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CBA > Business Architecture Maturity Model > Flashcards

Business Architecture Maturity Model Flashcards

1
Q

No business architecture discipline exists within the enterprise.

A

Overall / 1. Initial

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2
Q

Business architecture governance structures are defined and established for the business with appropriate executive sponsorship.

A

Overall / 2. Managed

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3
Q

The goals of the business are understood with a business model, strategy, or equivalent concepts in place.

A

Overall / 2. Managed

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4
Q

Business architecture team has a defined mandate and clearly articulated goals.

A

Overall / 2. Managed

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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

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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

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7
Q

The capability map is defined and captured within the business architecture knowledgebase.

A

Overall / 3. Defined

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8
Q

Value streams (or other value maps) are defined and captured within the business architecture knowledgebase.

A

Overall / 3. Defined

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9
Q

The information map is defined and captured within the business architecture knowledgebase.

A

Overall / 3. Defined

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10
Q

The organisation map is defined and captured within the business architecture knowledgebase.

A

Overall / 3. Defined

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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

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12
Q

Business architecture is actively used to discover portfolio project opportunities.

A

Overall / 4. Strategically Executed

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13
Q

Business architecture is used to identify opportunities to drive business performance improvement.

A

Overall / 4. Strategically Executed

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14
Q

Project opportunities are realised through measured improvements in capability and value focused performance.

A

Overall / 4. Strategically Executed

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15
Q

Business innovation, business partnerships, and other strategic initiatives routinely leverage business architecture.

A

Overall / 4. Strategically Executed

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16
Q

Transformational initiatives leverage business / IT architecture alignment concepts.

A

Overall / 4. Strategically Executed

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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

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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

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19
Q

The business architecture is fully integrated into the remaining aspects of enterprise architecture.

A

Overall / 5. Fully Integrated

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20
Q

Major information technology investments with business implications are driven through business strategy as articulated via business architecture.

A

Overall / 5. Fully Integrated

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21
Q

Feedback and improvement processes exist that allow for continuous business alignment to achieve innovation and agility.

A

Overall / 5. Fully Integrated

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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

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23
Q

No explicit governance of architectural standards.

A

Governance / 1. Initial

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24
Q

Scope is undefined to deploy control or influence.

A

Governance / 1. Initial

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25
Q

Governance process of business architecture deliverables is defined but not deployed.

A

Governance / 2. Managed

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26
Q

The foundational governance structures have been defined and established for the organisation, with appropriate executive sponsorship.

A

Governance / 2. Managed

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27
Q

Steering committee in place and meeting on a regular basis to establish objectives for business architecture organisation; value stream definition in flight or complete.

A

Governance / 2. Managed

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28
Q

No explicit governance of architectural standards.

A

Governance / 2. Managed

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29
Q

Roles for proper steering committee may be defined but may not be filled.

A

Governance / 2. Managed

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30
Q

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
A

Governance / 2. Managed

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31
Q

Architecture organisation supports the governance team in the use and review of the assets, to address questions.

A

Governance / 2. Managed

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32
Q

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.

A

Governance / 2. Managed

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33
Q

The foundational governance structures have been defined and established for the organisation.

A

Governance / 3. Defined

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34
Q

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.

A

Governance / 3. Defined

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35
Q

Business ownership, business sponsorship and representation exist on a governance board of essential business areas.

A

Governance / 3. Defined

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36
Q

Business architecture methodology is fully integrated into the SDLC, PLC and other relevant governance processes.

A

Governance / 3. Defined

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37
Q

Governance process is explicitly documented and applied to a few architectural standards with some adherence.

A

Governance / 3. Defined

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38
Q

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.

A

Governance / 3. Defined

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39
Q

The business architecture steering committee provides an avenue for the business architecture working team to review, approve, and escalate issues and concerns to.

A

Governance / 3. Defined

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40
Q

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.

A

Governance / 4. Strategically Executed

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41
Q

Enterprise level governance exists.

A

Governance / 4. Strategically Executed

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42
Q

Business architecture is completely owned by the business.

A

Governance / 4. Strategically Executed

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43
Q

Schedule is established and adhered to with metrics being managed through continuous improvement.

A

Governance / 4. Strategically Executed

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44
Q

Explicit governance exists on all investment and strategic initiatives.

A

Governance / 4. Strategically Executed

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45
Q

Virtual and core roles are actively promoted and cycled to ensure appropriate SME representation.

A

Governance / 4. Strategically Executed

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46
Q

Integrated governance process is documented and followed.

A

Governance / 4. Strategically Executed

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47
Q

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.

A

Governance / 4. Strategically Executed

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48
Q

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.

A

Governance / 5. Fully Integrated

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49
Q

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.

A

Governance / 5. Fully Integrated

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50
Q

Explicit governance exists over the entire body of change and investment portfolios, with holistic enterprise oversight.

A

Governance / 5. Fully Integrated

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51
Q

Standard change control process is used to make governance-process change.

A

Governance / 5. Fully Integrated

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52
Q

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.

A

Business Strategy Linkage

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53
Q

Business strategy, impacted business architecture, and initiatives drive and align with the information technology roadmap, bringing holistic strategic alignment.

A

Business Strategy Linkage

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54
Q

No linkage, or only implicit linkage, to business strategies and business drivers.

A

Business Strategy Linkage / 1. Initial

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55
Q

The conceptual mappings between business model frameworks and business architecture do not exist.

A

Business Strategy Linkage / 1. Initial

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56
Q

Linkage is reactive and sporadic.

A

Business Strategy Linkage / 2. Managed

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57
Q

Architecture vision, principles, goals and objectives are defined, but not aligned to business.

A

Business Strategy Linkage / 2. Managed

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58
Q

IT owns business architecture, with minimal business buy-in and involvement from senior business executives.

A

Business Strategy Linkage / 2. Managed

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59
Q

Approved mission & vision statements exist.

A

Business Strategy Linkage / 2. Managed

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60
Q

Clear set of principles exists.

A

Business Strategy Linkage / 2. Managed

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61
Q

Documented goals and objectives with outlined activities exist.

A

Business Strategy Linkage / 2. Managed

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62
Q

Existing business strategies are aligned to foundational maps.

A

Business Strategy Linkage / 2. Managed

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63
Q

Organisational alignment to IT exists.

A

Business Strategy Linkage / 2. Managed

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64
Q

Business lead interview results reveal little interest.

A

Business Strategy Linkage / 2. Managed

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65
Q

Strategy principles as defined in the BIZBOK® Guide are agreed to by the business or modified for organisational adoption.

A

Business Strategy Linkage / 2. Managed

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66
Q

Strategy mapping principles are actively applied to projects for compliance.

A

Business Strategy Linkage / 3. Defined

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67
Q

Explicit linkage of business architecture to business strategies exists.

A

Business Strategy Linkage / 3. Defined

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68
Q

Business recognition exists to the challenge, difficulty and cost of supporting a broad base of technologies.

A

Business Strategy Linkage / 3. Defined

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69
Q

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.

A

Business Strategy Linkage / 3. Defined

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70
Q

The goals of the business are broadly understood, as well as the steps to be taken to achieve the business goals

A

Business Strategy Linkage / 3. Defined

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71
Q

A common vocabulary exists around “what the business does”.

A

Business Strategy Linkage / 3. Defined

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72
Q

Business strategies are known, documented, and there is some evidence of or attempts at business architecture alignment.

A

Business Strategy Linkage / 3. Defined

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73
Q

Business strategic objectives, plans, and goals are driving business architecture analysis efforts.

