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CBA > Business Architecture Discipline Alignment > Flashcards

Business Architecture Discipline Alignment Flashcards

1
Q

Describes the rationale of how an organisation creates, delivers, and captures value.

A

A business model

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2
Q

Describes the rationale of how an organization creates, delivers, and captures value.

A

A business model

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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

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4
Q

A conceptual structure for organizing the elements, relationships, representations, and classifications of one or more business models.

A

A business model framework

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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

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6
Q

Enablse strategic planning and the ability to assess a business from a variety of internal and external perspectives.

A

A business model

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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

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8
Q

Larger organizations find business models particularly useful in

A

Integrating their strategies and goals across multiple lines of business.

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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 .

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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.

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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.

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12
Q

The business model framework allows a business to clearly state

A

What it wants to accomplish

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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.

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14
Q

Business architecture and business modeling do not just coexist, but deliver ___ when leveraged together.

A

Significant and exponential levels of value

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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.

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16
Q

In the context of the business model, business architecture enables an organization to

A

Realize its vision.

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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

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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.

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19
Q

Business architecture occupies the middle ground between

A

Vision and actionable results.

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20
Q

Business architecture provides the bridge between

A

Vision and strategy on the one side and actionable, deployable results on the other side.

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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.

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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.

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23
Q

Determining the cross-functional impacts of various strategies on the business

A

Benefit of business architecture / business model framework alignment.

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24
Q

Delivering rapid solution analysis that can be turned into initiatives

A

Benefit of business architecture / business model framework alignment.

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25
Q

Aligning funding to business goals

A

Benefit of business architecture / business model framework alignment.

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26
Q

Shaping one or more business goals into deployable projects

A

Benefit of business architecture / business model framework alignment.

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27
Q

Ensuring that projects are tied directly to business goals

A

Benefit of business architecture / business model framework alignment.

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28
Q

The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organize and concur on certain business goals.

A

Commonly found in many business models, easy for executives to understand

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29
Q

Formal decomposition of the individuals or organizations interested in a business’s product or service

A

Business Model Canvas Building Block - Customer Segments

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30
Q

Ways in which a business seeks to satisfy a customer

A

Business Model Canvas Building Block - Value Propositions

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31
Q

Communication, distribution, or partner vehicles used to deliver value to customers

A

Business Model Canvas Building Block - Channels

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32
Q

Ways in which a business maintains strong and lasting communication with customers

A

Business Model Canvas Building Block - Customer Relationships

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33
Q

Categories of ways in which a business is compensated for delivering customer value

A

Business Model Canvas Building Block - Revenue Streams

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34
Q

The people, funding, technologies or other assets required to deliver customer value

A

Business Model Canvas Building Block - Key Resources

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35
Q

The work that must be performed in order to deliver value, derive revenue, and manage cost structures

A

Business Model Canvas Building Block - Key Activities

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36
Q

Third parties that deliver products or services to a business

A

Business Model Canvas Building Block - Key Partnerships

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37
Q

Representation of cost associated with delivering value as specified in the business model

A

Business Model Canvas Building Block - Cost Structures

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38
Q

The ability to drive actionable solutions from business model perspectives requires

A

Formalising the conceptual mappings between business model frameworks and business architecture.

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39
Q

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.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

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40
Q

Using this approach, organizations will ensure that related business goals are considered within the context of a given goal.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

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41
Q

Business model framework to business architecture concept alignment requires clear

A

Business goals be established for one or more business model concepts.

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42
Q

Executives should have a business-driven vision that is enabled by

A

Business goals established for one or more business model concepts.

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43
Q

Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.

A

Strategy associated with various business architecture views

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44
Q

Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.

A

Value streams, capabilities, and other business architecture views

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45
Q

As strategy deployment begins, ___ and align the work along the way as that perspective may change.

A

Continue to map the evolutionary path to achieving a given business model perspective

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46
Q

Business Model Building Block - Customer Segments - maps to

A

Customer, Stakeholder; Strategy, Objective; Capability

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47
Q

Business Model Building Block - Value Propositions - maps to

A

Strategy; Initiatives

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48
Q

Business Model Building Block - Channels - maps to

A

Value Stream; Partner

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49
Q

Business Model Building Block - Customer Relationships - maps to

A

Value Stream; Capabilities; Customer

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50
Q

Business Model Building Block - Revenue Streams - maps to

A

Value Stream; Capabilities

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51
Q

Business Model Building Block - Key Resources - maps to

A

Business Unit; Capability

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52
Q

Business Model Building Block - Key Activities - maps to

A

Value Stream; Capabilities

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53
Q

Business Model Building Block - Key Partnerships - maps to

A

Partners / Stakeholders

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54
Q

Business Model Building Block - Cost Structures - maps to

A

Capability; Business Unit

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55
Q

Customers trigger value streams is a consideration of

A

Customer Segments Mapping & Alignment

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56
Q

Segmentation impacts Marketing Management capabilities is a consideration of

A

Customer Segments Mapping & Alignment

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57
Q

External value propositions drive strategy is a consideration of

A

Value Propositions Mapping & Alignment

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58
Q

Internal value propositions drive initiatives is a consideration of

A

Value Propositions Mapping & Alignment

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59
Q

Value streams interact with customers through channels is a consideration of

A

Channels Mapping & Alignment

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60
Q

Channel partners participate in value streams is a consideration of

A

Channels Mapping & Alignment

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61
Q

Partners are central to channel definition is a consideration of

A

Channels Mapping & Alignment

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62
Q

Value streams develop customer relationship types is a consideration of

A

Customer Relationships Mapping & Alignment

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63
Q

Capabilities enable customer relationship development is a consideration of

A

Customer Relationships Mapping & Alignment

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64
Q

Customer maps directly to value stream is a consideration of

A

Customer Relationships Mapping & Alignment

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65
Q

Value streams are tied directly to revenue streams is a consideration of

A

Revenue Streams Mapping & Alignment

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66
Q

Capabilities enable value streams to deliver revenue is a consideration of

A

Revenue Streams Mapping & Alignment

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67
Q

Business units deliver resources, including funding is a consideration of

A

Key Resources Mapping & Alignment

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68
Q

Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of

A

Key Resources Mapping & Alignment

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69
Q

Value streams map to required activities is a consideration of

A

Key Activities Mapping & Alignment

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70
Q

Capabilities enable activities and provide investment focus is a consideration of

A

Key Activities Mapping & Alignment

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71
Q

Partners are part of extended business architecture is a consideration of

A

Key Partnerships Mapping & Alignment

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72
Q

Partners participate in value streams is a consideration of

A

Key Partnerships Mapping & Alignment

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73
Q

Cost structures impact capability improvements is a consideration of

A

Cost Structures Mapping & Alignment

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74
Q

Business units also align to cost structures is a consideration of

A

Cost Structures Mapping & Alignment

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75
Q

Describes the rationale of how an organization creates, delivers, and captures value.

