Business Architecture Maturity Model Flashcards
1
Q
No business architecture discipline exists within the enterprise.
A
Overall / 1. Initial
2
Q
Business architecture governance structures are defined and established for the business with appropriate executive sponsorship.
A
Overall / 2. Managed
3
Q
The goals of the business are understood with a business model, strategy, or equivalent concepts in place.
A
Overall / 2. Managed
4
Q
Business architecture team has a defined mandate and clearly articulated goals.
A
Overall / 2. Managed
5
Q
Business architecture team is staffed appropriately based on a suitable governance structure that services the needs of the business.
A
Overall / 2. Managed
6
Q
Core business architecture domains have been articulated for the business using foundational business architecture blueprints, including Capability, Value Stream, Information and Organisation
A
Overall / 3. Defined
7
Q
The capability map is defined and captured within the business architecture knowledgebase.
A
Overall / 3. Defined
8
Q
Value streams (or other value maps) are defined and captured within the business architecture knowledgebase.
A
Overall / 3. Defined
9
Q
The information map is defined and captured within the business architecture knowledgebase.
A
Overall / 3. Defined
10
Q
The organisation map is defined and captured within the business architecture knowledgebase.
A
Overall / 3. Defined
11
Q
The business has documented business vision, goals, objectives, and action items for achieving them using formal strategy mapping approaches.
A
Overall / 4. Strategically Executed
12
Q
Business architecture is actively used to discover portfolio project opportunities.
A
Overall / 4. Strategically Executed
13
Q
Business architecture is used to identify opportunities to drive business performance improvement.
A
Overall / 4. Strategically Executed
14
Q
Project opportunities are realised through measured improvements in capability and value focused performance.
A
Overall / 4. Strategically Executed
15
Q
Business innovation, business partnerships, and other strategic initiatives routinely leverage business architecture.
A
Overall / 4. Strategically Executed
16
Q
Transformational initiatives leverage business / IT architecture alignment concepts.
A
Overall / 4. Strategically Executed
17
Q
Business strategy is clearly articulated and realised through business architecture and supported through enterprise architecture and technology strategy.
A
Overall / 5. Fully Integrated
18
Q
Capability performance is a key driver in project and program selection within the firm’s portfolio management processes.
A
Overall / 5. Fully Integrated
19
Q
The business architecture is fully integrated into the remaining aspects of enterprise architecture.
A
Overall / 5. Fully Integrated
20
Q
Major information technology investments with business implications are driven through business strategy as articulated via business architecture.
A
Overall / 5. Fully Integrated
21
Q
Feedback and improvement processes exist that allow for continuous business alignment to achieve innovation and agility.
A
Overall / 5. Fully Integrated
22
Q
The executive sponsorship of business architecture ensures that principles, standards, quality and designs reflect compliance, and where noncompliance is evident escalation process is in place to satisfactorily resolve.
A
Governance
23
Q
No explicit governance of architectural standards.
A
Governance / 1. Initial
24
Q
Scope is undefined to deploy control or influence.
A
Governance / 1. Initial
25
Governance process of business architecture deliverables is defined but not deployed.
Governance / 2. Managed
26
The foundational governance structures have been defined and established for the organisation, with appropriate executive sponsorship.
Governance / 2. Managed
27
Steering committee in place and meeting on a regular basis to establish objectives for business architecture organisation; value stream definition in flight or complete.
Governance / 2. Managed
28
No explicit governance of architectural standards.
Governance / 2. Managed
29
Roles for proper steering committee may be defined but may not be filled.
Governance / 2. Managed
30
Steering committee roles include:
* a chairperson or sponsor to lead the overall committee
* a representative from each business unit as defined by the enterprise
* one person from each line of business
Governance / 2. Managed
31
Architecture organisation supports the governance team in the use and review of the assets, to address questions.
Governance / 2. Managed
32
Additional members may be added to the steering committee at the discretion of the organisation. The steering committee process should be established, along with the cadence for the meetings.
Governance / 2. Managed
33
The foundational governance structures have been defined and established for the organisation.
Governance / 3. Defined
34
Business architecture review board process exists with governance of deployed architectural standards (e.g., scope analytics, process model, requirements management, notational and language standards) across a random selection of projects for review. Variances go undetected and architectural decisions may be diverted in design and implementation phases.
Governance / 3. Defined
35
Business ownership, business sponsorship and representation exist on a governance board of essential business areas.
Governance / 3. Defined
36
Business architecture methodology is fully integrated into the SDLC, PLC and other relevant governance processes.
Governance / 3. Defined
37
Governance process is explicitly documented and applied to a few architectural standards with some adherence.
Governance / 3. Defined
38
The business architecture steering committee has been formed, with its members trained on their responsibilities and the initial kick-off has occurred. The cadence of meetings has been agreed to, and the charter, which outlines the goals and objectives for the business architecture organisation, has been ratified by the steering committee.
Governance / 3. Defined
39
The business architecture steering committee provides an avenue for the business architecture working team to review, approve, and escalate issues and concerns to.
Governance / 3. Defined
40
Formal architecture reviews are conducted, appropriately placed within the project or system life cycle, and over the majority of investment spend. Additionally, formal processes have been deployed to manage variances in agreed designs. Quality reviews are in place to ensure success criteria are met.
Governance / 4. Strategically Executed
41
Enterprise level governance exists.
Governance / 4. Strategically Executed
42
Business architecture is completely owned by the business.
Governance / 4. Strategically Executed
43
Schedule is established and adhered to with metrics being managed through continuous improvement.
Governance / 4. Strategically Executed
44
Explicit governance exists on all investment and strategic initiatives.
Governance / 4. Strategically Executed
45
Virtual and core roles are actively promoted and cycled to ensure appropriate SME representation.
Governance / 4. Strategically Executed
46
Integrated governance process is documented and followed.
Governance / 4. Strategically Executed
47
Quality assurance standards are in place. The quality of the deliverables in their ability to drive value is acceptable. Design compliance is evident prior to gate release. Change control processes are in effect. Adherence to business architecture principles and standards is evident.
Governance / 4. Strategically Executed
48
Formal processes for managing architectural compliance and variances feed back into architecture definition. Process exceptions (standards waivers) are used to improve architecture governance process. Post implementation reviews are conducted to close the loop on continuous improvement and metric baselines.
Governance / 5. Fully Integrated
49
Business architecture deliverables are fully supported through the organisation’s IT and process strategies, and processes exist that allow these to be re-validated on an annual basis, ensuring consistent alignment and agility.
Governance / 5. Fully Integrated
50
Explicit governance exists over the entire body of change and investment portfolios, with holistic enterprise oversight.
Governance / 5. Fully Integrated
51
Standard change control process is used to make governance-process change.
Governance / 5. Fully Integrated
52
Business strategies are derived from strategy mapping and the performance of value delivery and capabilities. Integrating strategy into the business architecture results in strategic initiatives that deliver measurable value to the organisation.
Business Strategy Linkage
53
Business strategy, impacted business architecture, and initiatives drive and align with the information technology roadmap, bringing holistic strategic alignment.
Business Strategy Linkage
54
No linkage, or only implicit linkage, to business strategies and business drivers.
Business Strategy Linkage / 1. Initial
55
The conceptual mappings between business model frameworks and business architecture do not exist.
Business Strategy Linkage / 1. Initial
56
Linkage is reactive and sporadic.
Business Strategy Linkage / 2. Managed
57
Architecture vision, principles, goals and objectives are defined, but not aligned to business.
Business Strategy Linkage / 2. Managed
58
IT owns business architecture, with minimal business buy-in and involvement from senior business executives.
Business Strategy Linkage / 2. Managed
59
Approved mission & vision statements exist.
Business Strategy Linkage / 2. Managed
60
Clear set of principles exists.
Business Strategy Linkage / 2. Managed
61
Documented goals and objectives with outlined activities exist.
Business Strategy Linkage / 2. Managed
62
Existing business strategies are aligned to foundational maps.
Business Strategy Linkage / 2. Managed
63
Organisational alignment to IT exists.
Business Strategy Linkage / 2. Managed
64
Business lead interview results reveal little interest.
Business Strategy Linkage / 2. Managed
65
Strategy principles as defined in the BIZBOK® Guide are agreed to by the business or modified for organisational adoption.
Business Strategy Linkage / 2. Managed
66
Strategy mapping principles are actively applied to projects for compliance.
Business Strategy Linkage / 3. Defined
67
Explicit linkage of business architecture to business strategies exists.
Business Strategy Linkage / 3. Defined
68
Business recognition exists to the challenge, difficulty and cost of supporting a broad base of technologies.
Business Strategy Linkage / 3. Defined
69
Business architecture is owned and operated by IT, but the business is now involved. There is program management and budgetary alignment of business architecture efforts.
Business Strategy Linkage / 3. Defined
70
The goals of the business are broadly understood, as well as the steps to be taken to achieve the business goals
Business Strategy Linkage / 3. Defined
71
A common vocabulary exists around “what the business does”.
Business Strategy Linkage / 3. Defined
72
Business strategies are known, documented, and there is some evidence of or attempts at business architecture alignment.
Business Strategy Linkage / 3. Defined
73
Business strategic objectives, plans, and goals are driving business architecture analysis efforts.
Business Strategy Linkage / 3. Defined
74
Terms of reference and/or charter exist, signed off by the business.
Business Strategy Linkage / 3. Defined
75
Business architecture analysis is a mandatory requirement of project life cycle.