A

Business Strategy Linkage / 3. Defined

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74
Q

Terms of reference and/or charter exist, signed off by the business.

A

Business Strategy Linkage / 3. Defined

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75
Q

Business architecture analysis is a mandatory requirement of project life cycle.

A

Business Strategy Linkage / 3. Defined

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76
Q

Business architecture is integrated with capital planning and investment control

A

Business Strategy Linkage / 3. Defined

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77
Q

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.

A

Business Strategy Linkage / 3. Defined

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78
Q

Business strategy principles are actively monitored for compliance and reviewed for continued relevancy.

A

Business Strategy Linkage / 4. Strategically Executed

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79
Q

Business blueprints are actively used to support:

  • Strategy development and review
  • Annual planning and budget cycle
  • Investment portfolio
A

Business Strategy Linkage / 4. Strategically Executed

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80
Q

The business has greater accountability for and involvement in business architecture, and owns it.

A

Business Strategy Linkage / 4. Strategically Executed

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81
Q

Periodic reexamination of business drivers exists.

A

Business Strategy Linkage / 4. Strategically Executed

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82
Q

Recognition exists that architectural standards reduce integration complexity and enhance ability of IT to enable business goals.

A

Business Strategy Linkage / 4. Strategically Executed

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83
Q

Business participates actively in architecture definition and design.

A

Business Strategy Linkage / 4. Strategically Executed

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84
Q

The business has defined value stream visions or similar strategy deliverables based on core business architecture assets.

A

Business Strategy Linkage / 4. Strategically Executed

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85
Q

The business is actively using business architecture to define portfolio project opportunities to drive business performance improvement.

A

Business Strategy Linkage / 4. Strategically Executed

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86
Q

Blueprints are supported and maintained as strategic input to planning, budget and investment.

A

Business Strategy Linkage / 4. Strategically Executed

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87
Q

Evidence exists of use of the blueprints to drive strategic initiatives and investments.

A

Business Strategy Linkage / 4. Strategically Executed

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88
Q

Formal strategy map is defined and actively used to define and drive strategy at the enterprise level..

A

Business Strategy Linkage / 5. Fully Integrated

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89
Q

Business strategy is clearly articulated, realised through the business architecture, and supported through the IT strategy.

A

Business Strategy Linkage / 5. Fully Integrated

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90
Q

Processes exist that allow for strategy and impacted areas to be re-validated on an annual basis, ensuring consistent alignment and agility.

A

Business Strategy Linkage / 5. Fully Integrated

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91
Q

All lines of business participate actively in architecture definition, placing the good of the enterprise ahead of what is best for each.

A

Business Strategy Linkage / 5. Fully Integrated

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92
Q

Linkage between concepts found in business model and business architecture are being used to organise and concur on certain business goals.

A

Business Strategy Linkage / 3. Defined

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93
Q

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.

A

Business Strategy Linkage / 3. Defined

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94
Q

Business ownership has been established over the business model framework content.

A

Business Strategy Linkage / 4. Strategically Executed

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95
Q

Business drivers are part of the model analysis.

A

Business Strategy Linkage / 4. Strategically Executed

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96
Q

Engagement process and rationale is completely defined and adopted at a detailed level.

A

Business Strategy Linkage / 4. Strategically Executed

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97
Q

Business architecture alignment to strategies is part of the culture.

A

Business Strategy Linkage / 4. Strategically Executed

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98
Q

Business accepts architectural standards as a means to reduce integration complexity and enhance ability to achieve business goals.

A

Business Strategy Linkage / 4. Strategically Executed

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99
Q

There is business signoff on architectural definition.

A

Business Strategy Linkage / 4. Strategically Executed

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100
Q

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.

A

Business Strategy Linkage / 4. Strategically Executed

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101
Q

Business outcomes are realised through the business architecture.

A

Business Strategy Linkage / 5. Fully Integrated

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102
Q

Business outcomes are supported through the business architecture aligned IT strategy.

A

Business Strategy Linkage / 5. Fully Integrated

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103
Q

Lines of business formally signoff on architecture definition, based on strategy.

A

Business Strategy Linkage / 5. Fully Integrated

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104
Q

Business architecture performance analysis metrics are used to optimise and drive business strategy and impacts.

A

Business Strategy Linkage / 5. Fully Integrated

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105
Q

Enterprise holistic viewpoints are applied to architectural decisions.

A

Business Strategy Linkage / 5. Fully Integrated

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106
Q

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.

A

Business Strategy Linkage / 5. Fully Integrated

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107
Q

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.

A

Business Strategy Linkage / 5. Fully Integrated

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108
Q

Business management actively engaged in the sponsorship, governance, and direction of the adoption and use of the business architecture.

A

Management Involvement

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109
Q

Minimal or no management involvement exists. Some management may inhibit progress.

A

Management Involvement / 1. Initial

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110
Q

Management dedication to business architecture and requirements is poor/unacceptable by industry standards.

A

Management Involvement / 1. Initial

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111
Q

Level of support from the organisation, as a whole, is non-existent.

A

Management Involvement / 1. Initial

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112
Q

Some senior management recognition of business architecture value exists. There is executive sponsorship with limited first line recognition or participation.

A

Management Involvement / 2. Managed

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113
Q

Management dedication to business architecture and requirements is just adequate by industry standards.

A

Management Involvement / 2. Managed

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114
Q

There is limited management team awareness or involvement.

A

Management Involvement / 2. Managed

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115
Q

Level of support and acceptance from the organisation is limited or minimal.

A

Management Involvement / 2. Managed

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116
Q

Management awareness of business architecture efforts exists. There is some resistance to implications and benefits of having defined business architecture.

A

Management Involvement / 3. Defined

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117
Q

Organisational use of business architecture output is on a reactive or prove-a-point basis.

A

Management Involvement / 3. Defined

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118
Q

There is misalignment between executive and management - some see benefit, others do not.

A

Management Involvement / 3. Defined

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119
Q

Management dedication to business architecture and requirements is good by industry standards.

A

Management Involvement / 3. Defined

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120
Q

Senior management is aware and actively supportive of architectural standards, but this has not rippled through the management hierarchy.

A

Management Involvement / 3. Defined

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121
Q

Level of support the organisation provides is not entirely consistent across management levels and business units.

A

Management Involvement / 3. Defined

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122
Q

Senior management is directly involved in business architecture review processes and governance.

A

Management Involvement / 4. Strategically Executed

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123
Q

Management dedication to business architecture is excellent by vertical industry standards.

A

Management Involvement / 4. Strategically Executed

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124
Q

Level of support the organisation gives to business architecture is strong, consistent, and adequate.

A

Management Involvement / 4. Strategically Executed

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125
Q

Management status updates are provided to ensure communication of reviews and governance results are executed.

A

Management Involvement / 4. Strategically Executed

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126
Q

Management support is clear and consistent.

A

Management Involvement / 5. Fully Integrated

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127
Q

Management reviews business architecture process, progress, governance, cycle times and variances.

A

Management Involvement / 5. Fully Integrated

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128
Q

Management is involved in optimising process improvements in architecture development and governance.

A

Management Involvement / 5. Fully Integrated

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129
Q

Business architecture is completely owned by the business. IT is a key stakeholder.

A

Management Involvement / 5. Fully Integrated

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130
Q

There is senior management involvement and direction in optimising process improvements in business architecture evolution, utilisation, and governance.

A

Management Involvement / 5. Fully Integrated

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131
Q

Business architecture approach, methods, and practice as defined in the BIZBOK® Guide principles and usage guidelines.

A

Architecture Process, Methods and Practice

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132
Q

Architectural process and development of business blueprints (i.e., maps) does not exist.