A

A business model

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76
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

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77
Q

A conceptual structure for organizing the elements, relationships, representations, and classifications of one or more business models.

A

A business model framework

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78
Q

Provides organizations with a way to organize business models they develop and deploy into a formal, cohesive structure.

A

A business model framework

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79
Q

Enablse strategic planning and the ability to assess a business from a variety of internal and external perspectives.

A

A business model

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80
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

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81
Q

Larger organizations find business models particularly useful in

A

Integrating their strategies and goals across multiple lines of business.

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82
Q

When business concepts are populated into the Osterwalder canvas, management has

A

A common set of perspectives for what they want to achieve .

How well did you know this?
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83
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.

How well did you know this?
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84
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.

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85
Q

The business model framework allows a business to clearly state

A

What it wants to accomplish

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86
Q

Business architecture tells us how the business can align to that business model using

A

Concise, widely agreed upon views of the business.

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87
Q

Business architecture and business modeling do not just coexist, but deliver ___ when leveraged together.

A

Significant and exponential levels of value

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88
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.

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89
Q

In the context of the business model, business architecture enables an organization to

A

Realize its vision.

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90
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

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91
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.

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92
Q

Business architecture occupies the middle ground between

A

Vision and actionable results.

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93
Q

Business architecture provides the bridge between

A

Vision and strategy on the one side and actionable, deployable results on the other side.

How well did you know this?
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Perfectly
94
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.

How well did you know this?
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95
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.

How well did you know this?
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96
Q

Determining the cross-functional impacts of various strategies on the business

A

Benefit of business architecture / business model framework alignment.

How well did you know this?
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97
Q

Delivering rapid solution analysis that can be turned into initiatives

A

Benefit of business architecture / business model framework alignment.

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98
Q

Aligning funding to business goals

A

Benefit of business architecture / business model framework alignment.

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99
Q

Shaping one or more business goals into deployable projects

A

Benefit of business architecture / business model framework alignment.

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100
Q

Ensuring that projects are tied directly to business goals

A

Benefit of business architecture / business model framework alignment.

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101
Q

The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organize and concur on certain business goals.

A

Commonly found in many business models, easy for executives to understand

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102
Q

Formal decomposition of the individuals or organizations interested in a business’s product or service

A

Business Model Canvas Building Block - Customer Segments

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103
Q

Ways in which a business seeks to satisfy a customer

A

Business Model Canvas Building Block - Value Propositions

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104
Q

Communication, distribution, or partner vehicles used to deliver value to customers

A

Business Model Canvas Building Block - Channels

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105
Q

Ways in which a business maintains strong and lasting communication with customers

A

Business Model Canvas Building Block - Customer Relationships

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106
Q

Categories of ways in which a business is compensated for delivering customer value

A

Business Model Canvas Building Block - Revenue Streams

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107
Q

The people, funding, technologies or other assets required to deliver customer value

A

Business Model Canvas Building Block - Key Resources

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108
Q

The work that must be performed in order to deliver value, derive revenue, and manage cost structures

A

Business Model Canvas Building Block - Key Activities

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109
Q

Third parties that deliver products or services to a business

A

Business Model Canvas Building Block - Key Partnerships

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110
Q

Representation of cost associated with delivering value as specified in the business model

A

Business Model Canvas Building Block - Cost Structures

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111
Q

The ability to drive actionable solutions from business model perspectives requires

A

Formalising the conceptual mappings between business model frameworks and business architecture.

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3
4
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112
Q

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.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
113
Q

Using this approach, organizations will ensure that related business goals are considered within the context of a given goal.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
114
Q

Business model framework to business architecture concept alignment requires clear

A

Business goals be established for one or more business model concepts.

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115
Q

Executives should have a business-driven vision that is enabled by

A

Business goals established for one or more business model concepts.

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116
Q

Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.

A

Strategy associated with various business architecture views

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117
Q

Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.

A

Value streams, capabilities, and other business architecture views

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118
Q

As strategy deployment begins, ___ and align the work along the way as that perspective may change.

A

Continue to map the evolutionary path to achieving a given business model perspective

