and entities interact. These business use case
realizations provide a mapping between the business use cases and the organization structure.]

7. Human Resource View

[This view describes the architecturally significant human resource aspects of the business. Remuneration
and incentives, corporate culture and competencies are described. This view is optional.]

7.1 Remuneration and Incentives

[This section identifies the major remuneration bracket (salary scales) and describes the incentive
mechanisms for rewarding above average performance. This aspect of the human resource view is useful
for re-aligning the remuneration and incentives policy in order to stimulate organizational change, or
assessing the effect of decision regarding changes on the remuneration and incentive policy.]

7.2 Cultural Aspects

[This section describes the major cultural characteristics of the organization and the mechanisms for
encouraging and enforcing these cultural characteristics. For example, in organization where teamwork
and initiative are considered important aspects of the culture, an annual inter-team volleyball competition
and a monthly prize for the best initiative would be mechanisms that enforce these cultural aspects.]

7.3 Competencies
[This section describes the competency profiles within the organization, in terms of skills, experience,
attitude and motivation. These profiles can be used to ensure that the skills required by the organization
are developed and available in the long term. Education and training mechanisms for ensuring that the
required competencies are acquired by and developed within the organization can also be described.
Examples include recruitment strategies and special interest groups, respectively.]

8. Domain View
[This section describes the major concepts and information structures to be found within the business and
its environment. This view is mandatory. These concepts and information structures (business entities) and
their relationships should be shown in class diagrams. Ensure that each business entity has a description.
For example, an insurance firm may have business entities such as Customer, PolicyOwner, Beneficiary,
Account, Contract, Policy, Claim and InsuredObject.]

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9. Geographic View
[This view describes the geographic distribution of the organization structure and functions. This view is
optional. Provide a diagram showing the physical locations at which the business has some sort of
presence. These locations can be addresses within the same city, different cities or different countries.
Ships can also be counted as physical locations.]

10. Communcation View

[This view provides a topological overview of communication pathway within the business. Use class
diagram to indicate communicating parties, which could be communicating business processes,
organization units, business workers, business actors, physical locations (localities). Associations between
these parties indicate the existence of a communication link. The properties of each link can be described.
Consider the subject, medium (verbal, email, video-conferencing), frequency, effectiveness, cost, direction
(unidirectional or bi-directional), value and risk (impact of being tapped/misused).]

11. Architectural Trade-offs

[This section describes the how the business architecture realizes the architectural goals and constraints
described above. For each architectural diver and constraint listed above, discuss how the business
architecture supports that driver or constraint. Pay special attention to conflicts, because the architecture
is an optimal solution to many conflicting forces.]

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