Business Strategy Linkage / 3. Defined
76
Business architecture is integrated with capital planning and investment control
Business Strategy Linkage / 3. Defined
77
Business architecture is used to deliver rapid solution analysis that can be turned into initiatives, align funding to business goals, shape one or more business goals into deployable projects, and ensure that projects are tied directly to business goals.
Business Strategy Linkage / 3. Defined
78
Business strategy principles are actively monitored for compliance and reviewed for continued relevancy.
Business Strategy Linkage / 4. Strategically Executed
79
Business blueprints are actively used to support:
* Strategy development and review
* Annual planning and budget cycle
* Investment portfolio
Business Strategy Linkage / 4. Strategically Executed
80
The business has greater accountability for and involvement in business architecture, and owns it.
Business Strategy Linkage / 4. Strategically Executed
81
Periodic reexamination of business drivers exists.
Business Strategy Linkage / 4. Strategically Executed
82
Recognition exists that architectural standards reduce integration complexity and enhance ability of IT to enable business goals.
Business Strategy Linkage / 4. Strategically Executed
83
Business participates actively in architecture definition and design.
Business Strategy Linkage / 4. Strategically Executed
84
The business has defined value stream visions or similar strategy deliverables based on core business architecture assets.
Business Strategy Linkage / 4. Strategically Executed
85
The business is actively using business architecture to define portfolio project opportunities to drive business performance improvement.
Business Strategy Linkage / 4. Strategically Executed
86
Blueprints are supported and maintained as strategic input to planning, budget and investment.
Business Strategy Linkage / 4. Strategically Executed
87
Evidence exists of use of the blueprints to drive strategic initiatives and investments.
Business Strategy Linkage / 4. Strategically Executed
88
Formal strategy map is defined and actively used to define and drive strategy at the enterprise level..
Business Strategy Linkage / 5. Fully Integrated
89
Business strategy is clearly articulated, realised through the business architecture, and supported through the IT strategy.
Business Strategy Linkage / 5. Fully Integrated
90
Processes exist that allow for strategy and impacted areas to be re-validated on an annual basis, ensuring consistent alignment and agility.
Business Strategy Linkage / 5. Fully Integrated
91
All lines of business participate actively in architecture definition, placing the good of the enterprise ahead of what is best for each.
Business Strategy Linkage / 5. Fully Integrated
92
Linkage between concepts found in business model and business architecture are being used to organise and concur on certain business goals.
Business Strategy Linkage / 3. Defined
93
Business model and accompanying goals, which collectively form part of a broader business vision, serve as the baseline in taking action to achieve stated goals.
Business Strategy Linkage / 3. Defined
94
Business ownership has been established over the business model framework content.
Business Strategy Linkage / 4. Strategically Executed
95
Business drivers are part of the model analysis.
Business Strategy Linkage / 4. Strategically Executed
96
Engagement process and rationale is completely defined and adopted at a detailed level.
Business Strategy Linkage / 4. Strategically Executed
97
Business architecture alignment to strategies is part of the culture.
Business Strategy Linkage / 4. Strategically Executed
98
Business accepts architectural standards as a means to reduce integration complexity and enhance ability to achieve business goals.
Business Strategy Linkage / 4. Strategically Executed
99
There is business signoff on architectural definition.
Business Strategy Linkage / 4. Strategically Executed
100
The foundations required to determine the impact of various business model articulated goals, assess deployment options, balance costs against benefits, and ensure that related business goals are considered within the context of a given goal, are in place.
Business Strategy Linkage / 4. Strategically Executed
101
Business outcomes are realised through the business architecture.
Business Strategy Linkage / 5. Fully Integrated
102
Business outcomes are supported through the business architecture aligned IT strategy.
Business Strategy Linkage / 5. Fully Integrated
103
Lines of business formally signoff on architecture definition, based on strategy.
Business Strategy Linkage / 5. Fully Integrated
104
Business architecture performance analysis metrics are used to optimise and drive business strategy and impacts.
Business Strategy Linkage / 5. Fully Integrated
105
Enterprise holistic viewpoints are applied to architectural decisions.
Business Strategy Linkage / 5. Fully Integrated
106
Business architecture is being used to interpret the business model in ways essential to establishing actionable roadmaps, funding, and priorities needed to deliver results ranging from tactical deployments to long-term business transformation.
Business Strategy Linkage / 5. Fully Integrated
107
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.
Business Strategy Linkage / 5. Fully Integrated
108
Business management actively engaged in the sponsorship, governance, and direction of the adoption and use of the business architecture.
Management Involvement
109
Minimal or no management involvement exists. Some management may inhibit progress.
Management Involvement / 1. Initial
110
Management dedication to business architecture and requirements is poor/unacceptable by industry standards.
Management Involvement / 1. Initial
111
Level of support from the organisation, as a whole, is non-existent.
Management Involvement / 1. Initial
112
Some senior management recognition of business architecture value exists. There is executive sponsorship with limited first line recognition or participation.
Management Involvement / 2. Managed
113
Management dedication to business architecture and requirements is just adequate by industry standards.
Management Involvement / 2. Managed
114
There is limited management team awareness or involvement.
Management Involvement / 2. Managed
115
Level of support and acceptance from the organisation is limited or minimal.
Management Involvement / 2. Managed
116
Management awareness of business architecture efforts exists. There is some resistance to implications and benefits of having defined business architecture.
Management Involvement / 3. Defined
117
Organisational use of business architecture output is on a reactive or prove-a-point basis.
Management Involvement / 3. Defined
118
There is misalignment between executive and management - some see benefit, others do not.
Management Involvement / 3. Defined
119
Management dedication to business architecture and requirements is good by industry standards.
Management Involvement / 3. Defined
120
Senior management is aware and actively supportive of architectural standards, but this has not rippled through the management hierarchy.
Management Involvement / 3. Defined
121
Level of support the organisation provides is not entirely consistent across management levels and business units.
Management Involvement / 3. Defined
122
Senior management is directly involved in business architecture review processes and governance.
Management Involvement / 4. Strategically Executed
123
Management dedication to business architecture is excellent by vertical industry standards.
Management Involvement / 4. Strategically Executed
124
Level of support the organisation gives to business architecture is strong, consistent, and adequate.
Management Involvement / 4. Strategically Executed
125
Management status updates are provided to ensure communication of reviews and governance results are executed.
Management Involvement / 4. Strategically Executed
126
Management support is clear and consistent.
Management Involvement / 5. Fully Integrated
127
Management reviews business architecture process, progress, governance, cycle times and variances.
Management Involvement / 5. Fully Integrated
128
Management is involved in optimising process improvements in architecture development and governance.
Management Involvement / 5. Fully Integrated
129
Business architecture is completely owned by the business. IT is a key stakeholder.
Management Involvement / 5. Fully Integrated
130
There is senior management involvement and direction in optimising process improvements in business architecture evolution, utilisation, and governance.
Management Involvement / 5. Fully Integrated
131
Business architecture approach, methods, and practice as defined in the BIZBOK® Guide principles and usage guidelines.
Architecture Process, Methods and Practice
132
Architectural process and development of business blueprints (i.e., maps) does not exist.
Architecture Process, Methods and Practice / 1. Initial
133
No business architecture agreed upon approach exists.
Architecture Process, Methods and Practice / 1. Initial
134
A business architecture framework has not been adopted.
Architecture Process, Methods and Practice / 1. Initial
135
Some non-industry standards exist; however, these are established by ad hoc means.
Architecture Process, Methods and Practice / 1. Initial
136
Business architecture activities are not recognised within the enterprise.
Architecture Process, Methods and Practice / 1. Initial
137
Business architecture-like activities are completed as portions of strategic efforts or evaluation, but are not recognised as business architecture.
Architecture Process, Methods and Practice / 1. Initial
138
There is no evidence of methods, process, framework, reference maps or principles.
Architecture Process, Methods and Practice / 1. Initial
139
The business does not understand or recognise the ability of business architecture blueprints to inform business scenarios.
Architecture Process, Methods and Practice / 1. Initial
140
A business architecture framework of model types with architectural process and methods is under development.
Architecture Process, Methods and Practice / 2. Managed
141
Recognised standards are being applied.
Architecture Process, Methods and Practice / 2. Managed
142
Business architecture principles have been agreed on by the business.
Architecture Process, Methods and Practice / 2. Managed
143
Business architecture work is done on an ad hoc basis.
Architecture Process, Methods and Practice / 2. Managed
144
Activities and disciplines related to business architecture are being performed such as business process modelling, business rules definition, and enterprise business analyst activities.
Architecture Process, Methods and Practice / 2. Managed
145
Business architecture BIZBOK® Guide reference framework is utilised, documented, published and agreed upon. Twenty percent of core BIZBOK® Guide practices are deployed.
Architecture Process, Methods and Practice / 2. Managed
146
Success is dependent on individual efforts. Architecture mission, vision, principles, goals, and objectives are documented.
Architecture Process, Methods and Practice / 2. Managed
147
Foundational blueprints are developed and available. Industry reference maps are sourced. Business architecture blueprints are created to address individual, one time scenarios, usually at the suggestion of the business architect.
Architecture Process, Methods and Practice / 2. Managed
148
A business architecture approach has been defined. Process, practices and methods are defined, deployed and actively communicated. Industry standards exist, but not all areas clearly link to overarching conceptual principles and best practices.