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119
Q

Business Model Building Block - Customer Segments - maps to

A

Customer, Stakeholder; Strategy, Objective; Capability

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120
Q

Business Model Building Block - Value Propositions - maps to

A

Strategy; Initiatives

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121
Q

Business Model Building Block - Channels - maps to

A

Value Stream; Partner

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122
Q

Business Model Building Block - Customer Relationships - maps to

A

Value Stream; Capabilities; Customer

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123
Q

Business Model Building Block - Revenue Streams - maps to

A

Value Stream; Capabilities

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124
Q

Business Model Building Block - Key Resources - maps to

A

Business Unit; Capability

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125
Q

Business Model Building Block - Key Activities - maps to

A

Value Stream; Capabilities

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126
Q

Business Model Building Block - Key Partnerships - maps to

A

Partners / Stakeholders

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127
Q

Business Model Building Block - Cost Structures - maps to

A

Capability; Business Unit

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128
Q

Customers trigger value streams is a consideration of

A

Customer Segments Mapping & Alignment

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129
Q

Segmentation impacts Marketing Management capabilities is a consideration of

A

Customer Segments Mapping & Alignment

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130
Q

External value propositions drive strategy is a consideration of

A

Value Propositions Mapping & Alignment

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131
Q

Internal value propositions drive initiatives is a consideration of

A

Value Propositions Mapping & Alignment

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132
Q

Value streams interact with customers through channels is a consideration of

A

Channels Mapping & Alignment

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133
Q

Channel partners participate in value streams is a consideration of

A

Channels Mapping & Alignment

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134
Q

Partners are central to channel definition is a consideration of

A

Channels Mapping & Alignment

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135
Q

Value streams develop customer relationship types is a consideration of

A

Customer Relationships Mapping & Alignment

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136
Q

Capabilities enable customer relationship development is a consideration of

A

Customer Relationships Mapping & Alignment

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137
Q

Customer maps directly to value stream is a consideration of

A

Customer Relationships Mapping & Alignment

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138
Q

Value streams are tied directly to revenue streams is a consideration of

A

Revenue Streams Mapping & Alignment

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139
Q

Capabilities enable value streams to deliver revenue is a consideration of

A

Revenue Streams Mapping & Alignment

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140
Q

Business units deliver resources, including funding is a consideration of

A

Key Resources Mapping & Alignment

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141
Q

Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of

A

Key Resources Mapping & Alignment

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142
Q

Value streams map to required activities is a consideration of

A

Key Activities Mapping & Alignment

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143
Q

Capabilities enable activities and provide investment focus is a consideration of

A

Key Activities Mapping & Alignment

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144
Q

Partners are part of extended business architecture is a consideration of

A

Key Partnerships Mapping & Alignment

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145
Q

Partners participate in value streams is a consideration of

A

Key Partnerships Mapping & Alignment

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146
Q

Cost structures impact capability improvements is a consideration of

A

Cost Structures Mapping & Alignment

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147
Q

Business units also align to cost structures is a consideration of

A

Cost Structures Mapping & Alignment

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148
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

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149
Q

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.

A

Non-monetary measures of value

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150
Q

This concept has grown to include non-monetary measures of value such as the (3)

A

Exchange of services with business partners, delivery of customer value, and making contributions back to the community in which the business resides.

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151
Q

A conceptual structure for organising the elements, relationships, representations, and classifications of one or more business models.

A

A business model framework

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152
Q

Provides organisations with a way to organise business models they develop and deploy into a formal, cohesive structure.

A

A business model framework

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153
Q

Enables strategic planning and the ability to assess a business from a variety of internal and external perspectives.

A

A business model

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154
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

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155
Q

Larger organisations find business models particularly useful in

A

Integrating their strategies and goals across multiple lines of business.

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156
Q

When business concepts are populated into the Osterwalder canvas, management has

A

A common set of perspectives for what they want to achieve .

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157
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.

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158
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.

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159
Q

The business model framework allows a business to clearly state

A

What it wants to accomplish

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160
Q

Business architecture tells us how the business can align to that business model using

A

Concise, widely agreed upon views of the business.

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161
Q

Business architecture and business modelling do not just coexist, but deliver ___ when leveraged together.

A

Significant and exponential levels of value

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162
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.

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163
Q

In the context of the business model, business architecture enables an organisation to

A

Realise its vision.

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164
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

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165
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.

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166
Q

Business architecture occupies the middle ground between

A

Vision and actionable results.

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167
Q

Business architecture provides the bridge between

A

Vision and strategy on the one side and actionable, deployable results on the other side.

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168
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.

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169
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.

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170
Q

Determining the cross-functional impacts of various strategies on the business

A

Benefit of business architecture / business model framework alignment.

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171
Q

Delivering rapid solution analysis that can be turned into initiatives

A

Benefit of business architecture / business model framework alignment.

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172
Q

Aligning funding to business goals

A

Benefit of business architecture / business model framework alignment.

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173
Q

Shaping one or more business goals into deployable projects

A

Benefit of business architecture / business model framework alignment.

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174
Q

Ensuring that projects are tied directly to business goals

A

Benefit of business architecture / business model framework alignment.

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175
Q

The Business Model Canvas building blocks are __, __, and therefore serve as a useful way to organise and concur on certain business goals.

A

Commonly found in many business models, easy for executives to understand

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176
Q

Formal decomposition of the individuals or organizations interested in a business’s product or service

A

Business Model Canvas Building Block - Customer Segments

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177
Q

Communication, distribution, or partner vehicles used to deliver value to customers

A

Business Model Canvas Building Block - Channels

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178
Q

Ways in which a business maintains strong and lasting communication with customers

A

Business Model Canvas Building Block - Customer Relationships

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179
Q

Categories of ways in which a business is compensated for delivering customer value

A

Business Model Canvas Building Block - Revenue Streams

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180
Q

The people, funding, technologies or other assets required to deliver customer value

A

Business Model Canvas Building Block - Key Resources

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181
Q

The work that must be performed in order to deliver value, derive revenue, and manage cost structures

A

Business Model Canvas Building Block - Key Activities

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182
Q

Third parties that deliver products or services to a business

A

Business Model Canvas Building Block - Key Partnerships

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183
Q

Representation of cost associated with delivering value as specified in the business model

A

Business Model Canvas Building Block - Cost Structures

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184
Q

The ability to drive actionable solutions from business model perspectives requires

A

Formalising the conceptual mappings between business model frameworks and business architecture.

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185
Q

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.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

186
Q

Using this approach, organisations will ensure that related business goals are considered within the context of a given goal.

A

Formalising the conceptual mappings between business model frameworks and business architecture.

187
Q

Business model framework to business architecture concept alignment requires clear

A

Business goals be established for one or more business model concepts.

188
Q

Executives should have a business-driven vision that is enabled by

A

Business goals established for one or more business model concepts.

189
Q

Ensure that goals spanning one or more business model concepts drive ___, based on model / architecture mappings.

A

Strategy associated with various business architecture views

190
Q

Review and vet these strategies to determine an overall vision, that states how__, __, and ___ would evolve from a deployment perspective.

A

Value streams, capabilities, and other business architecture views

191
Q

As strategy deployment begins, ___ and align the work along the way as that perspective may change.

