Business Architecture Discipline Alignment Flashcards
1
Q
Describes the rationale of how an organisation creates, delivers, and captures value.
A
A business model
2
Q
Describes the rationale of how an organization creates, delivers, and captures value.
A
A business model
3
Q
This concept has grown to include non-monetary measures of value such as the exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.
A
Value
4
Q
A conceptual structure for organizing the elements, relationships, representations, and classifications of one or more business models.
A
A business model framework
5
Q
Provides organizations with a way to organize business models they develop and deploy into a formal, cohesive structure.
A
A business model framework
6
Q
Enablse strategic planning and the ability to assess a business from a variety of internal and external perspectives.
A
A business model
7
Q
Gaining significant traction with executives who use them for capturing and communicating business concepts, and also for developing and validating strategies and goals.
A
Business models
8
Q
Larger organizations find business models particularly useful in
A
Integrating their strategies and goals across multiple lines of business.
9
Q
When business concepts are populated into the Osterwalder canvas, management has
A
A common set of perspectives for what they want to achieve .
10
Q
When business concepts are populated into the Osterwalder canvas, management can
A
Establish clear goals to ensure that the business model is deployed effectively.
11
Q
Business architecture, on the other hand, represents formal views of a business that can be
A
Targeted for improvement, rearranged, redeployed, or refined in a variety of ways to enable the vision and goals set forth for the business model.
12
Q
The business model framework allows a business to clearly state
A
What it wants to accomplish
13
Q
Business architecture tells us how the business can align to that business model using
A
Concise, widely agreed upon views of the business.
14
Q
Business architecture and business modeling do not just coexist, but deliver ___ when leveraged together.
A
Significant and exponential levels of value
15
Q
The goal of aligning business architecture with business models frameworks is to ___ using business architecture and derive ___.
A
Articulate the impact of a given business model on the business, actionable plans and solutions based on those articulated views.
16
Q
In the context of the business model, business architecture enables an organization to
A
Realize its vision.
17
Q
Business architecture can be used to interpret the business model in ways essential to __, __, and __to deliver results ranging from tactical deployments to long-term business transformation.
A
Establishing actionable roadmaps, funding, and priorities needed
18
Q
The business model functions in the realm of business visioning and strategy creation and is used to ___ and ___.
A
Establish and evolve a vision, establish benchmarks against which to evaluate progress towards that vision.
19
Q
Business architecture occupies the middle ground between
A
Vision and actionable results.
20
Q
Business architecture provides the bridge between
A
Vision and strategy on the one side and actionable, deployable results on the other side.
21
Q
Business architecture serves as a means of taking various goals resulting from business model deployment and
A
Structures them in a way that can be driven into business solutions.
22
Q
This is the singular most important benefit of business architecture / business model framework alignment.
A
Taking goals from business model deployment and structuring them in ways that can be driven into business solutions.
23
Q
Determining the cross-functional impacts of various strategies on the business
A
Benefit of business architecture / business model framework alignment.
24
Q
Delivering rapid solution analysis that can be turned into initiatives
A
Benefit of business architecture / business model framework alignment.
25
Aligning funding to business goals
Benefit of business architecture / business model framework alignment.
26
Shaping one or more business goals into deployable projects
Benefit of business architecture / business model framework alignment.
27
Ensuring that projects are tied directly to business goals
Benefit of business architecture / business model framework alignment.
28
The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organize and concur on certain business goals.
Commonly found in many business models, easy for executives to understand
29
Formal decomposition of the individuals or organizations interested in a business's product or service
Business Model Canvas Building Block - Customer Segments
30
Ways in which a business seeks to satisfy a customer
Business Model Canvas Building Block - Value Propositions
31
Communication, distribution, or partner vehicles used to deliver value to customers
Business Model Canvas Building Block - Channels
32
Ways in which a business maintains strong and lasting communication with customers
Business Model Canvas Building Block - Customer Relationships
33
Categories of ways in which a business is compensated for delivering customer value
Business Model Canvas Building Block - Revenue Streams
34
The people, funding, technologies or other assets required to deliver customer value
Business Model Canvas Building Block - Key Resources
35
The work that must be performed in order to deliver value, derive revenue, and manage cost structures
Business Model Canvas Building Block - Key Activities
36
Third parties that deliver products or services to a business
Business Model Canvas Building Block - Key Partnerships
37
Representation of cost associated with delivering value as specified in the business model
Business Model Canvas Building Block - Cost Structures
38
The ability to drive actionable solutions from business model perspectives requires
Formalising the conceptual mappings between business model frameworks and business architecture.
39
Using this approach, organizations will have established the foundation required to determine the impact of various business model articulated goals, assess deployment options, balance costs against benefits.
Formalising the conceptual mappings between business model frameworks and business architecture.
40
Using this approach, organizations will ensure that related business goals are considered within the context of a given goal.
Formalising the conceptual mappings between business model frameworks and business architecture.
41
Business model framework to business architecture concept alignment requires clear
Business goals be established for one or more business model concepts.
42
Executives should have a business-driven vision that is enabled by
Business goals established for one or more business model concepts.
43
Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.
Strategy associated with various business architecture views
44
Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.
Value streams, capabilities, and other business architecture views
45
As strategy deployment begins, ___ and align the work along the way as that perspective may change.
Continue to map the evolutionary path to achieving a given business model perspective
46
Business Model Building Block - Customer Segments - maps to
Customer, Stakeholder; Strategy, Objective; Capability
47
Business Model Building Block - Value Propositions - maps to
Strategy; Initiatives
48
Business Model Building Block - Channels - maps to
Value Stream; Partner
49
Business Model Building Block - Customer Relationships - maps to
Value Stream; Capabilities; Customer
50
Business Model Building Block - Revenue Streams - maps to
Value Stream; Capabilities
51
Business Model Building Block - Key Resources - maps to
Business Unit; Capability
52
Business Model Building Block - Key Activities - maps to
Value Stream; Capabilities
53
Business Model Building Block - Key Partnerships - maps to
Partners / Stakeholders
54
Business Model Building Block - Cost Structures - maps to
Capability; Business Unit
55
Customers trigger value streams is a consideration of
Customer Segments Mapping & Alignment
56
Segmentation impacts Marketing Management capabilities is a consideration of
Customer Segments Mapping & Alignment
57
External value propositions drive strategy is a consideration of
Value Propositions Mapping & Alignment
58
Internal value propositions drive initiatives is a consideration of
Value Propositions Mapping & Alignment
59
Value streams interact with customers through channels is a consideration of
Channels Mapping & Alignment
60
Channel partners participate in value streams is a consideration of
Channels Mapping & Alignment
61
Partners are central to channel definition is a consideration of
Channels Mapping & Alignment
62
Value streams develop customer relationship types is a consideration of
Customer Relationships Mapping & Alignment
63
Capabilities enable customer relationship development is a consideration of
Customer Relationships Mapping & Alignment
64
Customer maps directly to value stream is a consideration of
Customer Relationships Mapping & Alignment
65
Value streams are tied directly to revenue streams is a consideration of
Revenue Streams Mapping & Alignment
66
Capabilities enable value streams to deliver revenue is a consideration of
Revenue Streams Mapping & Alignment
67
Business units deliver resources, including funding is a consideration of
Key Resources Mapping & Alignment
68
Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of
Key Resources Mapping & Alignment
69
Value streams map to required activities is a consideration of
Key Activities Mapping & Alignment
70
Capabilities enable activities and provide investment focus is a consideration of
Key Activities Mapping & Alignment
71
Partners are part of extended business architecture is a consideration of
Key Partnerships Mapping & Alignment
72
Partners participate in value streams is a consideration of
Key Partnerships Mapping & Alignment
73
Cost structures impact capability improvements is a consideration of
Cost Structures Mapping & Alignment
74
Business units also align to cost structures is a consideration of
Cost Structures Mapping & Alignment
75
Describes the rationale of how an organization creates, delivers, and captures value.