A

Architecture Process, Methods and Practice / 1. Initial

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133
Q

No business architecture agreed upon approach exists.

A

Architecture Process, Methods and Practice / 1. Initial

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134
Q

A business architecture framework has not been adopted.

A

Architecture Process, Methods and Practice / 1. Initial

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135
Q

Some non-industry standards exist; however, these are established by ad hoc means.

A

Architecture Process, Methods and Practice / 1. Initial

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136
Q

Business architecture activities are not recognised within the enterprise.

A

Architecture Process, Methods and Practice / 1. Initial

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137
Q

Business architecture-like activities are completed as portions of strategic efforts or evaluation, but are not recognised as business architecture.

A

Architecture Process, Methods and Practice / 1. Initial

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138
Q

There is no evidence of methods, process, framework, reference maps or principles.

A

Architecture Process, Methods and Practice / 1. Initial

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139
Q

The business does not understand or recognise the ability of business architecture blueprints to inform business scenarios.

A

Architecture Process, Methods and Practice / 1. Initial

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140
Q

A business architecture framework of model types with architectural process and methods is under development.

A

Architecture Process, Methods and Practice / 2. Managed

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141
Q

Recognised standards are being applied.

A

Architecture Process, Methods and Practice / 2. Managed

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142
Q

Business architecture principles have been agreed on by the business.

A

Architecture Process, Methods and Practice / 2. Managed

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143
Q

Business architecture work is done on an ad hoc basis.

A

Architecture Process, Methods and Practice / 2. Managed

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144
Q

Activities and disciplines related to business architecture are being performed such as business process modelling, business rules definition, and enterprise business analyst activities.

A

Architecture Process, Methods and Practice / 2. Managed

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145
Q

Business architecture BIZBOK® Guide reference framework is utilised, documented, published and agreed upon. Twenty percent of core BIZBOK® Guide practices are deployed.

A

Architecture Process, Methods and Practice / 2. Managed

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146
Q

Success is dependent on individual efforts. Architecture mission, vision, principles, goals, and objectives are documented.

A

Architecture Process, Methods and Practice / 2. Managed

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147
Q

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.

A

Architecture Process, Methods and Practice / 2. Managed

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148
Q

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.

A

Architecture Process, Methods and Practice / 3. Defined

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149
Q

Use of process and practices are unstructured, with inconsistent application of principles, methods, and standards, which are viewed by the organisation as competing.

A

Architecture Process, Methods and Practice / 3. Defined

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150
Q

Foundational blueprints are available.

A

Architecture Process, Methods and Practice / 3. Defined

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151
Q

Business analysis and discipline alignment (e.g., case management, process management, Lean Six Sigma) are actively being aligned.

A

Architecture Process, Methods and Practice / 3. Defined

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152
Q

Deliverables are driven by business architecture principles, practices, and standards, and are harvested back to a central repository.

A

Architecture Process, Methods and Practice / 3. Defined

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153
Q

People, process and technology components of the business architecture are considered.

A

Architecture Process, Methods and Practice / 3. Defined

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154
Q

A few successful engagements have been completed.

A

Architecture Process, Methods and Practice / 3. Defined

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155
Q

A recognised business architecture methodology approach is being applied, e.g. the BIZBOK® Guide.

A

Architecture Process, Methods and Practice / 3. Defined

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156
Q

Methods, practices, techniques, and standards are documented and defined using industry reference maps and industry body standards.

A

Architecture Process, Methods and Practice / 3. Defined

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157
Q

The process for managing architectural content is defined and documented.

A

Architecture Process, Methods and Practice / 3. Defined

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158
Q

Architecturally significant documents are defined and agreed across architecture teams. Quality criteria are in place for each model type.

A

Architecture Process, Methods and Practice / 3. Defined

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159
Q

Architecture mission, vision, principles, goals, and objectives are defined and agreed by sponsor and primary stakeholders.

A

Architecture Process, Methods and Practice / 3. Defined

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160
Q

Core practices are understood and being used.

A

Architecture Process, Methods and Practice / 3. Defined

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161
Q

Quality criteria are in place for business architecture and related discipline alignment.

A

Architecture Process, Methods and Practice / 3. Defined

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162
Q

Business architecture practice is funded.

A

Architecture Process, Methods and Practice / 3. Defined

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163
Q

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.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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164
Q

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.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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165
Q

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.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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166
Q

Major business units share common business architecture perspective.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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167
Q

Demand and usage for business architecture is now coming from the business.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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168
Q

Business architecture is engaged to define, validate, and prioritise projects and portfolios based on strategic alignment.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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169
Q

Materials, manuals, and guidelines are up to date. Business architecture collateral is being leveraged on strategic projects.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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170
Q

Techniques and scenarios for business analysis and modelling are adopted.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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171
Q

Architecturally-significant, mandatory artefacts are being produced for high priority projects.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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172
Q

Quality criteria are actively applied to the model types and content in the framework. Quality of expected architectural artefacts is defined and managed.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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173
Q

Process for managing, analysing, modelling, designing, deploying, refining, monitoring, and handling change control of the business architecture content is adopted.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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174
Q

Business architecture blueprints are used consistently by the business to inform a large number of business scenarios.

A

Architecture Process, Methods and Practice / 4. Strategically Executed

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175
Q

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).

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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176
Q

Efforts exist to optimise and continuously improve business architecture approach and definition.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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177
Q

Enterprise capability, value, information, and organisation maps are in place and in use.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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178
Q

Major business units have aligned to the enterprise perspective on business architecture.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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179
Q

The use of business architecture blueprints to address business scenarios is normative.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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180
Q

Requests for new blueprints are largely driven by the business.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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181
Q

Traceability of expected business outcomes is defined and followed.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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182
Q

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.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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183
Q

Architecturally-significant artefacts, including custom blueprints based on foundational business architecture artefacts, are being produced for all projects.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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184
Q

Level of support the organisation, as a whole, gives to business architecture is strong and broadly accepted.

A

Architecture Process, Methods and Practice / 5. Fully Integrated

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185
Q

No strategy mapping or formal strategy definition is in place.

A

Business Architecture Mapping – Business Strategy / 1. Initial

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186
Q

There is no link between strategy and business architecture.

A

Business Architecture Mapping – Business Strategy / 1. Initial

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187
Q

Strategy mapping is an accepted practice.

A

Business Architecture Mapping – Business Strategy / 2. Managed

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188
Q

Strategy mapping is beginning to articulate strategies.

A

Business Architecture Mapping – Business Strategy / 2. Managed

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189
Q

Strategy mapping approach is allowing for identification of differentiated market strategies.

A

Business Architecture Mapping – Business Strategy / 2. Managed

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190
Q

Business Motivation Model (BMM) or similar approach is used to tie strategies and tactics to goals and objectives.

A

Business Architecture Mapping – Business Strategy / 2. Managed

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191
Q

Business architecture provides input to strategy mapping.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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192
Q

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.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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193
Q

A business strategy mapping framework is used to define, communicate, and govern objectives.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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194
Q

Strategy mapping is enabling traceability of business objectives into project goals.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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195
Q

A strategy mapping framework is used to gain better visibility of investment decisions.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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196
Q

Principles of strategy mapping are agreed upon.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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197
Q

Strategy portfolio objectives are linked together by outcomes that support or oppose the outcomes of other strategies.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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198
Q

Strategic objectives are mapped to capabilities, value streams.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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199
Q

Strategy mapping highlights goals and objectives along with identified actions to be taken to achieve those goals and objectives.