A

Continue to map the evolutionary path to achieving a given business model perspective

192
Q

Business Model Building Block - Customer Segments - maps to

A

Customer, Stakeholder; Strategy, Objective; Capability

193
Q

Business Model Building Block - Value Propositions - maps to

A

Strategy; Initiatives

194
Q

Business Model Building Block - Channels - maps to

A

Value Stream; Partner

195
Q

Business Model Building Block - Customer Relationships - maps to

A

Value Stream; Capabilities; Customer

196
Q

Business Model Building Block - Revenue Streams - maps to

A

Value Stream; Capabilities

197
Q

Business Model Building Block - Key Resources - maps to

A

Business Unit; Capability

198
Q

Business Model Building Block - Key Activities - maps to

A

Value Stream; Capabilities

199
Q

Business Model Building Block - Key Partnerships - maps to

A

Partners / Stakeholders

200
Q

Business Model Building Block - Cost Structures - maps to

A

Capability; Business Unit

201
Q

Customers trigger value streams is a consideration of

A

Customer Segments Mapping & Alignment

202
Q

Segmentation impacts Marketing Management capabilities is a consideration of

A

Customer Segments Mapping & Alignment

203
Q

External value propositions drive strategy is a consideration of

A

Value Propositions Mapping & Alignment

204
Q

Internal value propositions drive initiatives is a consideration of

A

Value Propositions Mapping & Alignment

205
Q

Value streams interact with customers through channels is a consideration of

A

Channels Mapping & Alignment

206
Q

Channel partners participate in value streams is a consideration of

A

Channels Mapping & Alignment

207
Q

Partners are central to channel definition is a consideration of

A

Channels Mapping & Alignment

208
Q

Value streams develop customer relationship types is a consideration of

A

Customer Relationships Mapping & Alignment

209
Q

Capabilities enable customer relationship development is a consideration of

A

Customer Relationships Mapping & Alignment

210
Q

Customer maps directly to value stream is a consideration of

A

Customer Relationships Mapping & Alignment

211
Q

Value streams are tied directly to revenue streams is a consideration of

A

Revenue Streams Mapping & Alignment

212
Q

Capabilities enable value streams to deliver revenue is a consideration of

A

Revenue Streams Mapping & Alignment

213
Q

Business units deliver resources, including funding is a consideration of

A

Key Resources Mapping & Alignment

214
Q

Capabilities need resources (e.g., people, funding, technology) to flourish is a consideration of

A

Key Resources Mapping & Alignment

215
Q

Value streams map to required activities is a consideration of

A

Key Activities Mapping & Alignment

216
Q

Capabilities enable activities and provide investment focus is a consideration of

A

Key Activities Mapping & Alignment

217
Q

Partners are part of extended business architecture is a consideration of

A

Key Partnerships Mapping & Alignment

218
Q

Partners participate in value streams is a consideration of

A

Key Partnerships Mapping & Alignment

219
Q

Cost structures impact capability improvements is a consideration of

A

Cost Structures Mapping & Alignment

220
Q

Business units also align to cost structures is a consideration of

A

Cost Structures Mapping & Alignment

221
Q

A series of logically related activities or tasks (such as planning, production, or sales) performed together to produce a defined set of results.

A

Business process

222
Q

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.

A

Process modelling

223
Q

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.

A

Business process management

224
Q

Business architecture offers a framework to improve __, __, __, __, and related activities.

A

Process deployment, streamlining, consolidation, measurement

225
Q

business architecture is often implemented through business process __, __, __, and __.

A

Definition, consolidation, deployment, and automation

226
Q

Value streams map well to processes because they, like processes, move left to right, sharing

A

The end goal to accomplish something for the business.

227
Q

There is a ___relationship between value stream and process.

A

One-to-many

228
Q

Value streams enrich and expand the way in which organisations assess and envision

A

Business process innovation and deployment.

229
Q

A single value stage may map to one or more

A

Business processes.

230
Q

One or more business processes can map to

A

A single value stage.

231
Q

A business process may span multiple

A

Value streams.

232
Q

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

A challenge related to viewing an organisation solely through a business process viewpoint.

233
Q

Similar, overlapping, and redundant processes across multiple business units or partners obscure common business issues shared within a value stream.

A

A challenge related to viewing an organisation solely through a business process viewpoint.

234
Q

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

A challenge related to viewing an organisation solely through a business process viewpoint.

235
Q

The similarity and overlap between processes does not provide a framework upon which to identify and resolve those inconsistencies.

A

A challenge related to viewing an organisation solely through a business process viewpoint.

236
Q

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

A challenge related to viewing an organisation solely through a business process viewpoint.

237
Q

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

A challenge related to viewing an organisation solely through a business process viewpoint.

238
Q

Complexity in identifying mappings between process definitions and IT implementations of those processes stymies business/IT alignment efforts.

A

A challenge related to viewing an organisation solely through a business process viewpoint.

239
Q

Offer a new way to view processes not constrained by product line, business unit or partner boundaries, process complexities, or technologies.

A

Value streams

240
Q

A capability may map to more than one business

process if

A

The same capability is used across a variety of business processes.

241
Q

A single business process may map to more than one capability if

A

Those capabilities are all used within the span of the flow defined by that business process.

242
Q

A capability can decompose into lower levels that may not necessarily have

A

A direct alignment to a process.

243
Q

value streams have direct relationships with __, __, and __ – all of which influence process planning and deployment.

A

Stakeholder, product, and strategy

244
Q

Stakeholder definitions for each value stream stage provide

A

Input to process role definition for that stage.

245
Q

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.

A

An aggregate, cross-business unit, and end-to-end

246
Q

Value streams offer a __, __ to process mapping across product lines, business units, and business partners.

A

Top-down, holistic approach

247
Q

Value streams offer a top-down, holistic approach to process mapping across __, __, and __.

A

Product lines, business units, and business partners.

248
Q

Two concepts are central to the ability to understand where processes align or overlap with related processes:

A

Process linking, and process aggregation and decomposition.