A business model
76
This concept has grown to include non-monetary measures of value such as the exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.
Value
77
A conceptual structure for organizing the elements, relationships, representations, and classifications of one or more business models.
A business model framework
78
Provides organizations with a way to organize business models they develop and deploy into a formal, cohesive structure.
A business model framework
79
Enablse strategic planning and the ability to assess a business from a variety of internal and external perspectives.
A business model
80
Gaining significant traction with executives who use them for capturing and communicating business concepts, and also for developing and validating strategies and goals.
Business models
81
Larger organizations find business models particularly useful in
Integrating their strategies and goals across multiple lines of business.
82
When business concepts are populated into the Osterwalder canvas, management has
A common set of perspectives for what they want to achieve .
83
When business concepts are populated into the Osterwalder canvas, management can
Establish clear goals to ensure that the business model is deployed effectively.
84
Business architecture, on the other hand, represents formal views of a business that can be
Targeted for improvement, rearranged, redeployed, or refined in a variety of ways to enable the vision and goals set forth for the business model.
85
The business model framework allows a business to clearly state
What it wants to accomplish
86
Business architecture tells us how the business can align to that business model using
Concise, widely agreed upon views of the business.
87
Business architecture and business modeling do not just coexist, but deliver ___ when leveraged together.
Significant and exponential levels of value
88
The goal of aligning business architecture with business models frameworks is to ___ using business architecture and derive ___.
Articulate the impact of a given business model on the business, actionable plans and solutions based on those articulated views.
89
In the context of the business model, business architecture enables an organization to
Realize its vision.
90
Business architecture can be used to interpret the business model in ways essential to __, __, and __to deliver results ranging from tactical deployments to long-term business transformation.
Establishing actionable roadmaps, funding, and priorities needed
91
The business model functions in the realm of business visioning and strategy creation and is used to ___ and ___.
Establish and evolve a vision, establish benchmarks against which to evaluate progress towards that vision.
92
Business architecture occupies the middle ground between
Vision and actionable results.
93
Business architecture provides the bridge between
Vision and strategy on the one side and actionable, deployable results on the other side.
94
Business architecture serves as a means of taking various goals resulting from business model deployment and
Structures them in a way that can be driven into business solutions.
95
This is the singular most important benefit of business architecture / business model framework alignment.
Taking goals from business model deployment and structuring them in ways that can be driven into business solutions.
96
Determining the cross-functional impacts of various strategies on the business
Benefit of business architecture / business model framework alignment.
97
Delivering rapid solution analysis that can be turned into initiatives
Benefit of business architecture / business model framework alignment.
98
Aligning funding to business goals
Benefit of business architecture / business model framework alignment.
99
Shaping one or more business goals into deployable projects
Benefit of business architecture / business model framework alignment.
100
Ensuring that projects are tied directly to business goals
Benefit of business architecture / business model framework alignment.
101
The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organize and concur on certain business goals.
Commonly found in many business models, easy for executives to understand
102
Formal decomposition of the individuals or organizations interested in a business's product or service
Business Model Canvas Building Block - Customer Segments
103
Ways in which a business seeks to satisfy a customer
Business Model Canvas Building Block - Value Propositions
104
Communication, distribution, or partner vehicles used to deliver value to customers
Business Model Canvas Building Block - Channels
105
Ways in which a business maintains strong and lasting communication with customers
Business Model Canvas Building Block - Customer Relationships
106
Categories of ways in which a business is compensated for delivering customer value
Business Model Canvas Building Block - Revenue Streams
107
The people, funding, technologies or other assets required to deliver customer value
Business Model Canvas Building Block - Key Resources
108
The work that must be performed in order to deliver value, derive revenue, and manage cost structures
Business Model Canvas Building Block - Key Activities
109
Third parties that deliver products or services to a business
Business Model Canvas Building Block - Key Partnerships
110
Representation of cost associated with delivering value as specified in the business model
Business Model Canvas Building Block - Cost Structures
111
The ability to drive actionable solutions from business model perspectives requires
Formalising the conceptual mappings between business model frameworks and business architecture.
112
Using this approach, organizations will have established the foundation required to determine the impact of various business model articulated goals, assess deployment options, balance costs against benefits.
Formalising the conceptual mappings between business model frameworks and business architecture.
113
Using this approach, organizations will ensure that related business goals are considered within the context of a given goal.
Formalising the conceptual mappings between business model frameworks and business architecture.
114
Business model framework to business architecture concept alignment requires clear
Business goals be established for one or more business model concepts.
115
Executives should have a business-driven vision that is enabled by
Business goals established for one or more business model concepts.
116
Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.
Strategy associated with various business architecture views
117
Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.
Value streams, capabilities, and other business architecture views
118
As strategy deployment begins, ___ and align the work along the way as that perspective may change.