A

Business Architecture Mapping – Business Strategy / 3. Defined

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200
Q

Strategy mapping is used to balance strategic objectives and tactical demands.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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201
Q

Strategy mapping framework is used to monitor progress towards strategic goals.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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202
Q

Principles of strategy mapping are governed.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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203
Q

Business strategy uses the business architecture to assess the impact, further inform and tie strategy to business area and objective.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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204
Q

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.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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205
Q

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.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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206
Q

Monitoring processes are established and used to ensure planned actions are accomplished.

A

Business Architecture Mapping – Business Strategy / 4. Strategically Executed

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207
Q

The business architecture informs the business of opportunities and the business selects the right opportunity based on the strategy goals.

A

Business Architecture Mapping – Business Strategy / 5. Fully Integrated

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208
Q

Business performance analysis leverages heat-mapped business architecture blueprints, and drives business goals to help identify a portfolio of possible strategic objectives and projects.

A

Business Architecture Mapping – Business Strategy / 5. Fully Integrated

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209
Q

Actionable strategy deployment, on an enterprise level, is articulated and achieved through the perspective of business architecture

A

Business Architecture Mapping – Business Strategy / 5. Fully Integrated

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210
Q

Year-over-year lessons learned are used to continually improve planning process.

A

Business Architecture Mapping – Business Strategy / 5. Fully Integrated

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211
Q

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.

A

Business Architecture Mapping – Capability / 1. Initial

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212
Q

Some capability maps exist but are deep for a single business unit, or are business-wide but only to levels 1 or 2.

A

Business Architecture Mapping – Capability / 2. Managed

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213
Q

Concepts of capability mapping are understood in pockets, with one or more capabilities maps in process.

A

Business Architecture Mapping – Capability / 2. Managed

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214
Q

No guidelines are in place for creating or coordinating capabilities modelling efforts.

A

Business Architecture Mapping – Capability / 2. Managed

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215
Q

No quality criteria are defined for capabilities maps.

A

Business Architecture Mapping – Capability / 2. Managed

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216
Q

Maps may or may not have been subjected to business validation; stability of maps is questionable.

A

Business Architecture Mapping – Capability / 2. Managed

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217
Q

Concepts of capability mapping are established and recognised across all organisational units involved in business architecture.

A

Business Architecture Mapping – Capability / 3. Defined

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218
Q

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.

A

Business Architecture Mapping – Capability / 3. Defined

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219
Q

Quality criteria for the capability map have been defined, and are applied to all changes and updates to the capability map.

A

Business Architecture Mapping – Capability / 3. Defined

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220
Q

There is limited mapping of capabilities to other business blueprints.

A

Business Architecture Mapping – Capability / 3. Defined

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221
Q

Capability has been partially heat mapped.

A

Business Architecture Mapping – Capability / 3. Defined

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222
Q

Business validation and acceptance of the capability map is ubiquitous.

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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223
Q

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).

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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224
Q

Capability cross-mappings to value streams, organisation, and other blueprints are in place, kept up-to- date, and can be traced bi- directionally.

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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225
Q

The capability map is comprehensive, and owned and maintained by the business.

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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226
Q

Capability map has been heat mapped, and impact ratings have been applied to capabilities where appropriate to strategy.

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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227
Q

Capability map definitions drive information map definition.

A

Business Architecture Mapping – Capability / 4. Strategically Executed

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228
Q

Capability map heat and impact mappings are completed as appropriate and updated on an ongoing basis.

A

Business Architecture Mapping – Capability / 5. Fully Integrated

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229
Q

The use of and relationships to the capability map are optimised.

A

Business Architecture Mapping – Capability / 5. Fully Integrated

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230
Q

Common vocabulary is enhancing quality and speed of decision making, and reducing confusion in cross-organisational discussions.

A

Business Architecture Mapping – Capability / 5. Fully Integrated

231
Q

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.

A

Business Architecture Mapping – Capability / 5. Fully Integrated

232
Q

No organisation mapping concept exists.

A

Business Architecture Mapping – Organisation / 1. Initial

233
Q

Basic organisation map exists which reflects the enterprise, business unit, and business partner relationships or third- party relationships.

A

Business Architecture Mapping – Organisation / 2. Managed

234
Q

Basic organisation map is managed.

A

Business Architecture Mapping – Organisation / 3. Defined

235
Q

Organisation map has been extended and includes selective cross-mapping to business capabilities to help inform in business decision making.

A

Business Architecture Mapping – Organisation / 3. Defined

236
Q

Third-party perspectives have been incorporated into organisation map, along with concepts such as location.

A

Business Architecture Mapping – Organisation / 3. Defined

237
Q

As required to support specialty requirements, value network mapping has been employed to show third- party value delivery dependencies.

A

Business Architecture Mapping – Organisation / 3. Defined

238
Q

The organisation map with heat mapped capabilities is used as part of the portfolio management process across the firm.

A

Business Architecture Mapping – Organisation / 4. Strategically Executed

239
Q

Analysis results in a heat map of opportunities to define performance goals and business strategic agenda.

A

Business Architecture Mapping – Organisation / 4. Strategically Executed

240
Q

The organisation map with heat mapped capabilities is used for planning and transformation.

A

Business Architecture Mapping – Organisation / 5. Fully Integrated

241
Q

Horizontal and strategy roadmap development, business portfolio management, and funding analysis leverage the organisation map.

A

Business Architecture Mapping – Organisation / 5. Fully Integrated

242
Q

Third-party and other strategy planning teams leverage the map to examine third-party relationship management.

A

Business Architecture Mapping – Organisation / 5. Fully Integrated

243
Q

No value mapping concept is in place.

A

Business Architecture Mapping – Value / 1. Initial

244
Q

Common understanding of value stream integration is emergent.

A

Business Architecture Mapping – Value / 2. Managed

245
Q

Value streams have been completed for at least one line of business.

A

Business Architecture Mapping – Value / 2. Managed

246
Q

Enterprise value streams are being defined within the enterprise, and cross mapping to capabilities within that line of business is complete.

A

Business Architecture Mapping – Value / 3. Defined

247
Q

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.

A

Business Architecture Mapping – Value / 3. Defined

248
Q

Value stream cross-mapping to capabilities is complete for key customer-facing value streams.

A

Business Architecture Mapping – Value / 3. Defined

249
Q

Value maps reflect an outside-in view, and are evaluated from the perspective of the customer/stakeholder.

A

Business Architecture Mapping – Value / 3. Defined

250
Q

Value has been defined for the organisation, and heat mapped to the capabilities.

A

Business Architecture Mapping – Value / 3. Defined

251
Q

Value streams are the main link from strategic planning to capability perspectives as it relates to stakeholder value delivery.

A

Business Architecture Mapping – Value / 4. Strategically Executed

252
Q

Value streams are used to define business priorities and roadmap definition.

A

Business Architecture Mapping – Value / 4. Strategically Executed

253
Q

Value stream cross-mapping to capabilities is complete for all defined value streams.

A

Business Architecture Mapping – Value / 4. Strategically Executed

254
Q

Value mapping is used to organise and synchronise product planning, stakeholder analysis, and business initiatives.

A

Business Architecture Mapping – Value / 4. Strategically Executed

255
Q

Validation rules are used to ensure value is appropriately defined.

A

Business Architecture Mapping – Value / 4. Strategically Executed

256
Q

Value streams are used as framework for developing business design perspectives and business / IT architecture alignment.

A

Business Architecture Mapping – Value / 4. Strategically Executed

257
Q

Value mapping is used to address competitive or strategic issues, business planning, etc. to understand complex business challenges.