249
Q

Value streams provide a context in which to view processes, offering

A

End-to-end views that focus on stakeholder value.

250
Q

Provides a linear view of processes to create a more complete picture than what may be available to a given business unit.

A

Linking

251
Q

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.

A

Streamline end-to-end value delivery

252
Q

Linking also offers teams working on business/IT alignment with guidance as to how

A

Automation may be applied to an end-to-end set of business processes.

253
Q

Decomposition represents the opposite concept, allowing an analyst to look at a value stream and determine (2)

A

How many overlapping processes implement that value stream along with the business units that use those processes.

254
Q

Aggregation allows a business unit that relies on a particular process to determine where (2)

A

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
Q

Decomposition and aggregation can take the form of a __ structure.

A

Tree

256
Q

Collectively, process aggregation and decomposition provide executives, analysts, and planning teams with the ability to

A

Zoom in and zoom out on a process across shared stakeholder value perspectives

257
Q

A method or practice of coordinating work by organizing all of the relevant pieces into one place – called a case

A

Case management

258
Q

Case management demands a __, __, and __ view of all aspects of work related to a “case”

A

Factual, holistic, and structured

259
Q

A case may be considered a holistic view of all information associated with ___ with a customer, constituent, agent, partner, patient, or similar external stakeholder.

A

Managing a binding contract or agreement

260
Q

A case may be considered a holistic view of all information associated with managing a binding contract or agreement with a

A

Customer, constituent, agent, partner, patient, or similar external stakeholder.

261
Q

Case management demands a high degree of __, __ and __.

A

Discipline, agility, and transparency.

262
Q

A state-based approach to routing a case within and across value streams.

A

Dynamic rules-based routing

263
Q

A fundamental way of managing all aspects of work associated with information, comprising a legal relationships with a stakeholder essential to the business strategy.

A

Case management

264
Q

Case management incorporates concepts of

A

Transparency and agility.

265
Q

Enables processes with unpredictable paths to be controlled by rules and constraints that process workers operate within, rather than rigid process paths

A

Case management

266
Q

Allows a comprehensive view of a case (e.g., account, policy, etc.) to move fluidly back and forth and across value streams

A

Case management

267
Q

Launches processes dynamically, where appropriate, based on state management of information related to the case and enabled by business rule management

A

Case management

268
Q

Offers business users the option of redirecting a process based on certain situations

A

Case management

269
Q

Requires robust data architecture to support state management and business rule modeling

A

Case management

270
Q

Can be automated using dynamic case management tools

A

Case management

271
Q

Attempting to deploy case management with little clarity of stakeholder views and enabling capabilities results in

A

Ineffective, unsustainable solutions

272
Q

Value streams establish an end- to-end view of how to

A

Deliver stakeholder value.

273
Q

Business capabilities enable case file __ and __ at key points across these value streams.

A

Management and availability

274
Q
  1. Determine applicability of case management to the business environment
A

Case Management & Business Architecture Alignment Guideline (1/15)

275
Q
  1. Establish stakeholder or customer facing value streams as a foundation for case management planning
A

Case Management & Business Architecture Alignment Guideline (2/15)

276
Q
  1. Customer-facing value stream examples include Establish Account, Acquire Service, Modify Account, Process Claim, Issue License, Admit Patient and so forth
A

Case Management & Business Architecture Alignment Guideline (3/15)

277
Q
  1. Define customer-facing capabilities that enable customer facing value streams
A

Case Management & Business Architecture Alignment Guideline (4/15)

278
Q
  1. 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
A

Case Management & Business Architecture Alignment Guideline (5/15)

279
Q
  1. Derive information concepts, as defined in the BIZBOK® Guide section 2.5, for core customer facing capabilities
A

Case Management & Business Architecture Alignment Guideline (6/15)

280
Q
  1. Align business vision and requirements to value streams and capabilities to establish case management deployment priorities
A

Case Management & Business Architecture Alignment Guideline (7/15)

281
Q
  1. Map out design solutions for case management based on business vision and related priorities using value streams as the basis for deployment planning
A

Case Management & Business Architecture Alignment Guideline (8/15)

282
Q
  1. Leverage value stream stakeholder mappings, stage exit and entry point definitions, and other value stream related attributes
A

Case Management & Business Architecture Alignment Guideline (9/15)

283
Q
  1. Define major work queues or dockets for each value stream stage
A

Case Management & Business Architecture Alignment Guideline (10/15)

284
Q
  1. Define sub-stage work queues during subsequent design efforts
A

Case Management & Business Architecture Alignment Guideline (11/15)

285
Q
  1. Establish a state management strategy that accommodates case file management and accessibility within and across value streams
A

Case Management & Business Architecture Alignment Guideline (12/15)

286
Q
  1. Establish a baseline deployment for essential business capabilities that will be reused across various value streams
A

Case Management & Business Architecture Alignment Guideline (13/15)

287
Q
  1. Deploy a baseline value stream and enabling capabilities that can be used as a template for subsequent deployment
A

Case Management & Business Architecture Alignment Guideline (14/15)

288
Q
  1. Based on business priorities, continue design, development, and deployment solutions
A

Case Management & Business Architecture Alignment Guideline (15/15)

289
Q

Case management supports movement of a case across value streams when multiple

A

Value streams are involved for the same case.

290
Q

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.

A

Processes, technologies, business units, and business partners

291
Q

Linking case management to values streams enables work to be presented in complete fashion, with

A

A high degree of cross-functional transparency.

292
Q

A case moves with complete transparency through stakeholder inboxes based on

A

The state of the case at that time.

293
Q

Business rules determine what actions are valid within any process at that point in time and

A

What actions can be invoked at any given stage.

294
Q

Ability to establish, modify, and present all information associated with the application, evolution, and termination of an agreement with a customer

A

Case File Management:

295
Q

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

A

State Management:

296
Q

Ability to transparently and unambiguously direct case files and related business objects and communications to internal or external stakeholders when and where required

A

Routing:

297
Q

Ability to control, process, organize, prioritize, and present case file and case file related information for a particular business unit or individual

A

Work Queue Management:

298
Q

Ability to control, process, prioritise, and set deadlines for case files and all related activities and actions against those case files.