Continue to map the evolutionary path to achieving a given business model perspective
119
Business Model Building Block - Customer Segments - maps to
Customer, Stakeholder; Strategy, Objective; Capability
120
Business Model Building Block - Value Propositions - maps to
Strategy; Initiatives
121
Business Model Building Block - Channels - maps to
Value Stream; Partner
122
Business Model Building Block - Customer Relationships - maps to
Value Stream; Capabilities; Customer
123
Business Model Building Block - Revenue Streams - maps to
Value Stream; Capabilities
124
Business Model Building Block - Key Resources - maps to
Business Unit; Capability
125
Business Model Building Block - Key Activities - maps to
Value Stream; Capabilities
126
Business Model Building Block - Key Partnerships - maps to
Partners / Stakeholders
127
Business Model Building Block - Cost Structures - maps to
Capability; Business Unit
128
Customers trigger value streams is a consideration of
Customer Segments Mapping & Alignment
129
Segmentation impacts Marketing Management capabilities is a consideration of
Customer Segments Mapping & Alignment
130
External value propositions drive strategy is a consideration of
Value Propositions Mapping & Alignment
131
Internal value propositions drive initiatives is a consideration of
Value Propositions Mapping & Alignment
132
Value streams interact with customers through channels is a consideration of
Channels Mapping & Alignment
133
Channel partners participate in value streams is a consideration of
Channels Mapping & Alignment
134
Partners are central to channel definition is a consideration of
Channels Mapping & Alignment
135
Value streams develop customer relationship types is a consideration of
Customer Relationships Mapping & Alignment
136
Capabilities enable customer relationship development is a consideration of
Customer Relationships Mapping & Alignment
137
Customer maps directly to value stream is a consideration of
Customer Relationships Mapping & Alignment
138
Value streams are tied directly to revenue streams is a consideration of
Revenue Streams Mapping & Alignment
139
Capabilities enable value streams to deliver revenue is a consideration of
Revenue Streams Mapping & Alignment
140
Business units deliver resources, including funding is a consideration of
Key Resources Mapping & Alignment
141
Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of
Key Resources Mapping & Alignment
142
Value streams map to required activities is a consideration of
Key Activities Mapping & Alignment
143
Capabilities enable activities and provide investment focus is a consideration of
Key Activities Mapping & Alignment
144
Partners are part of extended business architecture is a consideration of
Key Partnerships Mapping & Alignment
145
Partners participate in value streams is a consideration of
Key Partnerships Mapping & Alignment
146
Cost structures impact capability improvements is a consideration of
Cost Structures Mapping & Alignment
147
Business units also align to cost structures is a consideration of
Cost Structures Mapping & Alignment
148
This concept has grown to include non-monetary measures of value such as the exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.
Value
149
The value concept has grown to include ___ such as the exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.
Non-monetary measures of value
150
This concept has grown to include non-monetary measures of value such as the (3)
Exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.
151
A conceptual structure for organising the elements, relationships, representations, and classifications of one or more business models.
A business model framework
152
Provides organisations with a way to organise business models they develop and deploy into a formal, cohesive structure.
A business model framework
153
Enables strategic planning and the ability to assess a business from a variety of internal and external perspectives.
A business model
154
Gaining significant traction with executives who use them for capturing and communicating business concepts, and also for developing and validating strategies and goals.
Business models
155
Larger organisations find business models particularly useful in
Integrating their strategies and goals across multiple lines of business.
156
When business concepts are populated into the Osterwalder canvas, management has
A common set of perspectives for what they want to achieve .
157
When business concepts are populated into the Osterwalder canvas, management can
Establish clear goals to ensure that the business model is deployed effectively.
158
Business architecture, on the other hand, represents formal views of a business that can be
Targeted for improvement, rearranged, redeployed, or refined in a variety of ways to enable the vision and goals set forth for the business model.
159
The business model framework allows a business to clearly state
What it wants to accomplish
160
Business architecture tells us how the business can align to that business model using
Concise, widely agreed upon views of the business.
161
Business architecture and business modelling do not just coexist, but deliver ___ when leveraged together.
Significant and exponential levels of value
162
The goal of aligning business architecture with business models frameworks is to ___ using business architecture and derive ___.
Articulate the impact of a given business model on the business, actionable plans and solutions based on those articulated views.
163
In the context of the business model, business architecture enables an organisation to
Realise its vision.
164
Business architecture can be used to interpret the business model in ways essential to __, __, and __to deliver results ranging from tactical deployments to long-term business transformation.
Establishing actionable roadmaps, funding, and priorities needed
165
The business model functions in the realm of business visioning and strategy creation and is used to ___ and ___.
Establish and evolve a vision, establish benchmarks against which to evaluate progress towards that vision.
166
Business architecture occupies the middle ground between
Vision and actionable results.
167
Business architecture provides the bridge between
Vision and strategy on the one side and actionable, deployable results on the other side.
168
Business architecture serves as a means of taking various goals resulting from business model deployment and
Structures them in a way that can be driven into business solutions.
169
This is the singular most important benefit of business architecture / business model framework alignment.
Taking goals from business model deployment and structuring them in ways that can be driven into business solutions.
170
Determining the cross-functional impacts of various strategies on the business
Benefit of business architecture / business model framework alignment.
171
Delivering rapid solution analysis that can be turned into initiatives
Benefit of business architecture / business model framework alignment.
172
Aligning funding to business goals
Benefit of business architecture / business model framework alignment.
173
Shaping one or more business goals into deployable projects
Benefit of business architecture / business model framework alignment.
174
Ensuring that projects are tied directly to business goals
Benefit of business architecture / business model framework alignment.
175
The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organise and concur on certain business goals.
Commonly found in many business models, easy for executives to understand
176
Formal decomposition of the individuals or organizations interested in a business's product or service
Business Model Canvas Building Block - Customer Segments
177
Communication, distribution, or partner vehicles used to deliver value to customers
Business Model Canvas Building Block - Channels
178
Ways in which a business maintains strong and lasting communication with customers
Business Model Canvas Building Block - Customer Relationships
179
Categories of ways in which a business is compensated for delivering customer value
Business Model Canvas Building Block - Revenue Streams
180
The people, funding, technologies or other assets required to deliver customer value
Business Model Canvas Building Block - Key Resources
181
The work that must be performed in order to deliver value, derive revenue, and manage cost structures
Business Model Canvas Building Block - Key Activities
182
Third parties that deliver products or services to a business
Business Model Canvas Building Block - Key Partnerships
183
Representation of cost associated with delivering value as specified in the business model
Business Model Canvas Building Block - Cost Structures
184
The ability to drive actionable solutions from business model perspectives requires
Formalising the conceptual mappings between business model frameworks and business architecture.
185
Using this approach, organisations will have established the foundation required to determine the impact of various business model articulated goals, assess deployment options, balance costs against benefits.
Formalising the conceptual mappings between business model frameworks and business architecture.
186
Using this approach, organisations will ensure that related business goals are considered within the context of a given goal.
Formalising the conceptual mappings between business model frameworks and business architecture.
187
Business model framework to business architecture concept alignment requires clear
Business goals be established for one or more business model concepts.
188
Executives should have a business-driven vision that is enabled by
Business goals established for one or more business model concepts.
189
Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.
Strategy associated with various business architecture views
190
Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.
Value streams, capabilities, and other business architecture views
191
As strategy deployment begins, ___ and align the work along the way as that perspective may change.