Architecture Process, Methods and Practice / 3. Defined
149
Use of process and practices are unstructured, with inconsistent application of principles, methods, and standards, which are viewed by the organisation as competing.
Architecture Process, Methods and Practice / 3. Defined
150
Foundational blueprints are available.
Architecture Process, Methods and Practice / 3. Defined
151
Business analysis and discipline alignment (e.g., case management, process management, Lean Six Sigma) are actively being aligned.
Architecture Process, Methods and Practice / 3. Defined
152
Deliverables are driven by business architecture principles, practices, and standards, and are harvested back to a central repository.
Architecture Process, Methods and Practice / 3. Defined
153
People, process and technology components of the business architecture are considered.
Architecture Process, Methods and Practice / 3. Defined
154
A few successful engagements have been completed.
Architecture Process, Methods and Practice / 3. Defined
155
A recognised business architecture methodology approach is being applied, e.g. the BIZBOK® Guide.
Architecture Process, Methods and Practice / 3. Defined
156
Methods, practices, techniques, and standards are documented and defined using industry reference maps and industry body standards.
Architecture Process, Methods and Practice / 3. Defined
157
The process for managing architectural content is defined and documented.
Architecture Process, Methods and Practice / 3. Defined
158
Architecturally significant documents are defined and agreed across architecture teams. Quality criteria are in place for each model type.
Architecture Process, Methods and Practice / 3. Defined
159
Architecture mission, vision, principles, goals, and objectives are defined and agreed by sponsor and primary stakeholders.
Architecture Process, Methods and Practice / 3. Defined
160
Core practices are understood and being used.
Architecture Process, Methods and Practice / 3. Defined
161
Quality criteria are in place for business architecture and related discipline alignment.
Architecture Process, Methods and Practice / 3. Defined
162
Business architecture practice is funded.
Architecture Process, Methods and Practice / 3. Defined
163
A formal process is in place for engaging business architects in business strategy, planning, and change management activities, and for integrating business architecture with IT processes and projects.
Architecture Process, Methods and Practice / 4. Strategically Executed
164
A formal business architecture approach is in place that includes business capability, value, information, and organisation mapping. Process, methods, and standards are consistently deployed and linked to business strategies, architecture, and best practices. Architecture framework is defined with content actively being generated.
Architecture Process, Methods and Practice / 4. Strategically Executed
165
Evidence of business blueprints integration (e.g. value stream / capability cross-map). Value stream visioning or similar approaches are defined and deliverables are based on the core business architecture assets.
Architecture Process, Methods and Practice / 4. Strategically Executed
166
Major business units share common business architecture perspective.
Architecture Process, Methods and Practice / 4. Strategically Executed
167
Demand and usage for business architecture is now coming from the business.
Architecture Process, Methods and Practice / 4. Strategically Executed
168
Business architecture is engaged to define, validate, and prioritise projects and portfolios based on strategic alignment.
Architecture Process, Methods and Practice / 4. Strategically Executed
169
Materials, manuals, and guidelines are up to date. Business architecture collateral is being leveraged on strategic projects.
Architecture Process, Methods and Practice / 4. Strategically Executed
170
Techniques and scenarios for business analysis and modelling are adopted.
Architecture Process, Methods and Practice / 4. Strategically Executed
171
Architecturally-significant, mandatory artefacts are being produced for high priority projects.
Architecture Process, Methods and Practice / 4. Strategically Executed
172
Quality criteria are actively applied to the model types and content in the framework. Quality of expected architectural artefacts is defined and managed.
Architecture Process, Methods and Practice / 4. Strategically Executed
173
Process for managing, analysing, modelling, designing, deploying, refining, monitoring, and handling change control of the business architecture content is adopted.
Architecture Process, Methods and Practice / 4. Strategically Executed
174
Business architecture blueprints are used consistently by the business to inform a large number of business scenarios.
Architecture Process, Methods and Practice / 4. Strategically Executed
175
Business architecture is part of the culture, with linkages between foundational and extended business architecture perspectives (as defined in the BIZBOK® Guide figure 1.1).
Architecture Process, Methods and Practice / 5. Fully Integrated
176
Efforts exist to optimise and continuously improve business architecture approach and definition.
Architecture Process, Methods and Practice / 5. Fully Integrated
177
Enterprise capability, value, information, and organisation maps are in place and in use.
Architecture Process, Methods and Practice / 5. Fully Integrated
178
Major business units have aligned to the enterprise perspective on business architecture.
Architecture Process, Methods and Practice / 5. Fully Integrated
179
The use of business architecture blueprints to address business scenarios is normative.
Architecture Process, Methods and Practice / 5. Fully Integrated
180
Requests for new blueprints are largely driven by the business.
Architecture Process, Methods and Practice / 5. Fully Integrated
181
Traceability of expected business outcomes is defined and followed.
Architecture Process, Methods and Practice / 5. Fully Integrated
182
Process for managing, analysing, modelling, designing, deploying, refining, monitoring, and handling change control of the business architecture framework content is rigorously applied and continually improved. When specific practices and techniques are required, they are used.
Architecture Process, Methods and Practice / 5. Fully Integrated
183
Architecturally-significant artefacts, including custom blueprints based on foundational business architecture artefacts, are being produced for all projects.
Architecture Process, Methods and Practice / 5. Fully Integrated
184
Level of support the organisation, as a whole, gives to business architecture is strong and broadly accepted.
Architecture Process, Methods and Practice / 5. Fully Integrated
185
No strategy mapping or formal strategy definition is in place.
Business Architecture Mapping – Business Strategy / 1. Initial
186
There is no link between strategy and business architecture.
Business Architecture Mapping – Business Strategy / 1. Initial
187
Strategy mapping is an accepted practice.
Business Architecture Mapping – Business Strategy / 2. Managed
188
Strategy mapping is beginning to articulate strategies.
Business Architecture Mapping – Business Strategy / 2. Managed
189
Strategy mapping approach is allowing for identification of differentiated market strategies.
Business Architecture Mapping – Business Strategy / 2. Managed
190
Business Motivation Model (BMM) or similar approach is used to tie strategies and tactics to goals and objectives.
Business Architecture Mapping – Business Strategy / 2. Managed
191
Business architecture provides input to strategy mapping.
Business Architecture Mapping – Business Strategy / 3. Defined
192
Strategy map has three components: objectives; a mapping of objectives and outcomes to capabilities and value streams; and one or more analyses that evaluate the other two components in the context of the competitive marketplace and the economic, legal, and societal environment.
Business Architecture Mapping – Business Strategy / 3. Defined
193
A business strategy mapping framework is used to define, communicate, and govern objectives.
Business Architecture Mapping – Business Strategy / 3. Defined
194
Strategy mapping is enabling traceability of business objectives into project goals.
Business Architecture Mapping – Business Strategy / 3. Defined
195
A strategy mapping framework is used to gain better visibility of investment decisions.
Business Architecture Mapping – Business Strategy / 3. Defined
196
Principles of strategy mapping are agreed upon.
Business Architecture Mapping – Business Strategy / 3. Defined
197
Strategy portfolio objectives are linked together by outcomes that support or oppose the outcomes of other strategies.
Business Architecture Mapping – Business Strategy / 3. Defined
198
Strategic objectives are mapped to capabilities, value streams.
Business Architecture Mapping – Business Strategy / 3. Defined
199
Strategy mapping highlights goals and objectives along with identified actions to be taken to achieve those goals and objectives.
Business Architecture Mapping – Business Strategy / 3. Defined
200
Strategy mapping is used to balance strategic objectives and tactical demands.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
201
Strategy mapping framework is used to monitor progress towards strategic goals.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
202
Principles of strategy mapping are governed.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
203
Business strategy uses the business architecture to assess the impact, further inform and tie strategy to business area and objective.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
204
Strategy is deployed through a well- managed execution and delivery methodology to ensure all employees understand the long- term goals, and organisational initiatives are aligned.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
205
Organisational initiatives are linked to strategic objectives to ensure that objectives are decomposed to a level that is attainable for the defined scope of the initiative.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
206
Monitoring processes are established and used to ensure planned actions are accomplished.
Business Architecture Mapping – Business Strategy / 4. Strategically Executed
207
The business architecture informs the business of opportunities and the business selects the right opportunity based on the strategy goals.
Business Architecture Mapping – Business Strategy / 5. Fully Integrated
208
Business performance analysis leverages heat-mapped business architecture blueprints, and drives business goals to help identify a portfolio of possible strategic objectives and projects.
Business Architecture Mapping – Business Strategy / 5. Fully Integrated
209
Actionable strategy deployment, on an enterprise level, is articulated and achieved through the perspective of business architecture
Business Architecture Mapping – Business Strategy / 5. Fully Integrated
210
Year-over-year lessons learned are used to continually improve planning process.
Business Architecture Mapping – Business Strategy / 5. Fully Integrated
211
No capability mapping is in place or it is being used in ways that do not define capabilities according to BIZBOK® Guide capability mapping principles.
Business Architecture Mapping – Capability / 1. Initial
212
Some capability maps exist but are deep for a single business unit, or are business-wide but only to levels 1 or 2.
Business Architecture Mapping – Capability / 2. Managed
213
Concepts of capability mapping are understood in pockets, with one or more capabilities maps in process.
Business Architecture Mapping – Capability / 2. Managed
214
No guidelines are in place for creating or coordinating capabilities modelling efforts.