A

Time Processing Management:

299
Q

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”.

A

It involves complex case transitions among groups of knowledge workers

300
Q

Dynamic rules-based routing provides an alternative means of visualising case workflow that is __ and __ based, and descriptive rather than predictive.

A

Event- and state

301
Q

Dynamic rules-based routing provides an alternative means of visualising case workflow that is event- and state-based, and __ rather than __.

A

Descriptive, predictive

302
Q

Dynamic rules-based routing works well for scenarios where ___, either in a given sequence, concurrently, or in some cases as a group.

A

Multiple stakeholders require access to a case

303
Q

Dynamic rules-based routing works well when case access is dictated by

A

The state of the case with no predefined direction as to where it will be routed to next.

304
Q

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.

A

Value stream stage definition

305
Q

Dynamic rules-based routing is based on value stream stage definition and recognises ___ within a value stream stage.

A

Scenarios where a case may be active in parallel value streams or workflows

306
Q

The first concept to represent case transition is the

A

Work queue, which represents where the case will show up for a given business unit, stakeholder, or group of stakeholders.

307
Q

A second concept to represent case transition is the

A

Case transition itself, represented by the arrows going from one work queue to another.

308
Q

Inter-stage transitions or ___ are of two types.

A

Transitions out of or back into the stage

309
Q

The first type of inter-stage transitions involves transitions

A

In and out of adjacent stages

310
Q

The second type of inter-stage transitions typically involve a state change where the case

A

Leaves the stage temporarily or permanently.

311
Q

Additional information is often appended to each event line associated with a case transition indicator. These include .

A

The new case state that results from the event trigger

312
Q

Dynamic rules-based routing maps are essentially a

A

Framework extension of the value stream

313
Q

Sub-stage details of the stakeholders involved in a given stage

A

Dynamic rules-based routing maps provide this.

314
Q

Complete views as to how a case transitions in, out, and within a stage

A

Dynamic rules-based routing maps provide this.

315
Q

Insights into state changes associated with business events

A

Dynamic rules-based routing maps provide this.

316
Q

User interface design planning insights

A

Dynamic rules-based routing maps provide this.

317
Q

Overall framework for detailed workflow analysis and requirements analysis

A

Dynamic rules-based routing maps provide this.

318
Q

A framework that can tie business analysis directly to transactions and state transitions within existing software systems.

A

Dynamic rules-based routing maps provide this.

319
Q

A commonly practiced business discipline used to improve business process and overall business performance.

A

Lean Six Sigma

320
Q

The relationship between business architecture and Lean Six Sigma focuses on

A

The Lean Value Stream, a well-defined intersection point between business architecture and Lean Six Sigma.

321
Q

Once initiatives are identified, Lean Six Sigma is a methodology that can be used to ___ at a more detailed level and implement a solution.

A

Understand and analyse the problem or opportunity

322
Q

Lean Six Sigma projects often surface ___ to determine upstream, downstream, or related work could be beneficial.

A

Areas of concern where a broader evaluation of impacts

323
Q

Uses a set of quality management methods that include statistical analysis

A

Six Sigma

324
Q

Lean addresses

A

Process flows and waste issues

325
Q

Six Sigma focuses on

A

Variation and design

326
Q

Six Sigma - Goal

A

Error Reduction and Efficiency

327
Q

Lean - Goal

A

Speed & Efficiency

328
Q

Six Sigma - Method

A 
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
Q

Lean - Method

A

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
Q

Six Sigma - Use

A

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
Q

Lean - Use

A

Process is not efficient and contains wasteful activities and short term gains are desired.

332
Q

A process-centric point of view that collectively looks at efficiency and performance as well as design and customer alignment.

A

Lean and Six Sigma

333
Q

The key to a successful Lean Six Sigma program is the

A

Support of executive leadership, including the CEO and senior management team.

334
Q

What does the organisation need to achieve? And, what is it currently capable of delivering?

A

Lean Six Sigma

335
Q

LSS may surface issues that require a

A

Broader view of transformation that business architecture supports.

336
Q

Business architecture provides a framework in which to

A

Plan, launch, scope, evaluate, or otherwise position LSS

337
Q

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.

A

Aligning business architecture and LSS allows organisations to:

338
Q

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.

A

Aligning business architecture and LSS allows organisations to:

339
Q

Apply LSS improvements of one business unit to other business units that share common processes within the context of one or more value streams.

A

Aligning business architecture and LSS allows organisations to:

340
Q

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.

A

Aligning business architecture and LSS allows organisations to:

341
Q

Leverage LSS work into a business architecture inventory of processes.

A

Aligning business architecture and LSS allows organisations to:

342
Q

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.

A

Aligning business architecture and LSS allows organisations to:

343
Q

Identify opportunities for LSS initiative improvements using capability performance assessments or heat-mapping exercises.

A

Aligning business architecture and LSS allows organisations to:

344
Q

Identify opportunities for LSS initiatives to address improvements in performance or to address various other weaknesses cited in one or more value stream stages.

A

Aligning business architecture and LSS allows organisations to:

345
Q

A process flow depicting every step required to produce a product or provide a service to a customer.

A

A Lean Value Stream

346
Q

Represent waste or are steps the customer does not want and would not pay for.