Continue to map the evolutionary path to achieving a given business model perspective
192
Business Model Building Block - Customer Segments - maps to
Customer, Stakeholder; Strategy, Objective; Capability
193
Business Model Building Block - Value Propositions - maps to
Strategy; Initiatives
194
Business Model Building Block - Channels - maps to
Value Stream; Partner
195
Business Model Building Block - Customer Relationships - maps to
Value Stream; Capabilities; Customer
196
Business Model Building Block - Revenue Streams - maps to
Value Stream; Capabilities
197
Business Model Building Block - Key Resources - maps to
Business Unit; Capability
198
Business Model Building Block - Key Activities - maps to
Value Stream; Capabilities
199
Business Model Building Block - Key Partnerships - maps to
Partners / Stakeholders
200
Business Model Building Block - Cost Structures - maps to
Capability; Business Unit
201
Customers trigger value streams is a consideration of
Customer Segments Mapping & Alignment
202
Segmentation impacts Marketing Management capabilities is a consideration of
Customer Segments Mapping & Alignment
203
External value propositions drive strategy is a consideration of
Value Propositions Mapping & Alignment
204
Internal value propositions drive initiatives is a consideration of
Value Propositions Mapping & Alignment
205
Value streams interact with customers through channels is a consideration of
Channels Mapping & Alignment
206
Channel partners participate in value streams is a consideration of
Channels Mapping & Alignment
207
Partners are central to channel definition is a consideration of
Channels Mapping & Alignment
208
Value streams develop customer relationship types is a consideration of
Customer Relationships Mapping & Alignment
209
Capabilities enable customer relationship development is a consideration of
Customer Relationships Mapping & Alignment
210
Customer maps directly to value stream is a consideration of
Customer Relationships Mapping & Alignment
211
Value streams are tied directly to revenue streams is a consideration of
Revenue Streams Mapping & Alignment
212
Capabilities enable value streams to deliver revenue is a consideration of
Revenue Streams Mapping & Alignment
213
Business units deliver resources, including funding is a consideration of
Key Resources Mapping & Alignment
214
Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of
Key Resources Mapping & Alignment
215
Value streams map to required activities is a consideration of
Key Activities Mapping & Alignment
216
Capabilities enable activities and provide investment focus is a consideration of
Key Activities Mapping & Alignment
217
Partners are part of extended business architecture is a consideration of
Key Partnerships Mapping & Alignment
218
Partners participate in value streams is a consideration of
Key Partnerships Mapping & Alignment
219
Cost structures impact capability improvements is a consideration of
Cost Structures Mapping & Alignment
220
Business units also align to cost structures is a consideration of
Cost Structures Mapping & Alignment
221
A series of logically related activities or tasks (such as planning, production, or sales) performed together to produce a defined set of results.
Business process
222
The discipline of establishing diagrammatic abstractions of business processes in order to analyse how work is being done, improve the efficiency and effectiveness of that work, and in certain cases automate that work.
Process modelling
223
Discipline involving any combination of modelling, automation, execution, control, measurement and optimisation of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the enterprise boundaries.
Business process management
224
Business architecture offers a framework to improve __, __, __, __, and related activities.
Process deployment, streamlining, consolidation, measurement
225
business architecture is often implemented through business process __, __, __, and __.
Definition, consolidation, deployment, and automation
226
Value streams map well to processes because they, like processes, move left to right, sharing
The end goal to accomplish something for the business.
227
There is a ___relationship between value stream and process.
One-to-many
228
Value streams enrich and expand the way in which organisations assess and envision
Business process innovation and deployment.
229
A single value stage may map to one or more
Business processes.
230
One or more business processes can map to
A single value stage.
231
A business process may span multiple
Value streams.
232
Processes are typically fragmented across a value stream, which leads to partial views of how to deliver stakeholder value and certain processes being optimised at the expense of the whole.
A challenge related to viewing an organisation solely through a business process viewpoint.
233
Similar, overlapping, and redundant processes across multiple business units or partners obscure common business issues shared within a value stream.
A challenge related to viewing an organisation solely through a business process viewpoint.
234
Highly complex, low-level process models, resulting from efforts to predict all possible paths that could occur, provide a level of detail that complicates planning and analysis efforts.
A challenge related to viewing an organisation solely through a business process viewpoint.
235
The similarity and overlap between processes does not provide a framework upon which to identify and resolve those inconsistencies.
A challenge related to viewing an organisation solely through a business process viewpoint.
236
Different technology implementations, inconsistent degrees of automation, and the lack of explicit process definition in some automation solutions make process comparison, alignment, and consolidation difficult.
A challenge related to viewing an organisation solely through a business process viewpoint.
237
Process streamlining tends to be restricted to a subsection of a given business unit, resulting in streamlined processes that remain redundant and inconsistent from an enterprise perspective.
A challenge related to viewing an organisation solely through a business process viewpoint.
238
Complexity in identifying mappings between process definitions and IT implementations of those processes stymies business/IT alignment efforts.
A challenge related to viewing an organisation solely through a business process viewpoint.
239
Offer a new way to view processes not constrained by product line, business unit or partner boundaries, process complexities, or technologies.
Value streams
240
A capability may map to more than one business
| process if
The same capability is used across a variety of business processes.
241
A single business process may map to more than one capability if
Those capabilities are all used within the span of the flow defined by that business process.
242
A capability can decompose into lower levels that may not necessarily have
A direct alignment to a process.
243
value streams have direct relationships with __, __, and __ – all of which influence process planning and deployment.
Stakeholder, product, and strategy
244
Stakeholder definitions for each value stream stage provide
Input to process role definition for that stage.
245
Value streams can be used to assess the current state of a business from a process perspective because they offer __, ___, and ___ view of how value is created for a given stakeholder.
An aggregate, cross-business unit, and end-to-end
246
Value streams offer a __, __ to process mapping across product lines, business units, and business partners.
Top-down, holistic approach
247
Value streams offer a top-down, holistic approach to process mapping across __, __, and __.
Product lines, business units, and business partners.
248
Two concepts are central to the ability to understand where processes align or overlap with related processes:
Process linking, and process aggregation and decomposition.
249
Value streams provide a context in which to view processes, offering
End-to-end views that focus on stakeholder value.
250
Provides a linear view of processes to create a more complete picture than what may be available to a given business unit.
Linking
251
Linking provides insights into efforts to ___ and helps identify where different business units may need to collaborate on an effort to “lean” an end-to-end set of processes.
Streamline end-to-end value delivery
252
Linking also offers teams working on business/IT alignment with guidance as to how
Automation may be applied to an end-to-end set of business processes.
253
Decomposition represents the opposite concept, allowing an analyst to look at a value stream and determine (2)
How many overlapping processes implement that value stream along with the business units that use those processes.