Business Architecture Mapping – Capability / 2. Managed
215
No quality criteria are defined for capabilities maps.
Business Architecture Mapping – Capability / 2. Managed
216
Maps may or may not have been subjected to business validation; stability of maps is questionable.
Business Architecture Mapping – Capability / 2. Managed
217
Concepts of capability mapping are established and recognised across all organisational units involved in business architecture.
Business Architecture Mapping – Capability / 3. Defined
218
A single capability map is in place and recognised as definitive for the enterprise; business SMEs participated actively in the development and/or refinement of the model; guidelines and mechanisms are in place for coordinating changes and update to the capability map.
Business Architecture Mapping – Capability / 3. Defined
219
Quality criteria for the capability map have been defined, and are applied to all changes and updates to the capability map.
Business Architecture Mapping – Capability / 3. Defined
220
There is limited mapping of capabilities to other business blueprints.
Business Architecture Mapping – Capability / 3. Defined
221
Capability has been partially heat mapped.
Business Architecture Mapping – Capability / 3. Defined
222
Business validation and acceptance of the capability map is ubiquitous.
Business Architecture Mapping – Capability / 4. Strategically Executed
223
The capability map is stable - changes at this point involve refinement of definitions, addition of examples (unless the business ventures into new product or service types, in which case the process for updating the capability map is well-known and followed).
Business Architecture Mapping – Capability / 4. Strategically Executed
224
Capability cross-mappings to value streams, organisation, and other blueprints are in place, kept up-to- date, and can be traced bi- directionally.
Business Architecture Mapping – Capability / 4. Strategically Executed
225
The capability map is comprehensive, and owned and maintained by the business.
Business Architecture Mapping – Capability / 4. Strategically Executed
226
Capability map has been heat mapped, and impact ratings have been applied to capabilities where appropriate to strategy.
Business Architecture Mapping – Capability / 4. Strategically Executed
227
Capability map definitions drive information map definition.
Business Architecture Mapping – Capability / 4. Strategically Executed
228
Capability map heat and impact mappings are completed as appropriate and updated on an ongoing basis.
Business Architecture Mapping – Capability / 5. Fully Integrated
229
The use of and relationships to the capability map are optimised.
Business Architecture Mapping – Capability / 5. Fully Integrated
230
Common vocabulary is enhancing quality and speed of decision making, and reducing confusion in cross-organisational discussions.
Business Architecture Mapping – Capability / 5. Fully Integrated
231
Capability definitions have created a common vocabulary across the business, and are being used for investment decision making, strategic planning, change management, impact analysis, transformational design and deployment.
Business Architecture Mapping – Capability / 5. Fully Integrated
232
No organisation mapping concept exists.
Business Architecture Mapping – Organisation / 1. Initial
233
Basic organisation map exists which reflects the enterprise, business unit, and business partner relationships or third- party relationships.
Business Architecture Mapping – Organisation / 2. Managed
234
Basic organisation map is managed.
Business Architecture Mapping – Organisation / 3. Defined
235
Organisation map has been extended and includes selective cross-mapping to business capabilities to help inform in business decision making.
Business Architecture Mapping – Organisation / 3. Defined
236
Third-party perspectives have been incorporated into organisation map, along with concepts such as location.
Business Architecture Mapping – Organisation / 3. Defined
237
As required to support specialty requirements, value network mapping has been employed to show third- party value delivery dependencies.
Business Architecture Mapping – Organisation / 3. Defined
238
The organisation map with heat mapped capabilities is used as part of the portfolio management process across the firm.
Business Architecture Mapping – Organisation / 4. Strategically Executed
239
Analysis results in a heat map of opportunities to define performance goals and business strategic agenda.
Business Architecture Mapping – Organisation / 4. Strategically Executed
240
The organisation map with heat mapped capabilities is used for planning and transformation.
Business Architecture Mapping – Organisation / 5. Fully Integrated
241
Horizontal and strategy roadmap development, business portfolio management, and funding analysis leverage the organisation map.
Business Architecture Mapping – Organisation / 5. Fully Integrated
242
Third-party and other strategy planning teams leverage the map to examine third-party relationship management.
Business Architecture Mapping – Organisation / 5. Fully Integrated
243
No value mapping concept is in place.
Business Architecture Mapping – Value / 1. Initial
244
Common understanding of value stream integration is emergent.
Business Architecture Mapping – Value / 2. Managed
245
Value streams have been completed for at least one line of business.
Business Architecture Mapping – Value / 2. Managed
246
Enterprise value streams are being defined within the enterprise, and cross mapping to capabilities within that line of business is complete.
Business Architecture Mapping – Value / 3. Defined
247
Enterprise value streams have been defined for the enterprise and are published so the business is able to see the things of value to its customers.
Business Architecture Mapping – Value / 3. Defined
248
Value stream cross-mapping to capabilities is complete for key customer-facing value streams.
Business Architecture Mapping – Value / 3. Defined
249
Value maps reflect an outside-in view, and are evaluated from the perspective of the customer/stakeholder.
Business Architecture Mapping – Value / 3. Defined
250
Value has been defined for the organisation, and heat mapped to the capabilities.
Business Architecture Mapping – Value / 3. Defined
251
Value streams are the main link from strategic planning to capability perspectives as it relates to stakeholder value delivery.
Business Architecture Mapping – Value / 4. Strategically Executed
252
Value streams are used to define business priorities and roadmap definition.
Business Architecture Mapping – Value / 4. Strategically Executed
253
Value stream cross-mapping to capabilities is complete for all defined value streams.
Business Architecture Mapping – Value / 4. Strategically Executed
254
Value mapping is used to organise and synchronise product planning, stakeholder analysis, and business initiatives.
Business Architecture Mapping – Value / 4. Strategically Executed
255
Validation rules are used to ensure value is appropriately defined.
Business Architecture Mapping – Value / 4. Strategically Executed
256
Value streams are used as framework for developing business design perspectives and business / IT architecture alignment.
Business Architecture Mapping – Value / 4. Strategically Executed
257
Value mapping is used to address competitive or strategic issues, business planning, etc. to understand complex business challenges.
Business Architecture Mapping – Value / 5. Fully Integrated
258
Value stages and streams are leveraged broadly to inform and deploy strategy.
Business Architecture Mapping – Value / 5. Fully Integrated
259
Business roadmaps and funded initiatives are fully articulated using value streams.
Business Architecture Mapping – Value / 5. Fully Integrated
260
Value streams are one focal point for portfolio planning, strategic business design, and third party analysis.
Business Architecture Mapping – Value / 5. Fully Integrated
261
Little to no management or documentation of information assets.
Business Architecture Mapping – Information / 1. Initial
262
Structures are in place to do information modelling but these are not consistent across the organisation.
Business Architecture Mapping – Information / 2. Managed
263
Convergence of conceptual maps across departmental or business unit boundaries is in its infancy.
Business Architecture Mapping – Information / 2. Managed
264
The organisation understands the broad information categories and relationships, but these are not mapped to other business architecture domains.
Business Architecture Mapping – Information / 2. Managed
265
Methods are established and widely communicated for capturing and publishing the information concepts and sharing them within the enterprise using a common business glossary.
Business Architecture Mapping – Information / 3. Defined
266
Information governance, collection, definition, and use are established and ubiquitous within the organisation.
Business Architecture Mapping – Information / 3. Defined
267
Information maps are consistently business-focused rather than implementation-focused.
Business Architecture Mapping – Information / 3. Defined
268
Information vocabulary has been aligned to product mapping and stakeholder mapping.
Business Architecture Mapping – Information / 3. Defined
269
Information concepts have been rigorously defined to support and align to business capabilities and other business architecture artefacts.
Business Architecture Mapping – Information / 3. Defined
270
Information maps have been created from the concepts and cross-mapped to other business architecture assets and heat mapped as appropriate.
Business Architecture Mapping – Information / 3. Defined
271
The business information glossary is well established and aligned to capability glossary.
Business Architecture Mapping – Information / 3. Defined
272
Consistent interpretation and use of strategically-important information is managed across the organisation.
Business Architecture Mapping – Information / 3. Defined
273
The information related business rules are understood, documented, and managed.
Business Architecture Mapping – Information / 3. Defined
274
The enterprise information model is recognised as a strategic business asset, and drives business decisions and IT architectural decisions.
Business Architecture Mapping – Information / 4. Strategically Executed
275
Information maps are used for business planning, transformation and innovation.
Business Architecture Mapping – Information / 4. Strategically Executed
276
Strategically-important information is integrated across the organisation, centrally managed and governed based on the organisation’s priorities.
Business Architecture Mapping – Information / 4. Strategically Executed
277
Strategic information-related business rules are coordinated and enforced at the enterprise level.
Business Architecture Mapping – Information / 4. Strategically Executed
278
Information has been aligned and cross-mapped at a strategic and detailed level via capabilities to all relevant aspects of the business architecture.
Business Architecture Mapping – Information / 5. Fully Integrated
279
Information mapping practices and processes are fully integrated with the everyday processes, systems and procedures of the business.
Business Architecture Mapping – Information / 5. Fully Integrated
280
Synchronisation of the everyday processes, systems and procedures of the business with the information maps is ubiquitous and up-to-date.
Business Architecture Mapping – Information / 5. Fully Integrated
281
No alignment between business architecture and project work.
Business Architecture Mapping – Initiative / 1. Initial
282
Initiatives are a collection of disjointed projects that are not aligned to a give business perspective or strategy.