A

Business Architecture Mapping – Value / 5. Fully Integrated

258
Q

Value stages and streams are leveraged broadly to inform and deploy strategy.

A

Business Architecture Mapping – Value / 5. Fully Integrated

259
Q

Business roadmaps and funded initiatives are fully articulated using value streams.

A

Business Architecture Mapping – Value / 5. Fully Integrated

260
Q

Value streams are one focal point for portfolio planning, strategic business design, and third party analysis.

A

Business Architecture Mapping – Value / 5. Fully Integrated

261
Q

Little to no management or documentation of information assets.

A

Business Architecture Mapping – Information / 1. Initial

262
Q

Structures are in place to do information modelling but these are not consistent across the organisation.

A

Business Architecture Mapping – Information / 2. Managed

263
Q

Convergence of conceptual maps across departmental or business unit boundaries is in its infancy.

A

Business Architecture Mapping – Information / 2. Managed

264
Q

The organisation understands the broad information categories and relationships, but these are not mapped to other business architecture domains.

A

Business Architecture Mapping – Information / 2. Managed

265
Q

Methods are established and widely communicated for capturing and publishing the information concepts and sharing them within the enterprise using a common business glossary.

A

Business Architecture Mapping – Information / 3. Defined

266
Q

Information governance, collection, definition, and use are established and ubiquitous within the organisation.

A

Business Architecture Mapping – Information / 3. Defined

267
Q

Information maps are consistently business-focused rather than implementation-focused.

A

Business Architecture Mapping – Information / 3. Defined

268
Q

Information vocabulary has been aligned to product mapping and stakeholder mapping.

A

Business Architecture Mapping – Information / 3. Defined

269
Q

Information concepts have been rigorously defined to support and align to business capabilities and other business architecture artefacts.

A

Business Architecture Mapping – Information / 3. Defined

270
Q

Information maps have been created from the concepts and cross-mapped to other business architecture assets and heat mapped as appropriate.

A

Business Architecture Mapping – Information / 3. Defined

271
Q

The business information glossary is well established and aligned to capability glossary.

A

Business Architecture Mapping – Information / 3. Defined

272
Q

Consistent interpretation and use of strategically-important information is managed across the organisation.

A

Business Architecture Mapping – Information / 3. Defined

273
Q

The information related business rules are understood, documented, and managed.

A

Business Architecture Mapping – Information / 3. Defined

274
Q

The enterprise information model is recognised as a strategic business asset, and drives business decisions and IT architectural decisions.

A

Business Architecture Mapping – Information / 4. Strategically Executed

275
Q

Information maps are used for business planning, transformation and innovation.

A

Business Architecture Mapping – Information / 4. Strategically Executed

276
Q

Strategically-important information is integrated across the organisation, centrally managed and governed based on the organisation’s priorities.

A

Business Architecture Mapping – Information / 4. Strategically Executed

277
Q

Strategic information-related business rules are coordinated and enforced at the enterprise level.

A

Business Architecture Mapping – Information / 4. Strategically Executed

278
Q

Information has been aligned and cross-mapped at a strategic and detailed level via capabilities to all relevant aspects of the business architecture.

A

Business Architecture Mapping – Information / 5. Fully Integrated

279
Q

Information mapping practices and processes are fully integrated with the everyday processes, systems and procedures of the business.

A

Business Architecture Mapping – Information / 5. Fully Integrated

280
Q

Synchronisation of the everyday processes, systems and procedures of the business with the information maps is ubiquitous and up-to-date.

A

Business Architecture Mapping – Information / 5. Fully Integrated

281
Q

No alignment between business architecture and project work.

A

Business Architecture Mapping – Initiative / 1. Initial

282
Q

Initiatives are a collection of disjointed projects that are not aligned to a give business perspective or strategy.

A

Business Architecture Mapping – Initiative / 1. Initial

283
Q

Initiatives are formally defined, tracked, and funded at the business unit level.

A

Business Architecture Mapping – Initiative / 2. Managed

284
Q

There is no link between business architecture and initiatives.

A

Business Architecture Mapping – Initiative / 2. Managed

285
Q

Initiatives are mapped to value streams and capabilities to provide a means to assess business needs and impacts.

A

Business Architecture Mapping – Initiative / 3. Defined

286
Q

Formal mapping to value streams, capabilities, and business units provides basis for evaluating related, overlapping, or conflicting initiatives.

A

Business Architecture Mapping – Initiative / 3. Defined

287
Q

Tracking is not leveraged or managed at an enterprise level.

A

Business Architecture Mapping – Initiative / 3. Defined

288
Q

Initiatives are tied to selected business objectives.

A

Business Architecture Mapping – Initiative / 4. Strategically Executed

289
Q

Initiatives are tracked and mapped to value streams, capabilities, and business units at an enterprise level.

A

Business Architecture Mapping – Initiative / 4. Strategically Executed

290
Q

Performance metrics are derived from the business architecture to evaluate initiative funding and priorities.

A

Business Architecture Mapping – Initiative / 4. Strategically Executed

291
Q

Business-driven initiative roadmaps are articulated through their impacts on value streams and capabilities.

A

Business Architecture Mapping – Initiative / 4. Strategically Executed

292
Q

Funding is tracked and reflected through value streams, capabilities, and business units.

A

Business Architecture Mapping – Initiative / 4. Strategically Executed

293
Q

Formal strategy mapping is aligned to formal initiative mapping.

A

Business Architecture Mapping – Initiative / 5. Fully Integrated

294
Q

All activities related to initiative definition, planning, alignment, and funding are driven out of a comprehensive enterprise-wide, integrated view of business architecture.

A

Business Architecture Mapping – Initiative / 5. Fully Integrated

295
Q

Business roadmaps are aligned across business units, with cross- project impacts identified using business architecture.

A

Business Architecture Mapping – Initiative / 5. Fully Integrated

296
Q

Funding is aligned horizontally, with initiative-related investments and related roadmaps framed in and synchronised through the business architecture.

A

Business Architecture Mapping – Initiative / 5. Fully Integrated

297
Q

No formal definition or delineation of product or product lines exists.

A

Business Architecture Mapping – Product / 1. Initial

298
Q

No formal product mapping exists.

A

Business Architecture Mapping – Product / 1. Initial

299
Q

Definition of products, product lines, and related product hierarchies are in place.

A

Business Architecture Mapping – Product / 2. Managed

300
Q

Products partially, informally, and loosely tied to capabilities, value streams, or organisation.

A

Business Architecture Mapping – Product / 2. Managed

301
Q

Product hierarchy is defined and mapped to value streams, capabilities, and organisation.

A

Business Architecture Mapping – Product / 3. Defined

302
Q

Products can be traced back to impacted business areas for planning purposes.

A

Business Architecture Mapping – Product / 3. Defined

303
Q

Product planning, within selected business units, leverages formal product mapping.

A

Business Architecture Mapping – Product / 3. Defined

304
Q

Product planning, strategic planning and strategy mapping leverage formal product mapping.

A

Business Architecture Mapping – Product / 4. Strategically Executed

305
Q

Product mapping to strategy, value streams, capabilities, and business units are the basis for product planning in selected business units.

A

Business Architecture Mapping – Product / 4. Strategically Executed

306
Q

Formal product mapping is incorporated into all aspects of strategic planning, investment planning, and business impact analysis.

A

Business Architecture Mapping – Product / 5. Fully Integrated

307
Q

Sophisticated analysis is in place to track the impacts of any product change or introduction across every aspect of the business using business architecture.

A

Business Architecture Mapping – Product / 5. Fully Integrated

308
Q

Stakeholders are not formally identified.