254
Aggregation allows a business unit that relies on a particular process to determine where (2)
That process fits within a given value stream and if there are existing processes that also map to the same stage or stages of that value stream that could be leveraged.
255
Decomposition and aggregation can take the form of a __ structure.
Tree
256
Collectively, process aggregation and decomposition provide executives, analysts, and planning teams with the ability to
Zoom in and zoom out on a process across shared stakeholder value perspectives
257
A method or practice of coordinating work by organizing all of the relevant pieces into one place – called a case
Case management
258
Case management demands a __, __, and __ view of all aspects of work related to a “case”
Factual, holistic, and structured
259
A case may be considered a holistic view of all information associated with ___ with a customer, constituent, agent, partner, patient, or similar external stakeholder.
Managing a binding contract or agreement
260
A case may be considered a holistic view of all information associated with managing a binding contract or agreement with a
Customer, constituent, agent, partner, patient, or similar external stakeholder.
261
Case management demands a high degree of __, __ and __.
Discipline, agility, and transparency.
262
A state-based approach to routing a case within and across value streams.
Dynamic rules-based routing
263
A fundamental way of managing all aspects of work associated with information, comprising a legal relationships with a stakeholder essential to the business strategy.
Case management
264
Case management incorporates concepts of
Transparency and agility.
265
Enables processes with unpredictable paths to be controlled by rules and constraints that process workers operate within, rather than rigid process paths
Case management
266
Allows a comprehensive view of a case (e.g., account, policy, etc.) to move fluidly back and forth and across value streams
Case management
267
Launches processes dynamically, where appropriate, based on state management of information related to the case and enabled by business rule management
Case management
268
Offers business users the option of redirecting a process based on certain situations
Case management
269
Requires robust data architecture to support state management and business rule modeling
Case management
270
Can be automated using dynamic case management tools
Case management
271
Attempting to deploy case management with little clarity of stakeholder views and enabling capabilities results in
Ineffective, unsustainable solutions
272
Value streams establish an end- to-end view of how to
Deliver stakeholder value.
273
Business capabilities enable case file __ and __ at key points across these value streams.
Management and availability
274
1. Determine applicability of case management to the business environment
Case Management & Business Architecture Alignment Guideline (1/15)
275
2. Establish stakeholder or customer facing value streams as a foundation for case management planning
Case Management & Business Architecture Alignment Guideline (2/15)
276
3. Customer-facing value stream examples include Establish Account, Acquire Service, Modify Account, Process Claim, Issue License, Admit Patient and so forth
Case Management & Business Architecture Alignment Guideline (3/15)
277
4. Define customer-facing capabilities that enable customer facing value streams
Case Management & Business Architecture Alignment Guideline (4/15)
278
5. Define core customer capabilities such as Case File Management, Pipeline Management, Routing, Work Queue Management, Time Processing Management, State Management, Notification, and other capabilities necessary to case file management creation, modification, and accessibility
Case Management & Business Architecture Alignment Guideline (5/15)
279
6. Derive information concepts, as defined in the BIZBOK® Guide section 2.5, for core customer facing capabilities
Case Management & Business Architecture Alignment Guideline (6/15)
280
7. Align business vision and requirements to value streams and capabilities to establish case management deployment priorities
Case Management & Business Architecture Alignment Guideline (7/15)
281
8. Map out design solutions for case management based on business vision and related priorities using value streams as the basis for deployment planning
Case Management & Business Architecture Alignment Guideline (8/15)
282
9. Leverage value stream stakeholder mappings, stage exit and entry point definitions, and other value stream related attributes
Case Management & Business Architecture Alignment Guideline (9/15)
283
10. Define major work queues or dockets for each value stream stage
Case Management & Business Architecture Alignment Guideline (10/15)
284
11. Define sub-stage work queues during subsequent design efforts
Case Management & Business Architecture Alignment Guideline (11/15)
285
12. Establish a state management strategy that accommodates case file management and accessibility within and across value streams
Case Management & Business Architecture Alignment Guideline (12/15)
286
13. Establish a baseline deployment for essential business capabilities that will be reused across various value streams
Case Management & Business Architecture Alignment Guideline (13/15)
287
14. Deploy a baseline value stream and enabling capabilities that can be used as a template for subsequent deployment
Case Management & Business Architecture Alignment Guideline (14/15)
288
15. Based on business priorities, continue design, development, and deployment solutions
Case Management & Business Architecture Alignment Guideline (15/15)
289
Case management supports movement of a case across value streams when multiple
Value streams are involved for the same case.
290
Silo deployments of __, __, __, and __ shield customers and internal stakeholders from information they need to know to ensure that stakeholder satisfaction and financial performance are optimised and not compromised.
Processes, technologies, business units, and business partners
291
Linking case management to values streams enables work to be presented in complete fashion, with
A high degree of cross-functional transparency.
292
A case moves with complete transparency through stakeholder inboxes based on
The state of the case at that time.
293
Business rules determine what actions are valid within any process at that point in time and
What actions can be invoked at any given stage.
294
Ability to establish, modify, and present all information associated with the application, evolution, and termination of an agreement with a customer
Case File Management:
295
Ability to establish, modify, and communicate the multidimensional status and position of a given case file in the context of accessing and taking action against that case file
State Management:
296
Ability to transparently and unambiguously direct case files and related business objects and communications to internal or external stakeholders when and where required
Routing:
297
Ability to control, process, organize, prioritize, and present case file and case file related information for a particular business unit or individual
Work Queue Management:
298
Ability to control, process, prioritise, and set deadlines for case files and all related activities and actions against those case files.
Time Processing Management:
299
It is difficult to fully determine all potential paths that a case may take in real world scenarios, particularly when ___ where there is essentially no “happy path”.
It involves complex case transitions among groups of knowledge workers
300
Dynamic rules-based routing provides an alternative means of visualising case workflow that is __ and __ based, and descriptive rather than predictive.
Event- and state
301
Dynamic rules-based routing provides an alternative means of visualising case workflow that is event- and state-based, and __ rather than __.
Descriptive, predictive
302
Dynamic rules-based routing works well for scenarios where ___, either in a given sequence, concurrently, or in some cases as a group.
Multiple stakeholders require access to a case
303
Dynamic rules-based routing works well when case access is dictated by
The state of the case with no predefined direction as to where it will be routed to next.
304
Dynamic rules-based routing is based on ___ and recognises scenarios where a case may be active in parallel value streams or workflows within a value stream stage.
Value stream stage definition
305
Dynamic rules-based routing is based on value stream stage definition and recognises ___ within a value stream stage.
Scenarios where a case may be active in parallel value streams or workflows
306
The first concept to represent case transition is the
Work queue, which represents where the case will show up for a given business unit, stakeholder, or group of stakeholders.
307
A second concept to represent case transition is the
Case transition itself, represented by the arrows going from one work queue to another.