Business Architecture Mapping – Initiative / 1. Initial
283
Initiatives are formally defined, tracked, and funded at the business unit level.
Business Architecture Mapping – Initiative / 2. Managed
284
There is no link between business architecture and initiatives.
Business Architecture Mapping – Initiative / 2. Managed
285
Initiatives are mapped to value streams and capabilities to provide a means to assess business needs and impacts.
Business Architecture Mapping – Initiative / 3. Defined
286
Formal mapping to value streams, capabilities, and business units provides basis for evaluating related, overlapping, or conflicting initiatives.
Business Architecture Mapping – Initiative / 3. Defined
287
Tracking is not leveraged or managed at an enterprise level.
Business Architecture Mapping – Initiative / 3. Defined
288
Initiatives are tied to selected business objectives.
Business Architecture Mapping – Initiative / 4. Strategically Executed
289
Initiatives are tracked and mapped to value streams, capabilities, and business units at an enterprise level.
Business Architecture Mapping – Initiative / 4. Strategically Executed
290
Performance metrics are derived from the business architecture to evaluate initiative funding and priorities.
Business Architecture Mapping – Initiative / 4. Strategically Executed
291
Business-driven initiative roadmaps are articulated through their impacts on value streams and capabilities.
Business Architecture Mapping – Initiative / 4. Strategically Executed
292
Funding is tracked and reflected through value streams, capabilities, and business units.
Business Architecture Mapping – Initiative / 4. Strategically Executed
293
Formal strategy mapping is aligned to formal initiative mapping.
Business Architecture Mapping – Initiative / 5. Fully Integrated
294
All activities related to initiative definition, planning, alignment, and funding are driven out of a comprehensive enterprise-wide, integrated view of business architecture.
Business Architecture Mapping – Initiative / 5. Fully Integrated
295
Business roadmaps are aligned across business units, with cross- project impacts identified using business architecture.
Business Architecture Mapping – Initiative / 5. Fully Integrated
296
Funding is aligned horizontally, with initiative-related investments and related roadmaps framed in and synchronised through the business architecture.
Business Architecture Mapping – Initiative / 5. Fully Integrated
297
No formal definition or delineation of product or product lines exists.
Business Architecture Mapping – Product / 1. Initial
298
No formal product mapping exists.
Business Architecture Mapping – Product / 1. Initial
299
Definition of products, product lines, and related product hierarchies are in place.
Business Architecture Mapping – Product / 2. Managed
300
Products partially, informally, and loosely tied to capabilities, value streams, or organisation.
Business Architecture Mapping – Product / 2. Managed
301
Product hierarchy is defined and mapped to value streams, capabilities, and organisation.
Business Architecture Mapping – Product / 3. Defined
302
Products can be traced back to impacted business areas for planning purposes.
Business Architecture Mapping – Product / 3. Defined
303
Product planning, within selected business units, leverages formal product mapping.
Business Architecture Mapping – Product / 3. Defined
304
Product planning, strategic planning and strategy mapping leverage formal product mapping.
Business Architecture Mapping – Product / 4. Strategically Executed
305
Product mapping to strategy, value streams, capabilities, and business units are the basis for product planning in selected business units.
Business Architecture Mapping – Product / 4. Strategically Executed
306
Formal product mapping is incorporated into all aspects of strategic planning, investment planning, and business impact analysis.
Business Architecture Mapping – Product / 5. Fully Integrated
307
Sophisticated analysis is in place to track the impacts of any product change or introduction across every aspect of the business using business architecture.
Business Architecture Mapping – Product / 5. Fully Integrated
308
Stakeholders are not formally identified.
Business Architecture Mapping – Stakeholder / 1. Initial
309
No stakeholder mapping has been incorporated into the business architecture.
Business Architecture Mapping – Stakeholder / 1. Initial
310
Stakeholders informally identified.
Business Architecture Mapping – Stakeholder / 2. Managed
311
Stakeholders are mapped to selected value streams and value stream stages.
Business Architecture Mapping – Stakeholder / 2. Managed
312
Stakeholder types have been articulated and identified, but not vetted across the business
Business Architecture Mapping – Stakeholder / 2. Managed
313
Stakeholder types have been clearly mapped to applicable business units on a business wide basis.
Business Architecture Mapping – Stakeholder / 3. Defined
314
Stakeholder types and definitions are defined in the information map
Business Architecture Mapping – Stakeholder / 3. Defined
315
Stakeholders are formally defined and mapped to all value streams and value stream stages.
Business Architecture Mapping – Stakeholder / 3. Defined
316
Stakeholders are mapped to selected value streams, capabilities, and business units.
Business Architecture Mapping – Stakeholder / 3. Defined
317
Stakeholder mapping is leveraged as input to role definition in business process work.
Business Architecture Mapping – Stakeholder / 3. Defined
318
Stakeholder mapping is leveraged as input to case management, for dynamic rules-based routing maps.
Business Architecture Mapping – Stakeholder / 3. Defined
319
Stakeholder mapping includes all internal and external stakeholders.
Business Architecture Mapping – Stakeholder / 4. Strategically Executed
320
Stakeholder types and definitions are formally defined and recognised on a business-wide basis, incorporate formal mappings from prior maturity levels.
Business Architecture Mapping – Stakeholder / 4. Strategically Executed
321
Strategy maps leverage formal stakeholder mapping perspectives.
Business Architecture Mapping – Stakeholder / 4. Strategically Executed
322
Stakeholder mappings to the information map, applicable value streams, capabilities, and business units are universally vetted across the business.
Business Architecture Mapping – Stakeholder / 4. Strategically Executed
323
Stakeholder mapping is used as input to business design initiatives.
Business Architecture Mapping – Stakeholder / 4. Strategically Executed
324
Stakeholders are fully mapped to all aspects of business architecture business-wide.
Business Architecture Mapping – Stakeholder / 5. Fully Integrated
325
All strategic planning efforts incorporate stakeholder perspectives.
Business Architecture Mapping – Stakeholder / 5. Fully Integrated
326
Stakeholder mapping is leveraged in all business design, process work, case management, and related efforts.
Business Architecture Mapping – Stakeholder / 5. Fully Integrated
327
No linkages exist between business strategy, value delivery, capability, information, business unit, or other business perspectives and lower levels of business requirements.
Discipline Alignment to Business Requirements / 1. Initial
328
Hierarchical linkages between business architecture blueprints are not being managed or are managed inconsistently across the enterprise.
Discipline Alignment to Business Requirements / 2. Managed
329
Some requirements analysis is being performed against relevant business architecture artefacts.
Discipline Alignment to Business Requirements / 2. Managed
330
Requirements analysis is framed using value streams and capabilities and linked to other selected business architecture artefacts.
Discipline Alignment to Business Requirements / 3. Defined
331
Requirements analysis is contextualized and consistently being performed against relevant business capabilities, which further link requirements to other business architecture artifacts, such as value streams or information maps
Discipline Alignment to Business Requirements / 3. Defined
332
Requirement groupings can be directly linked back to capabilities via value stream stage mappings.
Discipline Alignment to Business Requirements / 4. Strategically Executed
333
Requirements derivation leverages the business architecture to ensure capability coverage, gap analysis, and other business performance limitations.
Discipline Alignment to Business Requirements / 4. Strategically Executed
334
Requirements traceability is managed using a well-defined requirements management framework that includes the ability to trace requirements back up to business strategy and objectives and through initiatives and deployments.
Discipline Alignment to Business Requirements / 4. Strategically Executed
335
Fully integrated requirements traceability perspective enables business planning teams to assess the completeness, reusability, conflicts, or other weaknesses in business requirements analysis.
Discipline Alignment to Business Requirements / 5. Fully Integrated
336
Detailed analysis, leveraging business architecture collateral, is performed to quickly determine the secondary effects across various blueprints that demand alignment to achieve consistent progress towards a common goal.
Discipline Alignment to Business Requirements / 5. Fully Integrated
337
Business architecture and requirements analysis are fully aligned disciplines, ensuring that detailed requirements remain strategically aligned before they are executed.
Discipline Alignment to Business Requirements / 5. Fully Integrated
338
Business analysts are fully conversant with the business architecture and use it routinely and globally to frame business issues and solutions through a consistent vocabulary and value delivery perspective.
Discipline Alignment to Business Requirements / 5. Fully Integrated
339
Case Management is a method or practice of coordinating interdependent activities relating to the same business object, to achieve an outcome that is optimal across all activities. This is achieved by using shared information, and business rules to determine routing and workflow across and between activities.
Business Architecture – Case Management
340
Customers frequently experience poor outcomes when they interact with the organisation in different ways at the same time.
Business Architecture – Case Management / 1. Initial
341
Business processes operate largely independently and have limited decision points depending on dynamic inputs from other business processes
Business Architecture – Case Management / 1. Initial
342
Negative outcomes for customers or other stakeholders are only avoided at times through accidental or ad hoc interventions to alter the progress of standard processes.
Business Architecture – Case Management / 1. Initial
343
Some key business information concepts are recognised as being common across multiple processes, and data alignment activities are in progress in parts of the organisation.
Business Architecture – Case Management / 2. Managed
344
Jeopardy management activities are typically put in place to monitor cross-process states and support early intervention in processes in an attempt to prevent poor outcomes for customers and other stakeholders.