A

Non-value-added steps

347
Q
  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.
A

(1/6) Steps to complete a value stream to Lean Value Stream mapping

348
Q
  1. Repeat step one for each Lean Value Stream that maps to that value stream, using the same technique.
A

(2/6) Steps to complete a value stream to Lean Value Stream mapping

349
Q
  1. 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.
A

(3/6) Steps to complete a value stream to Lean Value Stream mapping

350
Q
  1. 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.
A

(4/6) Steps to complete a value stream to Lean Value Stream mapping

351
Q
  1. 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.
A

(5/6) Steps to complete a value stream to Lean Value Stream mapping

352
Q
  1. Repeat step 4 for each value stage that has been laid out in more detail using a Lean Value Stream.
A

(6/6) Steps to complete a value stream to Lean Value Stream mapping

353
Q
  1. Obtain the Lean Value Stream / business architecture value stream mapping established in the previous set of mapping steps.
A

(1/5) Steps for mapping Lean Value Streams to capabilities

354
Q
  1. Obtain a value stream / capability cross-mapping
A

(2/5) Steps for mapping Lean Value Streams to capabilities

355
Q
  1. Examine the breadth of Lean Value Stream coverage for each value stream stage that that Lean Value Stream represents.
A

(3/5) Steps for mapping Lean Value Streams to capabilities

356
Q
  1. Leverage the value stream / capability cross-mapping to identify which capabilities implement or should implement a given Lean Value Stream.
A

(4/5) Steps for mapping Lean Value Streams to capabilities

357
Q
  1. 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.
A

(5/5) Steps for mapping Lean Value Streams to capabilities

358
Q

Capability mapping provides concise focal points for __, __, and __ analysis that become reusable across the Lean Value Streams.

A

Investments, automation, and resource

359
Q

Capabilities provide a __, __view of what abilities enable value streams and, in turn, Lean Value Streams.

A

Concise, non-redundant

360
Q

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.

A

LSS and business architecture

361
Q

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

A

Stakeholder, impact, and cost/complexity

362
Q

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.

A

LSS

363
Q

A robust set of organisational metrics allows executives to monitor

A

A company’s performance and health.

364
Q

Measurement that strikes the balance among the different areas of the business and is linked directly to whatever drives its value.

A

A manageable number of metrics is needed:

365
Q

Performance management must be aligned and linked throughout the __ and __ of the organisation.

A

Purpose and intention

366
Q

Performance measurement may manifest itself as __ or in more formal terms using tools such as __.

A

Simple metrics, the balanced scorecard

367
Q

A strategic performance management framework that allows organisations to manage and measure the delivery of their strategy.

A

The balanced scorecard (BSC)

368
Q

The scorecard aspect of the technique involves identifying and capturing metrics that directly support the achievement of the strategy.

A

The balanced scorecard (BSC)

369
Q

The metric portion of the balanced scorecard technique typically falls into two relatively distinct categories (1/2)

A
  1. Metrics that directly flow into a numeric organisational goal (must typically a financial target but others operational metrics are also used)
370
Q

The metric portion of the balanced scorecard technique typically falls into two relatively distinct categories (2/2)

A
  1. Metrics that are indirect indicators that some objective within an organisation’s strategy is being obtained.
371
Q

However many components of an organisation’s strategy are much more difficult to

A

Decompose into measures where the linkage between scorecards at different levels can be so easily tied together

372
Q

Because the impact of adding new employees is ___ the relationship between achieving hiring goals does not immediately translate into top-level financial goals.

A

A lagging impact for all but the most menial of positions,

373
Q

The investment in organisational learning that is required for most individuals to become highly productive within a large complex organisation means that

A

The pool of qualified individuals typically becomes smaller as the level of organisation-specific skills becomes greater.

374
Q

While achieving operational objectives is essential to an organisation’s ongoing well-being,

A

Strategic investments are typically what determine whether an organisation will survive and thrive in longer time-frames.

375
Q

A measurement framework must account for the fact that these non- operational metrics have

A

An “imperfect” relationship with each other.

376
Q

Self-selection bias in the responses

A

A drawback in effectively measuring customer satisfaction

377
Q

Lack of honesty in the responses based on fear of expressing their opinion

A

A drawback in effectively measuring customer satisfaction

378
Q

Attempts at “gaming” the survey

A

A drawback in effectively measuring customer satisfaction

379
Q

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”

A

Net Promoter Score

380
Q

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.

A

Balanced Scorecard

381
Q

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.

A

Customer, Financial, Internal, and Growth and Learning

382
Q

Most organisations find that in many areas there is not sufficient data to define with confidence the

A

Key performance indicators across all areas of their organisation.

383
Q

Developing metrics for more strategic goals should follow a fact-based approach that

A

Defines candidate metrics and then works to validate if the metrics are predictive.

384
Q

In addition, because the tendency to ___, it is essential that metrics be fully vetted and be closely monitored as they are rolled out.

A

“Work the metric” is common in organisations

385
Q

business architecture provides a consistent framework upon which to build an ___, as well as to position the need for those initiatives.

A

Understanding of the need for transformational initiatives

386
Q

Business performance management __ for the organisation and holds it accountable to the targeted results and intentions.

A

Sets expectations

387
Q

Business performance management sets expectations for the organisation and holds it

A

Accountable to the targeted results and intentions.

388
Q

Coverage of capability and value streams across business. The proliferated use of a given stage can further drive up breadth of coverage.

A

Business Breadth

389
Q

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.

A

Business Breadth

390
Q

The proliferated use of a given stage can further drive up __ of coverage.

A

Business Breadth

391
Q

Business Breadth - Measurement 5

A

Very limited business breadth in terms of value streams, capabilities, people and organization

392
Q

Business Breadth - Measurement 3

A

Moderate business breadth in terms of value streams, capabilities, people and organization

393
Q

Business Breadth - Measurement 1

A

Significant and far reaching business breadth in terms of value streams, capabilities, people and organization

394
Q

Rating the relative impact that capabilities and value streams have on the business operations.

A

Business Impact

395
Q

Impact is a determination of importance to the business.

A

Business Impact

396
Q

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.

A

Business Impact

397
Q

A capability is of high __ when success or failure of that capability has significant ramifications to the business.

A

Business Impact

398
Q

Business Impact - Measurement 5

A

Negligible impact, rarely occurs, almost no internal visibility, no external visibility

399
Q

Business Impact - Measurement 3

A

Moderate impact, occurs occasionally, moderate internal visibility, limited external
visibility

400
Q

Business Impact - Measurement 1

A

Significant impact, occurs very frequently, pervasive internal visibility, definite
external visibility

401
Q

Applies heat map results to reflect the aggregate view of the quality of the capabilities and value streams impacted by a given initiative.