308
Inter-stage transitions or ___ are of two types.
Transitions out of or back into the stage
309
The first type of inter-stage transitions involves transitions
In and out of adjacent stages
310
The second type of inter-stage transitions typically involve a state change where the case
Leaves the stage temporarily or permanently.
311
Additional information is often appended to each event line associated with a case transition indicator. These include .
The new case state that results from the event trigger
312
Dynamic rules-based routing maps are essentially a
Framework extension of the value stream
313
Sub-stage details of the stakeholders involved in a given stage
Dynamic rules-based routing maps provide this.
314
Complete views as to how a case transitions in, out, and within a stage
Dynamic rules-based routing maps provide this.
315
Insights into state changes associated with business events
Dynamic rules-based routing maps provide this.
316
User interface design planning insights
Dynamic rules-based routing maps provide this.
317
Overall framework for detailed workflow analysis and requirements analysis
Dynamic rules-based routing maps provide this.
318
A framework that can tie business analysis directly to transactions and state transitions within existing software systems.
Dynamic rules-based routing maps provide this.
319
A commonly practiced business discipline used to improve business process and overall business performance.
Lean Six Sigma
320
The relationship between business architecture and Lean Six Sigma focuses on
The Lean Value Stream, a well-defined intersection point between business architecture and Lean Six Sigma.
321
Once initiatives are identified, Lean Six Sigma is a methodology that can be used to ___ at a more detailed level and implement a solution.
Understand and analyse the problem or opportunity
322
Lean Six Sigma projects often surface ___ to determine upstream, downstream, or related work could be beneficial.
Areas of concern where a broader evaluation of impacts
323
Uses a set of quality management methods that include statistical analysis
Six Sigma
324
Lean addresses
Process flows and waste issues
325
Six Sigma focuses on
Variation and design
326
Six Sigma - Goal
Error Reduction and Efficiency
327
Lean - Goal
Speed & Efficiency
328
Six Sigma - Method
```
DMAIC
1. Define the problem
2. Measure current state
3. Analyse root cause
4. Improve the process
5. Control the process to maintain
improvements
```
329
Lean - Method
Value stream mapping to understand the customer base, Identifying process steps,
Determining which steps add value,
Reengineering the process so value-add steps flow without interruption.
330
Six Sigma - Use
Existing process does not meet customer requirements or business objectives. The problem is not well understood, so analysis and a longer time frame are required.
331
Lean - Use
Process is not efficient and contains wasteful activities and short term gains are desired.
332
A process-centric point of view that collectively looks at efficiency and performance as well as design and customer alignment.
Lean and Six Sigma
333
The key to a successful Lean Six Sigma program is the
Support of executive leadership, including the CEO and senior management team.
334
What does the organisation need to achieve? And, what is it currently capable of delivering?
Lean Six Sigma
335
LSS may surface issues that require a
Broader view of transformation that business architecture supports.
336
Business architecture provides a framework in which to
Plan, launch, scope, evaluate, or otherwise position LSS
337
Leverage business architecture to provide an end-to-end, value driven, and stakeholder centric framework for identifying a full range of stakeholder, scope, and cost/complexity factors for LSS initiatives.
Aligning business architecture and LSS allows organisations to:
338
Identify potential overlaps and interactions between LSS initiatives across business units. This is useful for aligning initiative outcomes from a business strategy perspective and for enabling a business-wide view of resource pulls and change management impacts on individual business units when multiple LSS initiatives are concurrently planned or underway.
Aligning business architecture and LSS allows organisations to:
339
Apply LSS improvements of one business unit to other business units that share common processes within the context of one or more value streams.
Aligning business architecture and LSS allows organisations to:
340
Avoid lean efforts of a particular business unit process when a more aligned enterprise solution may be to rationalise business units that are delivering the same outcome, rather than create a series of really lean but siloed business processes.
Aligning business architecture and LSS allows organisations to:
341
Leverage LSS work into a business architecture inventory of processes.
Aligning business architecture and LSS allows organisations to:
342
Determine upstream, downstream, and cross-functional relationships and impacts of LSS efforts on an end-to-end value stream. This provides a framework for validating that value produced by process improvements in one area aligns with desired higher level, end-to-end value stream objectives across multiple areas, and that elimination of waste in the context of one process is not inappropriately or inadvertently redistributing work onto another process or business unit.
Aligning business architecture and LSS allows organisations to:
343
Identify opportunities for LSS initiative improvements using capability performance assessments or heat-mapping exercises.
Aligning business architecture and LSS allows organisations to:
344
Identify opportunities for LSS initiatives to address improvements in performance or to address various other weaknesses cited in one or more value stream stages.
Aligning business architecture and LSS allows organisations to:
345
A process flow depicting every step required to produce a product or provide a service to a customer.
A Lean Value Stream
346
Represent waste or are steps the customer does not want and would not pay for.
Non-value-added steps
347
1. Lay out the Lean Value Stream beneath or alongside the business architecture value stream, beginning with the first stage of the value stream that overlaps with the Lean Value Streams through the last stage that overlaps with the process.
(1/6) Steps to complete a value stream to Lean Value Stream mapping
348
2. Repeat step one for each Lean Value Stream that maps to that value stream, using the same technique.
(2/6) Steps to complete a value stream to Lean Value Stream mapping
349
3. Repeat steps 1&2 for additional business architecture value streams, remembering that it may be possible for a single Lean Value Stream to map to multiple business architecture value streams.
(3/6) Steps to complete a value stream to Lean Value Stream mapping
350
4. For each stage of a value stream where a Lean Value Stream has been mapped out in more detail, map that detail to the value stream stage.
(4/6) Steps to complete a value stream to Lean Value Stream mapping
351
5. Follow a product workflow path from beginning to end in a Lean Value Stream to provide the requisite amount of detail for a given value stream stage.
(5/6) Steps to complete a value stream to Lean Value Stream mapping
352
6. Repeat step 4 for each value stage that has been laid out in more detail using a Lean Value Stream.
(6/6) Steps to complete a value stream to Lean Value Stream mapping
353
1. Obtain the Lean Value Stream / business architecture value stream mapping established in the previous set of mapping steps.
(1/5) Steps for mapping Lean Value Streams to capabilities
354
2. Obtain a value stream / capability cross-mapping
(2/5) Steps for mapping Lean Value Streams to capabilities
355
3. Examine the breadth of Lean Value Stream coverage for each value stream stage that that Lean Value Stream represents.
(3/5) Steps for mapping Lean Value Streams to capabilities
356
4. Leverage the value stream / capability cross-mapping to identify which capabilities implement or should implement a given Lean Value Stream.