Business Architecture – Case Management / 2. Managed
345
Business knowledge based on experience of complex process interactions is shared through hints, tips, and informal channels and is often documented in local work- instructions.
Business Architecture – Case Management / 2. Managed
346
Value streams and processes are defined in places, but are managed and monitored in isolation of each other.
Business Architecture – Case Management / 2. Managed
347
Stakeholder definition across business units exists but remains ad hoc and inconsistent.
Business Architecture – Case Management / 2. Managed
348
A business information glossary exists to document key business concepts and was derived from a business-wide capability map. Data alignment activities are well-focused and key business data is shared across critical business work-flows
Business Architecture – Case Management / 3. Defined
349
Value stream maps are defined for the organisation’s important value creating activities. These are well understood within the organisation, and improvement activities focus on managing critical interdependencies among value stage transitions.
Business Architecture – Case Management / 3. Defined
350
Case file management or similar capability exists in the organisation for certain key business entities, typically including “customer”, which enables information about a case to be established, maintained, and shared across value streams and business units.
Business Architecture – Case Management / 3. Defined
351
Business knowledge is codified as defined business rules in many places in the organisation and is being used to guide design of workflow decision logic.
Business Architecture – Case Management / 3. Defined
352
Case management is recognised as a business architecture practice and is carried out by trained practitioners using defined methods and tools.
Business Architecture – Case Management / 4. Strategically Executed
353
Case file management, state management, and routing or equivalent capabilities are defined in the capability map and available for cross-business unit use for case management.
Business Architecture – Case Management / 4. Strategically Executed
354
Stakeholder definitions and related mappings are defined and common triggering and participating stakeholders are recognised and mapped across value streams.
Business Architecture – Case Management / 4. Strategically Executed
355
Common repositories of strategic business rules are centrally maintained, coordinated, and enforced at the enterprise level.
Business Architecture – Case Management / 4. Strategically Executed
356
Routing maps, defining case transition within and across relevant value stream stages, are maintained and managed as organisational assets.
Business Architecture – Case Management / 4. Strategically Executed
357
Case management practices inform design of workflow management applications and orchestration of automated workflows.
Business Architecture – Case Management / 4. Strategically Executed
358
Case management practices are fully integrated with the organisation’s business architecture, where governance and strategy functions and are continually improved.
Business Architecture – Case Management / 5. Fully Integrated
359
Case management disciplines are integrated with Lean Six Sigma practices and are used to ensure optimal outcomes across parallel value streams from all continuous improvement initiatives.
Business Architecture – Case Management / 5. Fully Integrated
360
Case management is used as a strategic tool to realise value and minimise risk in mergers, acquisitions and out-sourcing of business critical functions.
Business Architecture – Case Management / 5. Fully Integrated
361
Formal case management concepts drive all case-related IT automations.
Business Architecture – Case Management / 5. Fully Integrated
362
No linkages exist between business architecture and business processes.
Discipline Alignment to Business Process Modelling & Management / 1. Initial
363
There is no relationship between the business architecture practice and the BPM practice.
Discipline Alignment to Business Process Modelling & Management / 1. Initial
364
Value streams (through value stream stages) are mapped to one or more business processes and used to assess the current state of business processes (e.g., to identify redundancies).
Discipline Alignment to Business Process Modelling & Management / 2. Managed
365
The linkages between value streams and business processes are not formally managed or are managed inconsistently across the enterprise.
Discipline Alignment to Business Process Modelling & Management / 2. Managed
366
Business capabilities and related heat mapping and performance analysis have no bearing or relationship to process related disciplines.
Discipline Alignment to Business Process Modelling & Management / 2. Managed
367
An enterprise process management framework, consisting of well-defined processes, tools and governance, exists to manage and leverage the value stream / business process relationships across the enterprise.
Discipline Alignment to Business Process Modelling & Management / 3. Defined
368
Business architecture serves in part as a management framework for organising and improving processes.
Discipline Alignment to Business Process Modelling & Management / 3. Defined
369
Value stream / capability cross- mapping serves as a vehicle for assessing where capabilities are linked to certain business processes.
Discipline Alignment to Business Process Modelling & Management / 3. Defined
370
Capabilities are selectively used to assess areas to be targeted for process definition, improvement, consolidation, and automation.
Discipline Alignment to Business Process Modelling & Management / 3. Defined
371
Value streams (through value stream stages) are mapped to one or more business processes and used to assess both current state of business processes (e.g., to identify redundancies), as well as future state business design and deployment options in order to provide an aggregate, cross- business unit, and end-to-end view of how value is created for a given stakeholder.
Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed
372
The process management framework is fully integrated across the business architecture and business analysis discipline.
Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed
373
Value streams serve as a governance framework for business processes.
Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed
374
Capabilities / process mappings are routinely used as a basis for process improvement and other planning, based on capability performance analysis.
Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed
375
Information mapping is leveraged to establish consistent, cross- business process definition, analysis, and improvement.
Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed
376
Business architecture provides the framework to drive business process related work, on a business-wide basis, from multiple strategic perspectives.
Discipline Alignment to Business Process Modelling & Management /
377
All process related work can be traced to various aspects of the business through business architecture perspectives.
Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated
378
Value streams are leveraged to analyse and integrate business processes and enable alignment of process improvement strategies from an overall business architecture perspective.
Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated
379
Business architecture is viewed as the enterprise framework for envisioning, deploying, improving, and automating business processes.
Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated
380
No linkage between business architecture and Lean Six Sigma exists.
Discipline Alignment to Lean Six Sigma / 1. Initial
381
Business architecture and Lean Six Sigma are understood to be distinct and of value.
Discipline Alignment to Lean Six Sigma / 2. Managed
382
Relationship between business architecture and Lean Six Sigma is understood.
Discipline Alignment to Lean Six Sigma / 3. Defined
383
Principles of business architecture and Lean Six Sigma are selectively aligned for certain teams or business units.
Discipline Alignment to Lean Six Sigma / 3. Defined
384
Value stream integration is now complete across business units.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
385
Business architecture and Lean Six Sigma principles are aligned.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
386
Business architecture and Lean Six Sigma exchange shared artefacts.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
387
Feedback loop between business architecture and Lean Six Sigma is now present. Business architecture and Lean Six Sigma are well coordinated.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
388
Business architecture and Lean Six Sigma usually begin independently.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
389
Business architecture is used to identify opportunities for Lean Six Sigma initiatives to drive business performance improvement, and project opportunities are realised and recognised through measured improvements in capabilities performance.
Discipline Alignment to Lean Six Sigma / 4. Strategically Executed
390
Business architecture engagements trigger, position, and drive Lean Six Sigma engagements.
Discipline Alignment to Lean Six Sigma / 5. Fully Integrated
391
Feedback loop between business architecture and Lean Six Sigma is in operation and fully understood.
Discipline Alignment to Lean Six Sigma / 5. Fully Integrated
392
Business architecture and Lean Six Sigma artefacts are integrated, providing a holistic multi-tiered view of the business.
Discipline Alignment to Lean Six Sigma / 5. Fully Integrated
393
Lean Six Sigma engagements regularly trigger business architecture interventions.
Discipline Alignment to Lean Six Sigma / 5. Fully Integrated
394
Lean Six Sigma improvements are shared (re-applied) across the business using business architecture interventions.
Discipline Alignment to Lean Six Sigma / 5. Fully Integrated
395
Evaluates the overall effectiveness of certain aspects of the business within the context of a given objective or initiative
Business Performance Management
396
Metrics to determine success criteria are not available.
Business Performance Management / 1. Initial
397
No measures or measurement defined to demonstrate linkage to strategy or value of business architecture.
Business Performance Management / 1. Initial
398
Business performance metrics are defined but not measured.
Business Performance Management / 2. Managed
399
Measures are defined but executed ad hoc - in parts of the business or some areas.
Business Performance Management / 2. Managed
400
Some metrics exist with limited ability to track success.
Business Performance Management / 2. Managed
401
Core set of agreed metrics exist and are inconsistently deployed / managed
* Leveraged on strategic projects
* Used as the baseline for turning strategy into actionable results
Business Performance Management / 3. Defined
402
Linkage to strategy measures is defined and executed.
Business Performance Management / 3. Defined
403
Business architecture is used to largely inform business performance analysis metrics.
Business Performance Management / 3. Defined
404
Overall organisational support for the business architecture and value is understood.
Business Performance Management / 3. Defined
405
Foundational set of agreed metrics is published. For example, effectiveness, impact, breadth of coverage metrics are part of the governance review.
Business Performance Management / 3. Defined
406
Measures for performance, quality, and customer satisfaction are defined
Business Performance Management / 3. Defined
407
Business outcomes are defined.
Business Performance Management / 3. Defined
408
There is evidence of strategic project analysis.
Business Performance Management / 3. Defined
409
Architecture conformance is measured. A clear set of metrics exists to measure the required value proposition of the architectural process. Metrics align to the defined scorecard and are driven by stakeholder expectations.
Business Performance Management / 4. Strategically Executed
410
The objective quality and performance measures are utilised to actively assess the business architecture practice, business architecture practitioners and business performance improvement.
Business Performance Management / 4. Strategically Executed
411
The value of business architecture is widely recognised and leveraged broadly by IT and business partners.
Business Performance Management / 4. Strategically Executed
412
Linkage to strategy measures is continuously improved, including the measures themselves.
Business Performance Management / 4. Strategically Executed
413
Direct management support exists in the definition, use and improvement of metrics.