A

Business Effectiveness

402
Q

Heat map ratings in this sense are aggregated based on what is being measured.

A

Business Effectiveness

403
Q

Business Effectiveness - Measurement 5

A

Efficient, correct, timely, meeting expectations (green)

404
Q

Business Effectiveness - Measurement 4

A

At least one of incorrect, inefficient, or non-timely but meeting all critical expectations (yellow)

405
Q

Business Effectiveness - Measurement 3

A

At least one of incorrect, inefficient, or non-timely but meeting some critical expectations (orange)

406
Q

Business Effectiveness - Measurement 2

A

Not meeting expectations (red)

407
Q

Business Effectiveness - Measurement 1

A

Future opportunity (purple) (Does not exist but generally desirable)

408
Q

Rates the degree of automation associated with the current state capabilities and value stream stages targeted for analysis.

A

Automation level

409
Q

Can apply to the capability itself as well as the stage the capability enables.

A

Automation level

410
Q

Poor user interfaces, for example, would negatively impact the __ ranking for a value stream stage.

A

Automation level

411
Q

Automation Level - Measurement 5

A

Effective and across the board automation for all business areas

412
Q

Automation Level - Measurement 4

A

Effective automation of high impact areas and limited automation in other areas

413
Q

Automation Level - Measurement 3

A

Automation in limited areas and moderately effective automation in high impact areas

414
Q

Automation Level - Measurement 2

A

Desktop tools-based automation only, or ineffective automation in some business areas

415
Q

Automation Level - Measurement 1

A

No automation or highly limited and ineffective automation in selected areas.

416
Q

Are the core expressions for describing what a business needs or wants.

A

Business requirements

417
Q

A condition or capability needed by a stakeholder to solve a problem or achieve an objective.

A

Requirement

418
Q

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.

A

Requirement

419
Q

Is clearly aspirational and as such describes a desired outcome of an as-of-yet undefined solution.

A

A requirement

420
Q

A “detailed requirement” or “system requirement” will generally be a __ expression.

A

Design-level

421
Q

A vision is, in effect, what the business

A

Requires of itself.

422
Q

From vision to detailed requirements, there is a

A

Hierarchy of increasingly finer requirements.

423
Q

The end goal of aligning business requirements with business architecture is to

A

Improve the results of a company’s initiatives.

424
Q

Business architecture provides a framework that helps turn business strategy in to

A

Actionable results.

425
Q

Deriving, framing, scoping, organising and reusing business requirements will

A

Deliver more effective solutions to business challenges.

426
Q

These initiative challenges include __, resulting in wasted investments and limited business value.

A

A lack of alignment to business strategies

427
Q

The prioritisation framework of __ allows project teams to better sequence project/requirements work.

A

Business capability value mapping and heat mapping

428
Q

Without the traceability back to what customers want, the execution of changes to products and services is based on

A

Guesswork.

429
Q

Organisations cannot afford to rely on __ to drive sustainable organic growth.

A

Intuition

430
Q

Strong business architecture will ensure that the right requirements

A

Are captured and aligned to drive change.

431
Q

By their very nature as statements of needs, requirements can find linkage to

A

Any aspect of business architecture.

432
Q

The best practice for mapping requirements is to link them to a __, which leads to corresponding components of the business architecture.

A

Capability

433
Q

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.

A

The customer perspective that will always drive the intended outcome

434
Q

Starting with the customer perspective that will always drive the intended outcome, requirements must consider

A

Multiple perspectives and capabilities that will shape and ultimately define those final conditions that must be present to deliver the intended business outcome.

435
Q

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

A

Overall business through effective and reusable categorisation.

436
Q

The project scope should be unambiguous about

A

What value is being delivered to which stakeholders on completion

437
Q

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.

A

Business strategy and requirements of future capabilities

438
Q

We can trace requirement dependencies between the capability and

A

Information blueprints.

439
Q

Utilising the linkage through the capability and information allows for traceability

A

From business architecture through the modelling and intelligence outputs of an initiative.

440
Q

Requirements can also be linked to value streams , which provide

A

An overall context for what is needed to improve stakeholder value delivery.

441
Q

Are intimately connected to the evolution of products

A

Requirements

442
Q

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.

A

Offer a completely new product

443
Q

Requirements can also be specified to an organisation

A

Organisation

444
Q

The benefit of viewing requirements from the business architecture perspective is that it provides ___ that leverage an agreed upon business framework and vocabulary.

A

A defined context and scope for the requirements

445
Q

By leveraging requirement / business capability linkage, analysis can quickly determine the ___ to achieve consistent progress to a common goal.

A

Secondary effects across various business architecture blueprints that demand alignment

446
Q

Requirements are the ___ that will create the intended return on investment.

A

Instructions guiding the design of the solution

447
Q

To most effectively connect a requirement to __, requirements must be aligned to business architecture.

A

Business strategy

448
Q

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

A

The ability to help drive and derive requirements.

449
Q

Business architecture not only provides a framework for scoping, defining and tracing business requirements across the business, but also provides a basis

A

For prioritising and focusing requirements efforts.

450
Q
  1. Are the requirements aligned to business architecture in general? If not, the scope and context for those requirements could be called into question.
A

Business Architecture and Requirements Alignment: Validation Guideline (1/10)

451
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (2/10)

452
Q
  1. 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?
A

Business Architecture and Requirements Alignment: Validation Guideline (3/10)

453
Q

3a. Business architecture should highlight capability usage and provide a map for requirements analysts. Requirements should

A

Address the root causes of the capability gap and move the capability towards its future state.

454
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (4/10)

455
Q
  1. Are requirements analysts conversant with the business architecture? If not, it is likely that they are not leveraging the business architecture effectively.
A

Business Architecture and Requirements Alignment: Validation Guideline (5/10)

456
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (6/10)

457
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (7/10)

458
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (8/10)

459
Q
  1. 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.
A

Business Architecture and Requirements Alignment: Validation Guideline (9/10)

460
Q

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.

A

Business Architecture and Requirements Alignment: Validation Guideline (10/10)

CBA (12 decks)

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