A

Business Architecture Mapping – Stakeholder / 1. Initial

309
Q

No stakeholder mapping has been incorporated into the business architecture.

A

Business Architecture Mapping – Stakeholder / 1. Initial

310
Q

Stakeholders informally identified.

A

Business Architecture Mapping – Stakeholder / 2. Managed

311
Q

Stakeholders are mapped to selected value streams and value stream stages.

A

Business Architecture Mapping – Stakeholder / 2. Managed

312
Q

Stakeholder types have been articulated and identified, but not vetted across the business

A

Business Architecture Mapping – Stakeholder / 2. Managed

313
Q

Stakeholder types have been clearly mapped to applicable business units on a business wide basis.

A

Business Architecture Mapping – Stakeholder / 3. Defined

314
Q

Stakeholder types and definitions are defined in the information map

A

Business Architecture Mapping – Stakeholder / 3. Defined

315
Q

Stakeholders are formally defined and mapped to all value streams and value stream stages.

A

Business Architecture Mapping – Stakeholder / 3. Defined

316
Q

Stakeholders are mapped to selected value streams, capabilities, and business units.

A

Business Architecture Mapping – Stakeholder / 3. Defined

317
Q

Stakeholder mapping is leveraged as input to role definition in business process work.

A

Business Architecture Mapping – Stakeholder / 3. Defined

318
Q

Stakeholder mapping is leveraged as input to case management, for dynamic rules-based routing maps.

A

Business Architecture Mapping – Stakeholder / 3. Defined

319
Q

Stakeholder mapping includes all internal and external stakeholders.

A

Business Architecture Mapping – Stakeholder / 4. Strategically Executed

320
Q

Stakeholder types and definitions are formally defined and recognised on a business-wide basis, incorporate formal mappings from prior maturity levels.

A

Business Architecture Mapping – Stakeholder / 4. Strategically Executed

321
Q

Strategy maps leverage formal stakeholder mapping perspectives.

A

Business Architecture Mapping – Stakeholder / 4. Strategically Executed

322
Q

Stakeholder mappings to the information map, applicable value streams, capabilities, and business units are universally vetted across the business.

A

Business Architecture Mapping – Stakeholder / 4. Strategically Executed

323
Q

Stakeholder mapping is used as input to business design initiatives.

A

Business Architecture Mapping – Stakeholder / 4. Strategically Executed

324
Q

Stakeholders are fully mapped to all aspects of business architecture business-wide.

A

Business Architecture Mapping – Stakeholder / 5. Fully Integrated

325
Q

All strategic planning efforts incorporate stakeholder perspectives.

A

Business Architecture Mapping – Stakeholder / 5. Fully Integrated

326
Q

Stakeholder mapping is leveraged in all business design, process work, case management, and related efforts.

A

Business Architecture Mapping – Stakeholder / 5. Fully Integrated

327
Q

No linkages exist between business strategy, value delivery, capability, information, business unit, or other business perspectives and lower levels of business requirements.

A

Discipline Alignment to Business Requirements / 1. Initial

328
Q

Hierarchical linkages between business architecture blueprints are not being managed or are managed inconsistently across the enterprise.

A

Discipline Alignment to Business Requirements / 2. Managed

329
Q

Some requirements analysis is being performed against relevant business architecture artefacts.

A

Discipline Alignment to Business Requirements / 2. Managed

330
Q

Requirements analysis is framed using value streams and capabilities and linked to other selected business architecture artefacts.

A

Discipline Alignment to Business Requirements / 3. Defined

331
Q

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

A

Discipline Alignment to Business Requirements / 3. Defined

332
Q

Requirement groupings can be directly linked back to capabilities via value stream stage mappings.

A

Discipline Alignment to Business Requirements / 4. Strategically Executed

333
Q

Requirements derivation leverages the business architecture to ensure capability coverage, gap analysis, and other business performance limitations.

A

Discipline Alignment to Business Requirements / 4. Strategically Executed

334
Q

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.

A

Discipline Alignment to Business Requirements / 4. Strategically Executed

335
Q

Fully integrated requirements traceability perspective enables business planning teams to assess the completeness, reusability, conflicts, or other weaknesses in business requirements analysis.

A

Discipline Alignment to Business Requirements / 5. Fully Integrated

336
Q

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.

A

Discipline Alignment to Business Requirements / 5. Fully Integrated

337
Q

Business architecture and requirements analysis are fully aligned disciplines, ensuring that detailed requirements remain strategically aligned before they are executed.

A

Discipline Alignment to Business Requirements / 5. Fully Integrated

338
Q

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.

A

Discipline Alignment to Business Requirements / 5. Fully Integrated

339
Q

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.

A

Business Architecture – Case Management

340
Q

Customers frequently experience poor outcomes when they interact with the organisation in different ways at the same time.

A

Business Architecture – Case Management / 1. Initial

341
Q

Business processes operate largely independently and have limited decision points depending on dynamic inputs from other business processes

A

Business Architecture – Case Management / 1. Initial

342
Q

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.

A

Business Architecture – Case Management / 1. Initial

343
Q

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.

A

Business Architecture – Case Management / 2. Managed

344
Q

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.

A

Business Architecture – Case Management / 2. Managed

345
Q

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.

A

Business Architecture – Case Management / 2. Managed

346
Q

Value streams and processes are defined in places, but are managed and monitored in isolation of each other.

A

Business Architecture – Case Management / 2. Managed

347
Q

Stakeholder definition across business units exists but remains ad hoc and inconsistent.

A

Business Architecture – Case Management / 2. Managed

348
Q

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

A

Business Architecture – Case Management / 3. Defined

349
Q

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.

A

Business Architecture – Case Management / 3. Defined

350
Q

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.

A

Business Architecture – Case Management / 3. Defined

351
Q

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.

A

Business Architecture – Case Management / 3. Defined

352
Q

Case management is recognised as a business architecture practice and is carried out by trained practitioners using defined methods and tools.

A

Business Architecture – Case Management / 4. Strategically Executed

353
Q

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.

A

Business Architecture – Case Management / 4. Strategically Executed

354
Q

Stakeholder definitions and related mappings are defined and common triggering and participating stakeholders are recognised and mapped across value streams.

A

Business Architecture – Case Management / 4. Strategically Executed

355
Q

Common repositories of strategic business rules are centrally maintained, coordinated, and enforced at the enterprise level.

A

Business Architecture – Case Management / 4. Strategically Executed

356
Q

Routing maps, defining case transition within and across relevant value stream stages, are maintained and managed as organisational assets.

A

Business Architecture – Case Management / 4. Strategically Executed

357
Q

Case management practices inform design of workflow management applications and orchestration of automated workflows.

A

Business Architecture – Case Management / 4. Strategically Executed

358
Q

Case management practices are fully integrated with the organisation’s business architecture, where governance and strategy functions and are continually improved.

A

Business Architecture – Case Management / 5. Fully Integrated

359
Q

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.

A

Business Architecture – Case Management / 5. Fully Integrated

360
Q

Case management is used as a strategic tool to realise value and minimise risk in mergers, acquisitions and out-sourcing of business critical functions.

A

Business Architecture – Case Management / 5. Fully Integrated

361
Q

Formal case management concepts drive all case-related IT automations.

A

Business Architecture – Case Management / 5. Fully Integrated

362
Q

No linkages exist between business architecture and business processes.

A

Discipline Alignment to Business Process Modelling & Management / 1. Initial

363
Q

There is no relationship between the business architecture practice and the BPM practice.