Business Performance Management / 4. Strategically Executed
414
Good project results exist through tracking business outcomes, quality records, tracking to milestones, and resource/time savings.
Business Performance Management / 4. Strategically Executed
415
Indicators of performance, quality and customer satisfaction are adopted and measured.
Business Performance Management / 4. Strategically Executed
416
There is demonstrable alignment of metrics to defined scorecard.
Business Performance Management / 4. Strategically Executed
417
Business architecture feeds all performance metric analysis.
Business Performance Management / 4. Strategically Executed
418
Business outcomes are quantitatively defined and measured into deployment.
Business Performance Management / 4. Strategically Executed
419
Robust metrics, linked to organisational scorecards, exist and are actively managed to ensure relevancy to strategic objectives.
Business Performance Management / 5. Fully Integrated
420
Objective quality and performance measures are utilised to improve the business architecture practice, business architecture practitioners and business performance improvement.
Business Performance Management / 5. Fully Integrated
421
Business architecture's value contribution is widely recognised but not always documented.
Business Performance Management / 5. Fully Integrated
422
Measures for performance, quality and customer satisfaction are deployed and managed with regular review for relevance to the organisational scorecard.
Business Performance Management / 5. Fully Integrated
423
Customer satisfaction level is 5.
Business Performance Management / 5. Fully Integrated
424
Business outcomes are quantitatively defined, measured and managed year over year to ensure sustainability.
Business Performance Management / 5. Fully Integrated
425
Stakeholder feedback drives business architecture process improvement.
Business Performance Management / 5. Fully Integrated
426
The development, deployment and effectiveness of a communication strategy to drive awareness and recognition across the organisation.
Communication
427
There is no explicit communication or it is ad hoc.
Communication / 1. Initial
428
Few people in the organisation know the capability exists or what it does.
Communication / 1. Initial
429
No evidence of communications/publications.
Communication / 1. Initial
430
There is a genesis of a communication strategy generally focused on senior management.
Communication / 2. Managed
431
Business architecture documentation is available electronically with little communication with respect to process and use.
Communication / 2. Managed
432
Informal communication about architecture process via meetings, etc., may happen, but sporadic communication is largely one way from business architecture to business.
Communication / 3. Defined
433
There is top-down cascading of strategy/value stream and impacts on capability.
Communication / 3. Defined
434
There is an undefined communication channel between business and business architecture. Business requests do not always reach business architecture.
Communication / 3. Defined
435
Business architecture is being sought by the business erratically, not always for the right reason or at the right time.
Communication / 3. Defined
436
There are inconsistent updates back to the business.
Communication / 3. Defined
437
Documented communication strategy and plan exists but are not consistently executed.
Communication / 3. Defined
438
Electronic documentation is updated periodically.
Communication / 3. Defined
439
Benefits are not actively communicated to ensure continued sponsorship or increase management acceptance.
Communication / 3. Defined
440
Documents are updated regularly. Documentation and communication of the architecture is targeted.
Communication / 4. Strategically Executed
441
Communication strategy exists. Periodic presentations occur on architecture objectives, principles, process, methods, standards and content.
Communication / 4. Strategically Executed
442
Orientation is part of new hire training.
Communication / 4. Strategically Executed
443
Defined, widely-known, two-way communication channel exists between business and business architecture.
Communication / 4. Strategically Executed
444
Business architecture is being sought by the business for the appropriate input, in a timely manner.
Communication / 4. Strategically Executed
445
Business knows how and when to expect updates.
Communication / 4. Strategically Executed
446
Materials, manuals and guidelines are communicated and updated regularly.
Communication / 4. Strategically Executed
447
Materials, standards and reference maps are frequently reviewed against industry standards bodies for latest developments.
Communication / 4. Strategically Executed
448
Communication plan deployed with targeted presentations and meetings with key influencers.
Communication / 4. Strategically Executed
449
Evidence reflects execution against communication strategy components.
Communication / 4. Strategically Executed
450
Documents are updated regularly and frequency is monitored. There are regular formal progress and presentation updates on architecture process to executive and target communities.
Communication / 5. Fully Integrated
451
The concept of business architecture is broadly understood by IT and business partners.
Communication / 5. Fully Integrated
452
There is pro-active communication from the business, who are using business architecture information to determine where strategic initiatives, resourcing changes and other factors will affect their capability, and where changes to their capability may better support the strategic plan and value stream.
Communication / 5. Fully Integrated
453
```
Target audiences pull information and actively pursue business architecture including:
o executives
o line management
o project managers
o business architects
o strategy managers
o business analysts
```
Communication / 5. Fully Integrated
454
Associated metrics include:
o website statistics on "hits" o # of presentations provided o # of newsletters
o # of content updates
Communication / 5. Fully Integrated
455
The selection of a fully integrated end- to-end tool solution and the richness of the architectural collateral from reference maps to customised content driven from the deployment of process and methods.
Tools & Content
456
No tools are in place to produce or maintain architectural content.
Tools & Content / 1. Initial
457
Preliminary tools are identified to harvest foundational business architecture collateral.
Tools & Content / 2. Managed
458
End-to-end architectural lifecycle has not been discovered to build a case to actively manage a central repository.
Tools & Content / 2. Managed
459
No specialised tools are available; however, some model types are being produced and mapped in excel or other MS products.
Tools & Content / 2. Managed
460
Maps and tools are not integrated into overarching governance processes.
Tools & Content / 2. Managed
461
Industry reference maps used by the business are used to seed business architecture mapping exercise with useful industry input.
Tools & Content / 2. Managed
462
Tools are largely based on spreadsheet, drawing, and word processing tools.
Tools & Content / 2. Managed
463
Consistent use of identified tools to document architecture. Various tools are used across deliverables (architecture framework, process maps, use cases, etc.) leading to unclear interaction and traceability.
Tools & Content / 3. Defined
464
The core domains for business architecture assets have been defined for the business.
Tools & Content / 3. Defined
465
The enterprise value streams (or other value maps), information maps, business capability maps and organization map(s) have been defined and are captured and maintained within an enterprise business architecture knowledgebase
Tools & Content / 3. Defined
466
End-to-end management process has been documented and agreed by stakeholders and user community. Ownership of content is agreed. End- to-end requirements of the user community are documented and agreed.
Tools & Content / 3. Defined
467
Current tools are “fit for purpose”. Specialised tools are available with limited licenses. Model content is being migrated to specialised tools.
Tools & Content / 3. Defined
468
Tools are partially integrated into overarching governance processes.
Tools & Content / 3. Defined
469
Architecture deliverables are not actively harvested to a central repository.
Tools & Content / 3. Defined
470
The enterprise has implemented a business architecture knowledgebase which aligns to the core guidelines.
Tools & Content / 3. Defined
471
Elements of industry reference maps already used by the business are applied effectively to business architecture mapping exercises.
Tools & Content / 3. Defined
472
Industry standard tools are used to maintain architecture and widely publish documents.
Tools & Content / 4. Strategically Executed
473
Business architecture may be interactively viewed broadly across the business.
Tools & Content / 4. Strategically Executed
474
A central repository of architecturally-significant artefacts is available and actively harvested. Traceability is "manufactured".
Tools & Content / 4. Strategically Executed
475
The quality of the work products in their conformance to standards is acceptable.
Tools & Content / 4. Strategically Executed
476
Tools and repository are configured to the business architecture and have embedded standards capabilities.
Tools & Content / 4. Strategically Executed
477
Specialised tools are available and the organisation has adopted and published usage guidelines or standards and strongly encourages or mandates their use.
Tools & Content / 4. Strategically Executed
478
Maps and tools are fully integrated into overarching governance processes.
Tools & Content / 4. Strategically Executed
479
Architecture deliverables are actively harvested to a central repository.
Tools & Content / 4. Strategically Executed
480
The differences between other industry reference maps and business architecture maps are understood, and the appropriate maps used to meet the business need.
Tools & Content / 4. Strategically Executed
481
Standard, integrated tools are used, enabling full views and viewpoints to be extracted from architectural content. Requirements traceability is clear into production.
Tools & Content / 5. Fully Integrated
482
Content is actively managed and regularly reviewed for currency.
Tools & Content / 5. Fully Integrated
483
Architecture documents are used for every organisational decision.
Tools & Content / 5. Fully Integrated
484
Specialised tools are available, and the organisation has published guidelines and standards, provides assistance and support, and governs the tools’ usage.
Tools & Content / 5. Fully Integrated
485
Maps and tools are fully integrated into overarching governance processes with annual review for continuous improvement and enhancements.
Tools & Content / 5. Fully Integrated
486
Architecture deliverables are actively created and managed in a central repository.
Tools & Content / 5. Fully Integrated
487
Industry maps are no longer required as part of the creation of the business architecture because the business architecture is sufficiently evolved to reflect the holistic organisation.
Tools & Content / 5. Fully Integrated
488
Creation of a skilled and competent business architecture team with appropriate training and career development in place to grow the discipline. See BIZBOK® Guide Business Architecture Competency Model.
People
489
Key skills and competencies have not been identified.
People / 1. Initial
490
There is no formal business architecture function in place.
People / 1. Initial
491
The level of knowledge of those performing in business architecture roles is poor and insufficient.
People / 1. Initial
492
The level of ability of performing business architecture activities is insufficient.
People / 1. Initial
493
High-level key skills and competencies are identified and defined.