(4/5) Steps for mapping Lean Value Streams to capabilities
357
5. Where multiple Lean Value Streams are mapped to the same capabilities, determine options for reusability of technology, information, or other resources across the Lean Value Streams. Alternatively, this can indicate an opportunity for business unit rationalisation.
(5/5) Steps for mapping Lean Value Streams to capabilities
358
Capability mapping provides concise focal points for __, __, and __ analysis that become reusable across the Lean Value Streams.
Investments, automation, and resource
359
Capabilities provide a __, __view of what abilities enable value streams and, in turn, Lean Value Streams.
Concise, non-redundant
360
Are used in the same organisation to supplement each other to get at insights, decisions, and problem-solving approaches that neither on its own is intended to address.
LSS and business architecture
361
Business capabilities within a business architecture can provide a very useful framework that enable LSS to identify the full range of __, __, and _/_ factors as they scope out their initiatives
Stakeholder, impact, and cost/complexity
362
Provides a very useful approach to optimising aspects of the business architecture in support of achieving business strategies that business capabilities on their own are not suited to deliver.
LSS
363
A robust set of organisational metrics allows executives to monitor
A company’s performance and health.
364
Measurement that strikes the balance among the different areas of the business and is linked directly to whatever drives its value.
A manageable number of metrics is needed:
365
Performance management must be aligned and linked throughout the __ and __ of the organisation.
Purpose and intention
366
Performance measurement may manifest itself as __ or in more formal terms using tools such as __.
Simple metrics, the balanced scorecard
367
A strategic performance management framework that allows organisations to manage and measure the delivery of their strategy.
The balanced scorecard (BSC)
368
The scorecard aspect of the technique involves identifying and capturing metrics that directly support the achievement of the strategy.
The balanced scorecard (BSC)
369
The metric portion of the balanced scorecard technique typically falls into two relatively distinct categories (1/2)
1. Metrics that directly flow into a numeric organisational goal (must typically a financial target but others operational metrics are also used)
370
The metric portion of the balanced scorecard technique typically falls into two relatively distinct categories (2/2)
2. Metrics that are indirect indicators that some objective within an organisation’s strategy is being obtained.
371
However many components of an organisation’s strategy are much more difficult to
Decompose into measures where the linkage between scorecards at different levels can be so easily tied together
372
Because the impact of adding new employees is ___ the relationship between achieving hiring goals does not immediately translate into top-level financial goals.
A lagging impact for all but the most menial of positions,
373
The investment in organisational learning that is required for most individuals to become highly productive within a large complex organisation means that
The pool of qualified individuals typically becomes smaller as the level of organisation-specific skills becomes greater.
374
While achieving operational objectives is essential to an organisation’s ongoing well-being,
Strategic investments are typically what determine whether an organisation will survive and thrive in longer time-frames.
375
A measurement framework must account for the fact that these non- operational metrics have
An “imperfect” relationship with each other.
376
Self-selection bias in the responses
A drawback in effectively measuring customer satisfaction
377
Lack of honesty in the responses based on fear of expressing their opinion
A drawback in effectively measuring customer satisfaction
378
Attempts at “gaming” the survey
A drawback in effectively measuring customer satisfaction
379
A commonly used concept that segregates customer loyalty into Detractors, Supporters and Passives in an attempt to define a metric that accurately captures the “loyalty factor”
Net Promoter Score
380
The four perspectives of the technique (i.e., Customer, Financial, Internal, and Growth and Learning) provide a general heuristic for organisations to use to begin to assess the key areas within an organisation that contribute to the achievement of the overall organisational goals.
Balanced Scorecard
381
The four perspectives of theBalanced Scorecard technique (4) provide a general heuristic for organisations to use to begin to assess the key areas within an organisation that contribute to the achievement of the overall organisational goals.
Customer, Financial, Internal, and Growth and Learning
382
Most organisations find that in many areas there is not sufficient data to define with confidence the
Key performance indicators across all areas of their organisation.
383
Developing metrics for more strategic goals should follow a fact-based approach that
Defines candidate metrics and then works to validate if the metrics are predictive.
384
In addition, because the tendency to ___, it is essential that metrics be fully vetted and be closely monitored as they are rolled out.
“Work the metric” is common in organisations
385
business architecture provides a consistent framework upon which to build an ___, as well as to position the need for those initiatives.
Understanding of the need for transformational initiatives
386
Business performance management __ for the organisation and holds it accountable to the targeted results and intentions.
Sets expectations
387
Business performance management sets expectations for the organisation and holds it
Accountable to the targeted results and intentions.
388
Coverage of capability and value streams across business. The proliferated use of a given stage can further drive up breadth of coverage.
Business Breadth
389
This metric examines how widely a capability is used across the business based on the number of times it appears across multiple stages of multiple value streams.
Business Breadth
390
The proliferated use of a given stage can further drive up __ of coverage.
Business Breadth
391
Business Breadth - Measurement 5
Very limited business breadth in terms of value streams, capabilities, people and organization
392
Business Breadth - Measurement 3
Moderate business breadth in terms of value streams, capabilities, people and organization
393
Business Breadth - Measurement 1
Significant and far reaching business breadth in terms of value streams, capabilities, people and organization
394
Rating the relative impact that capabilities and value streams have on the business operations.
Business Impact
395
Impact is a determination of importance to the business.
Business Impact
396
While breadth of usage may signal importance to some degree, __ is a separate rating that can be applied to a capability and/or value stage.
Business Impact
397
A capability is of high __ when success or failure of that capability has significant ramifications to the business.
Business Impact
398
Business Impact - Measurement 5
Negligible impact, rarely occurs, almost no internal visibility, no external visibility
399
Business Impact - Measurement 3
Moderate impact, occurs occasionally, moderate internal visibility, limited external
visibility
400
Business Impact - Measurement 1
Significant impact, occurs very frequently, pervasive internal visibility, definite
external visibility
401
Applies heat map results to reflect the aggregate view of the quality of the capabilities and value streams impacted by a given initiative.
Business Effectiveness
402
Heat map ratings in this sense are aggregated based on what is being measured.
Business Effectiveness
403
Business Effectiveness - Measurement 5
Efficient, correct, timely, meeting expectations (green)
404
Business Effectiveness - Measurement 4
At least one of incorrect, inefficient, or non-timely but meeting all critical expectations (yellow)
405
Business Effectiveness - Measurement 3
At least one of incorrect, inefficient, or non-timely but meeting some critical expectations (orange)
406
Business Effectiveness - Measurement 2
Not meeting expectations (red)
407
Business Effectiveness - Measurement 1
Future opportunity (purple) (Does not exist but generally desirable)
408
Rates the degree of automation associated with the current state capabilities and value stream stages targeted for analysis.
Automation level
409
Can apply to the capability itself as well as the stage the capability enables.