A

Discipline Alignment to Business Process Modelling & Management / 1. Initial

364
Q

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).

A

Discipline Alignment to Business Process Modelling & Management / 2. Managed

365
Q

The linkages between value streams and business processes are not formally managed or are managed inconsistently across the enterprise.

A

Discipline Alignment to Business Process Modelling & Management / 2. Managed

366
Q

Business capabilities and related heat mapping and performance analysis have no bearing or relationship to process related disciplines.

A

Discipline Alignment to Business Process Modelling & Management / 2. Managed

367
Q

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.

A

Discipline Alignment to Business Process Modelling & Management / 3. Defined

368
Q

Business architecture serves in part as a management framework for organising and improving processes.

A

Discipline Alignment to Business Process Modelling & Management / 3. Defined

369
Q

Value stream / capability cross- mapping serves as a vehicle for assessing where capabilities are linked to certain business processes.

A

Discipline Alignment to Business Process Modelling & Management / 3. Defined

370
Q

Capabilities are selectively used to assess areas to be targeted for process definition, improvement, consolidation, and automation.

A

Discipline Alignment to Business Process Modelling & Management / 3. Defined

371
Q

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.

A

Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed

372
Q

The process management framework is fully integrated across the business architecture and business analysis discipline.

A

Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed

373
Q

Value streams serve as a governance framework for business processes.

A

Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed

374
Q

Capabilities / process mappings are routinely used as a basis for process improvement and other planning, based on capability performance analysis.

A

Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed

375
Q

Information mapping is leveraged to establish consistent, cross- business process definition, analysis, and improvement.

A

Discipline Alignment to Business Process Modelling & Management / 4. Strategically Executed

376
Q

Business architecture provides the framework to drive business process related work, on a business-wide basis, from multiple strategic perspectives.

A

Discipline Alignment to Business Process Modelling & Management /

377
Q

All process related work can be traced to various aspects of the business through business architecture perspectives.

A

Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated

378
Q

Value streams are leveraged to analyse and integrate business processes and enable alignment of process improvement strategies from an overall business architecture perspective.

A

Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated

379
Q

Business architecture is viewed as the enterprise framework for envisioning, deploying, improving, and automating business processes.

A

Discipline Alignment to Business Process Modelling & Management / 5. Fully Integrated

380
Q

No linkage between business architecture and Lean Six Sigma exists.

A

Discipline Alignment to Lean Six Sigma / 1. Initial

381
Q

Business architecture and Lean Six Sigma are understood to be distinct and of value.

A

Discipline Alignment to Lean Six Sigma / 2. Managed

382
Q

Relationship between business architecture and Lean Six Sigma is understood.

A

Discipline Alignment to Lean Six Sigma / 3. Defined

383
Q

Principles of business architecture and Lean Six Sigma are selectively aligned for certain teams or business units.

A

Discipline Alignment to Lean Six Sigma / 3. Defined

384
Q

Value stream integration is now complete across business units.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

385
Q

Business architecture and Lean Six Sigma principles are aligned.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

386
Q

Business architecture and Lean Six Sigma exchange shared artefacts.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

387
Q

Feedback loop between business architecture and Lean Six Sigma is now present. Business architecture and Lean Six Sigma are well coordinated.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

388
Q

Business architecture and Lean Six Sigma usually begin independently.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

389
Q

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.

A

Discipline Alignment to Lean Six Sigma / 4. Strategically Executed

390
Q

Business architecture engagements trigger, position, and drive Lean Six Sigma engagements.

A

Discipline Alignment to Lean Six Sigma / 5. Fully Integrated

391
Q

Feedback loop between business architecture and Lean Six Sigma is in operation and fully understood.

A

Discipline Alignment to Lean Six Sigma / 5. Fully Integrated

392
Q

Business architecture and Lean Six Sigma artefacts are integrated, providing a holistic multi-tiered view of the business.

A

Discipline Alignment to Lean Six Sigma / 5. Fully Integrated

393
Q

Lean Six Sigma engagements regularly trigger business architecture interventions.

A

Discipline Alignment to Lean Six Sigma / 5. Fully Integrated

394
Q

Lean Six Sigma improvements are shared (re-applied) across the business using business architecture interventions.

A

Discipline Alignment to Lean Six Sigma / 5. Fully Integrated

395
Q

Evaluates the overall effectiveness of certain aspects of the business within the context of a given objective or initiative

A

Business Performance Management

396
Q

Metrics to determine success criteria are not available.

A

Business Performance Management / 1. Initial

397
Q

No measures or measurement defined to demonstrate linkage to strategy or value of business architecture.

A

Business Performance Management / 1. Initial

398
Q

Business performance metrics are defined but not measured.

A

Business Performance Management / 2. Managed

399
Q

Measures are defined but executed ad hoc - in parts of the business or some areas.

A

Business Performance Management / 2. Managed

400
Q

Some metrics exist with limited ability to track success.

A

Business Performance Management / 2. Managed

401
Q

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
A

Business Performance Management / 3. Defined

402
Q

Linkage to strategy measures is defined and executed.

A

Business Performance Management / 3. Defined

403
Q

Business architecture is used to largely inform business performance analysis metrics.

A

Business Performance Management / 3. Defined

404
Q

Overall organisational support for the business architecture and value is understood.

A

Business Performance Management / 3. Defined

405
Q

Foundational set of agreed metrics is published. For example, effectiveness, impact, breadth of coverage metrics are part of the governance review.

A

Business Performance Management / 3. Defined

406
Q

Measures for performance, quality, and customer satisfaction are defined

A

Business Performance Management / 3. Defined

407
Q

Business outcomes are defined.

A

Business Performance Management / 3. Defined

408
Q

There is evidence of strategic project analysis.

A

Business Performance Management / 3. Defined

409
Q

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.

A

Business Performance Management / 4. Strategically Executed

410
Q

The objective quality and performance measures are utilised to actively assess the business architecture practice, business architecture practitioners and business performance improvement.

A

Business Performance Management / 4. Strategically Executed

411
Q

The value of business architecture is widely recognised and leveraged broadly by IT and business partners.

A

Business Performance Management / 4. Strategically Executed

412
Q

Linkage to strategy measures is continuously improved, including the measures themselves.

A

Business Performance Management / 4. Strategically Executed

413
Q

Direct management support exists in the definition, use and improvement of metrics.

A

Business Performance Management / 4. Strategically Executed

414
Q

Good project results exist through tracking business outcomes, quality records, tracking to milestones, and resource/time savings.

A

Business Performance Management / 4. Strategically Executed

415
Q

Indicators of performance, quality and customer satisfaction are adopted and measured.

A

Business Performance Management / 4. Strategically Executed

416
Q

There is demonstrable alignment of metrics to defined scorecard.

A

Business Performance Management / 4. Strategically Executed

417
Q

Business architecture feeds all performance metric analysis.

A

Business Performance Management / 4. Strategically Executed

418
Q

Business outcomes are quantitatively defined and measured into deployment.

A

Business Performance Management / 4. Strategically Executed

419
Q

Robust metrics, linked to organisational scorecards, exist and are actively managed to ensure relevancy to strategic objectives.

A

Business Performance Management / 5. Fully Integrated

420
Q

Objective quality and performance measures are utilised to improve the business architecture practice, business architecture practitioners and business performance improvement.

A

Business Performance Management / 5. Fully Integrated

421
Q

Business architecture’s value contribution is widely recognised but not always documented.

A

Business Performance Management / 5. Fully Integrated

422
Q

Measures for performance, quality and customer satisfaction are deployed and managed with regular review for relevance to the organisational scorecard.