People / 2. Managed
494
There is a core/foundational business architecture group or architects with informal structures and no organisational synergies.
People / 2. Managed
495
Business architect roles are loosely formalised with responsibilities.
People / 2. Managed
496
Staff competency model is defined.
People / 2. Managed
497
The level of knowledge of those performing in business architecture roles is acceptable to perform standard tasks when complemented with adequate team and leadership support.
People / 2. Managed
498
Some individuals have solid understanding but most only have basic or insufficient understanding of the concepts and techniques required.
People / 2. Managed
499
The level of ability of performing business architecture activities is minimal.
People / 2. Managed
500
A business architecture function has been established.
People / 3. Defined
501
Named individuals have business architecture responsibilities.
People / 3. Defined
502
Training is available for key skills and competencies. Hiring practices include externally sourcing and developing internal candidates.
People / 3. Defined
503
The business architecture team has been staffed appropriately based on the defined needs of the business. Business architects are engaged on a consistent basis to provide consultancy on non-core projects.
People / 3. Defined
504
Definition of roles and responsibilities exists for business architect, business analyst, project manager, stakeholder, subject matter expert, sponsor, and process owner.
People / 3. Defined
505
The level of knowledge of those performing in business architecture roles is good, with an understanding about the business architecture knowledge areas by a solid majority of the business architecture practitioners.
People / 3. Defined
506
The level of ability of performing business architecture activities is good and competent in the fundamental skills.
People / 3. Defined
507
Responsibilities are assigned and work is underway.
People / 3. Defined
508
A business architect career path is defined and supported by the appropriate training.
People / 4. Strategically Executed
509
Business architects are engaged for strategically relevant core programs.
People / 4. Strategically Executed
510
A formal training curriculum has been established.
People / 4. Strategically Executed
511
Formal business architect roles and responsibilities exist.
People / 4. Strategically Executed
512
Templates, guidelines, techniques, playbooks and training are available and deployed.
People / 4. Strategically Executed
513
The level of knowledge of those performing in business architecture roles is very good, with an understanding about the business architecture knowledge areas by a solid majority of the business architecture practitioners.
People / 4. Strategically Executed
514
The level of ability of performing business architecture activities is very good with fundamental competency by a majority of the practitioners.
People / 4. Strategically Executed
515
Formal mandatory training is available. Training is tracked and reported. Training is linked to performance. Business architects are recognised as strategic partners. A business architect career path has been formally established.
People / 5. Fully Integrated
516
Rotations into and out of the business architecture practice are commonplace.
People / 5. Fully Integrated
517
Business architecture is seen as a core capability of the organisation. Business architects are recognised as strategic partners, by the executive, business & IT.
People / 5. Fully Integrated
518
The level of knowledge of those performing in business architecture roles is excellent, with an understanding about the business architecture knowledge areas by a solid majority of the business architecture practitioners.
People / 5. Fully Integrated
519
The level of ability of performing business architecture activities is excellent with solid competency by a majority of the practitioners.
People / 5. Fully Integrated
520
Technology portfolios and roadmaps are referenced to the business architecture, enabling full business and technology impact to be understood. Enterprise architecture decisions and innovation are driven off the capability performance and business needs of strategic visions.
Business Architecture and IT Architecture Alignment
521
IT architecture investment strategies are not influenced by the business architecture.
Business Architecture and IT Architecture Alignment / 1. Initial
522
IT architecture solutions are agreed to before full business impact and requirements are known.
Business Architecture and IT Architecture Alignment / 1. Initial
523
There is no evidence of business / IT architecture alignment.
Business Architecture and IT Architecture Alignment / 1. Initial
524
A business information map does not exist.
Business Architecture and IT Architecture Alignment / 1. Initial
525
There is no evidence of business-driven IT architecture transformation including business architecture, aligned vision and a business driven target state IT architecture.
Business Architecture and IT Architecture Alignment / 1. Initial
526
Business architecture represents the business in the absence of any IT architecture.
Business Architecture and IT Architecture Alignment / 1. Initial
527
The organisation is currently using traditional non-business architecture methods to develop services.
Business Architecture and IT Architecture Alignment / 1. Initial
528
Some IT architecture investment decisions are influenced by the business architecture and relevant views.
Business Architecture and IT Architecture Alignment / 2. Managed
529
IT architecture solutions take into consideration high-level business impact and requirements.
Business Architecture and IT Architecture Alignment / 2. Managed
530
There is little or no involvement of business architecture in IT planning and roadmaps.
Business Architecture and IT Architecture Alignment / 2. Managed
531
Data quality is the responsibility of IT.
Business Architecture and IT Architecture Alignment / 2. Managed
532
IT continues to absorb technical debt in the deployment of unaligned technologies.
Business Architecture and IT Architecture Alignment / 2. Managed
533
A transformation framework for business and IT is not deployed.
Business Architecture and IT Architecture Alignment / 2. Managed
534
Low awareness of business / IT transformation principles.
Business Architecture and IT Architecture Alignment / 2. Managed
535
Business ability to absorb the rate of change is not assessed.
Business Architecture and IT Architecture Alignment / 2. Managed
536
Complexity and opportunities of decoupling and modernising application architecture components is not examined.
Business Architecture and IT Architecture Alignment / 2. Managed
537
Agreement, active usage and documentation of foundational domains of enterprise architecture exists without formal linkage to business architecture, these include:
o Data Architecture
o Application Architecture o Technology Architecture
Business Architecture and IT Architecture Alignment / 2. Managed
538
Business architects seek to align business requirements, established in an enterprise context, with systems implementations, often within a single business unit defining business processes and business rules to implement them.
Business Architecture and IT Architecture Alignment / 2. Managed
539
T crafts project options and plan deployments to achieve business goals in the absence of understanding direct business impacts to capabilities, value streams, information, and organisation.
Business Architecture and IT Architecture Alignment / 2. Managed
540
IT architecture decisions are influenced by reviewing the available business architectures.
Business Architecture and IT Architecture Alignment / 3. Defined
541
Foundational alignment is challenging in the absence of robust business architecture content.
Business Architecture and IT Architecture Alignment / 3. Defined
542
Enterprise architecture uses the foundational business architecture for application portfolio management.
Business Architecture and IT Architecture Alignment / 3. Defined
543
Business acknowledges the challenge, difficulty and cost of supporting a broad base of technologies.
Business Architecture and IT Architecture Alignment / 3. Defined
544
Little or no involvement of business architecture on the investment and acquisition strategy.
Business Architecture and IT Architecture Alignment / 3. Defined
545
Some BIZBOK® Guide practices are deployed; however, all are understood in the context of the organisation.
Business Architecture and IT Architecture Alignment / 3. Defined
546
There is a direct and clear relationship between the business architecture and IT architecture.
Business Architecture and IT Architecture Alignment / 3. Defined
547
Business capabilities have a direct relationship to applications and business services.
Business Architecture and IT Architecture Alignment / 3. Defined
548
Information map drives data architecture.
Business Architecture and IT Architecture Alignment / 3. Defined
549
A robust, business centric focus is used to align to the discipline of enterprise architecture.
Business Architecture and IT Architecture Alignment / 3. Defined
550
IT architects have begun integrated business architecture with enterprise architecture frameworks (e.g., Zachman, TOGAF, MODAF).
Business Architecture and IT Architecture Alignment / 3. Defined
551
The business and IT architectures are fully integrated under enterprise architecture for the enterprise.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
552
Business and IT mapping enables IT and business transformation planning and deployment.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
553
Enterprise architecture is practiced and has formal link to project level scope.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
554
Procurement strategy is influenced by an integrated business and IT architecture perspective.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
555
Business architecture is influencing enterprise’s portfolio management and investment decisions.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
556
Business design level views are used to design IT architecture level views.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
557
Business architecture and IT architecture mapping is being used to drive scenario analysis and scope.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
558
Service-oriented architecture directly supports and implements business capabilities as articulated through value streams.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
559
Data architecture directly supports and implements the information map and other key aspects of business architecture.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
560
IT roadmaps are business driven and designed to address systemic business challenges.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
561
The four foundational components of the Business/IT Architecture Transformation FrameworkTM are adopted to articulate a well-informed viable solution roadmap.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
562
IT funding is driven in part by business strategy and balanced by business priorities articulated via the business architecture.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
563
Enterprise architecture integrates key aspects of strategic analysis and planning through solution deployment.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
564
Business and IT architecture is providing a complete business and IT perspective to issue analysis and cost/benefit analysis.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
565
T architects have fully integrated and aligned the business architecture framework with enterprise architecture frameworks (e.g., Zachman, TOGAF, MODAF) so they can co-exist.
Business Architecture and IT Architecture Alignment / 4. Strategically Executed
566
IT architecture fully represents and implements the business architecture.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
567
Business architecture is integrated with IT capital planning and investment control.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
568
Capital planning and investment control are adjusted based on business architecture scenario analysis. All planned acquisitions and purchases are guided and governed by the business architecture.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
569
All IT architecture purchases are governed by the architecture content. Architecture design and planning activities are integrated into RFI and RFP evaluations.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
570
IT architecture and related roadmaps are integrated and influenced by business strategies via business architecture.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
571
Desired state IT architecture fully reflects the desired state business architecture.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
572
IT is focused on delivering sustainable business value solutions
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
573
Technical debt is nonexistent.
Business Architecture and IT Architecture Alignment / 5. Fully Integrated