Automation level
410
Poor user interfaces, for example, would negatively impact the __ ranking for a value stream stage.
Automation level
411
Automation Level - Measurement 5
Effective and across the board automation for all business areas
412
Automation Level - Measurement 4
Effective automation of high impact areas and limited automation in other areas
413
Automation Level - Measurement 3
Automation in limited areas and moderately effective automation in high impact areas
414
Automation Level - Measurement 2
Desktop tools-based automation only, or ineffective automation in some business areas
415
Automation Level - Measurement 1
No automation or highly limited and ineffective automation in selected areas.
416
Are the core expressions for describing what a business needs or wants.
Business requirements
417
A condition or capability needed by a stakeholder to solve a problem or achieve an objective.
Requirement
418
A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents.
Requirement
419
Is clearly aspirational and as such describes a desired outcome of an as-of-yet undefined solution.
A requirement
420
A “detailed requirement” or “system requirement” will generally be a __ expression.
Design-level
421
A vision is, in effect, what the business
Requires of itself.
422
From vision to detailed requirements, there is a
Hierarchy of increasingly finer requirements.
423
The end goal of aligning business requirements with business architecture is to
Improve the results of a company’s initiatives.
424
Business architecture provides a framework that helps turn business strategy in to
Actionable results.
425
Deriving, framing, scoping, organising and reusing business requirements will
Deliver more effective solutions to business challenges.
426
These initiative challenges include __, resulting in wasted investments and limited business value.
A lack of alignment to business strategies
427
The prioritisation framework of __ allows project teams to better sequence project/requirements work.
Business capability value mapping and heat mapping
428
Without the traceability back to what customers want, the execution of changes to products and services is based on
Guesswork.
429
Organisations cannot afford to rely on __ to drive sustainable organic growth.
Intuition
430
Strong business architecture will ensure that the right requirements
Are captured and aligned to drive change.
431
By their very nature as statements of needs, requirements can find linkage to
Any aspect of business architecture.
432
The best practice for mapping requirements is to link them to a __, which leads to corresponding components of the business architecture.
Capability
433
Starting with ___, requirements must consider multiple perspectives and capabilities that will shape and ultimately define those final conditions that must be present to deliver the intended business outcome.
The customer perspective that will always drive the intended outcome
434
Starting with the customer perspective that will always drive the intended outcome, requirements must consider
Multiple perspectives and capabilities that will shape and ultimately define those final conditions that must be present to deliver the intended business outcome.
435
The ability to capture and link requirements with capabilities, and trace those capabilities to a specific value stream stage is not only key to the initiative, but to the
Overall business through effective and reusable categorisation.
436
The project scope should be unambiguous about
What value is being delivered to which stakeholders on completion
437
The ability to trace project scope requirements to __ and __ is integral to a business’s ability to invest and work on the right things to realise its stated vision.
Business strategy and requirements of future capabilities
438
We can trace requirement dependencies between the capability and
Information blueprints.
439
Utilising the linkage through the capability and information allows for traceability
From business architecture through the modelling and intelligence outputs of an initiative.
440
Requirements can also be linked to value streams , which provide
An overall context for what is needed to improve stakeholder value delivery.
441
Are intimately connected to the evolution of products
Requirements
442
Although requirements at the level of specific product features are often too detailed to be in the scope of business architecture, a requirement to ___ can be linked to higher strategic concerns.
Offer a completely new product
443
Requirements can also be specified to an organisation
Organisation
444
The benefit of viewing requirements from the business architecture perspective is that it provides ___ that leverage an agreed upon business framework and vocabulary.
A defined context and scope for the requirements
445
By leveraging requirement / business capability linkage, analysis can quickly determine the ___ to achieve consistent progress to a common goal.
Secondary effects across various business architecture blueprints that demand alignment
446
Requirements are the ___ that will create the intended return on investment.
Instructions guiding the design of the solution
447
To most effectively connect a requirement to __, requirements must be aligned to business architecture.
Business strategy
448
In addition to using business architecture as a framework for tying requirements to key aspects of the business and subsequent business requirements, business architecture provides
The ability to help drive and derive requirements.
449
Business architecture not only provides a framework for scoping, defining and tracing business requirements across the business, but also provides a basis
For prioritising and focusing requirements efforts.
450
1. Are the requirements aligned to business architecture in general? If not, the scope and context for those requirements could be called into question.
Business Architecture and Requirements Alignment: Validation Guideline (1/10)
451
2. Can a business requirement back up be traced to a given existing or new capability? If not, then it is likely that the requirement is not well-articulated or even required.
Business Architecture and Requirements Alignment: Validation Guideline (2/10)
452
3. Where requirements map to a given capability or value stream, does that requirement fill gaps corresponding to problematic areas heat-mapped within value streams or the capability map?
Business Architecture and Requirements Alignment: Validation Guideline (3/10)
453
3a. Business architecture should highlight capability usage and provide a map for requirements analysts. Requirements should
Address the root causes of the capability gap and move the capability towards its future state.
454
4. Do requirements use the business vocabulary defined within the business architecture? If not, it is likely that misunderstanding of terms will ensue, particularly if requirements cross business lines.
Business Architecture and Requirements Alignment: Validation Guideline (4/10)
455
5. Are requirements analysts conversant with the business architecture? If not, it is likely that they are not leveraging the business architecture effectively.
Business Architecture and Requirements Alignment: Validation Guideline (5/10)
456
6. Is initiative mapping to value stream, capability, and case management used to assess cross-project interdependencies required to support approaches such as Scaled Agile Framework? If not, project dependencies may be lost.
Business Architecture and Requirements Alignment: Validation Guideline (6/10)
457
7. Do stakeholders understand the business architecture, strategy, and desired outcomes prior to providing input to requirements? If not, requirements may result in wasted investments or deliver limited business value.
Business Architecture and Requirements Alignment: Validation Guideline (7/10)
458
8. Does the business architecture clearly define business strategies? Vague strategies will lead to vague requirements. Not all vagueness or assumptions can be removed from the business strategy upfront, therefore assumptions should be listed out in the requirements documentation.
Business Architecture and Requirements Alignment: Validation Guideline (8/10)
459
9. Can requirements be traced to defined business value propositions or outcomes? Stakeholder input should reflect these, looking at a capability gap and the strategy to close that gap. Stakeholders bring their own interpretations, biases and beliefs to the table and seek to satisfy their own needs.
Business Architecture and Requirements Alignment: Validation Guideline (9/10)
460
10.Are the business architecture and business analysis functions aligned? The documentation used by business analysts to do their jobs (e.g., requirements, role definitions, procedures, job aids, etc.) should reflect the interaction and collaboration between the roles to fully embed this alignment within the organisation.
Business Architecture and Requirements Alignment: Validation Guideline (10/10)