A

Business Performance Management / 5. Fully Integrated

423
Q

Customer satisfaction level is 5.

A

Business Performance Management / 5. Fully Integrated

424
Q

Business outcomes are quantitatively defined, measured and managed year over year to ensure sustainability.

A

Business Performance Management / 5. Fully Integrated

425
Q

Stakeholder feedback drives business architecture process improvement.

A

Business Performance Management / 5. Fully Integrated

426
Q

The development, deployment and effectiveness of a communication strategy to drive awareness and recognition across the organisation.

A

Communication

427
Q

There is no explicit communication or it is ad hoc.

A

Communication / 1. Initial

428
Q

Few people in the organisation know the capability exists or what it does.

A

Communication / 1. Initial

429
Q

No evidence of communications/publications.

A

Communication / 1. Initial

430
Q

There is a genesis of a communication strategy generally focused on senior management.

A

Communication / 2. Managed

431
Q

Business architecture documentation is available electronically with little communication with respect to process and use.

A

Communication / 2. Managed

432
Q

Informal communication about architecture process via meetings, etc., may happen, but sporadic communication is largely one way from business architecture to business.

A

Communication / 3. Defined

433
Q

There is top-down cascading of strategy/value stream and impacts on capability.

A

Communication / 3. Defined

434
Q

There is an undefined communication channel between business and business architecture. Business requests do not always reach business architecture.

A

Communication / 3. Defined

435
Q

Business architecture is being sought by the business erratically, not always for the right reason or at the right time.

A

Communication / 3. Defined

436
Q

There are inconsistent updates back to the business.

A

Communication / 3. Defined

437
Q

Documented communication strategy and plan exists but are not consistently executed.

A

Communication / 3. Defined

438
Q

Electronic documentation is updated periodically.

A

Communication / 3. Defined

439
Q

Benefits are not actively communicated to ensure continued sponsorship or increase management acceptance.

A

Communication / 3. Defined

440
Q

Documents are updated regularly. Documentation and communication of the architecture is targeted.

A

Communication / 4. Strategically Executed

441
Q

Communication strategy exists. Periodic presentations occur on architecture objectives, principles, process, methods, standards and content.

A

Communication / 4. Strategically Executed

442
Q

Orientation is part of new hire training.

A

Communication / 4. Strategically Executed

443
Q

Defined, widely-known, two-way communication channel exists between business and business architecture.

A

Communication / 4. Strategically Executed

444
Q

Business architecture is being sought by the business for the appropriate input, in a timely manner.

A

Communication / 4. Strategically Executed

445
Q

Business knows how and when to expect updates.

A

Communication / 4. Strategically Executed

446
Q

Materials, manuals and guidelines are communicated and updated regularly.

A

Communication / 4. Strategically Executed

447
Q

Materials, standards and reference maps are frequently reviewed against industry standards bodies for latest developments.

A

Communication / 4. Strategically Executed

448
Q

Communication plan deployed with targeted presentations and meetings with key influencers.

A

Communication / 4. Strategically Executed

449
Q

Evidence reflects execution against communication strategy components.

A

Communication / 4. Strategically Executed

450
Q

Documents are updated regularly and frequency is monitored. There are regular formal progress and presentation updates on architecture process to executive and target communities.

A

Communication / 5. Fully Integrated

451
Q

The concept of business architecture is broadly understood by IT and business partners.

A

Communication / 5. Fully Integrated

452
Q

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.

A

Communication / 5. Fully Integrated

453
Q 
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
A

Communication / 5. Fully Integrated

454
Q

Associated metrics include:
o website statistics on “hits” o # of presentations provided o # of newsletters
o # of content updates

A

Communication / 5. Fully Integrated

455
Q

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.

A

Tools & Content

456
Q

No tools are in place to produce or maintain architectural content.

A

Tools & Content / 1. Initial

457
Q

Preliminary tools are identified to harvest foundational business architecture collateral.

A

Tools & Content / 2. Managed

458
Q

End-to-end architectural lifecycle has not been discovered to build a case to actively manage a central repository.

A

Tools & Content / 2. Managed

459
Q

No specialised tools are available; however, some model types are being produced and mapped in excel or other MS products.

A

Tools & Content / 2. Managed

460
Q

Maps and tools are not integrated into overarching governance processes.

A

Tools & Content / 2. Managed

461
Q

Industry reference maps used by the business are used to seed business architecture mapping exercise with useful industry input.

A

Tools & Content / 2. Managed

462
Q

Tools are largely based on spreadsheet, drawing, and word processing tools.

A

Tools & Content / 2. Managed

463
Q

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.

A

Tools & Content / 3. Defined

464
Q

The core domains for business architecture assets have been defined for the business.

A

Tools & Content / 3. Defined

465
Q

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

A

Tools & Content / 3. Defined

466
Q

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.

A

Tools & Content / 3. Defined

467
Q

Current tools are “fit for purpose”. Specialised tools are available with limited licenses. Model content is being migrated to specialised tools.

A

Tools & Content / 3. Defined

468
Q

Tools are partially integrated into overarching governance processes.

A

Tools & Content / 3. Defined

469
Q

Architecture deliverables are not actively harvested to a central repository.

A

Tools & Content / 3. Defined

470
Q

The enterprise has implemented a business architecture knowledgebase which aligns to the core guidelines.

A

Tools & Content / 3. Defined

471
Q

Elements of industry reference maps already used by the business are applied effectively to business architecture mapping exercises.

A

Tools & Content / 3. Defined

472
Q

Industry standard tools are used to maintain architecture and widely publish documents.

A

Tools & Content / 4. Strategically Executed

473
Q

Business architecture may be interactively viewed broadly across the business.

A

Tools & Content / 4. Strategically Executed

474
Q

A central repository of architecturally-significant artefacts is available and actively harvested. Traceability is “manufactured”.

A

Tools & Content / 4. Strategically Executed

475
Q

The quality of the work products in their conformance to standards is acceptable.

A

Tools & Content / 4. Strategically Executed

476
Q

Tools and repository are configured to the business architecture and have embedded standards capabilities.

A

Tools & Content / 4. Strategically Executed

477
Q

Specialised tools are available and the organisation has adopted and published usage guidelines or standards and strongly encourages or mandates their use.

A

Tools & Content / 4. Strategically Executed

478
Q

Maps and tools are fully integrated into overarching governance processes.

A

Tools & Content / 4. Strategically Executed

479
Q

Architecture deliverables are actively harvested to a central repository.

A

Tools & Content / 4. Strategically Executed

480
Q

The differences between other industry reference maps and business architecture maps are understood, and the appropriate maps used to meet the business need.

A

Tools & Content / 4. Strategically Executed

481
Q

Standard, integrated tools are used, enabling full views and viewpoints to be extracted from architectural content. Requirements traceability is clear into production.

A

Tools & Content / 5. Fully Integrated

482
Q

Content is actively managed and regularly reviewed for currency.

A

Tools & Content / 5. Fully Integrated

483
Q

Architecture documents are used for every organisational decision.

A

Tools & Content / 5. Fully Integrated

484
Q

Specialised tools are available, and the organisation has published guidelines and standards, provides assistance and support, and governs the tools’ usage.

A

Tools & Content / 5. Fully Integrated

485
Q

Maps and tools are fully integrated into overarching governance processes with annual review for continuous improvement and enhancements.

A

Tools & Content / 5. Fully Integrated

486
Q

Architecture deliverables are actively created and managed in a central repository.

A

Tools & Content / 5. Fully Integrated

487
Q

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.

A

Tools & Content / 5. Fully Integrated

488
Q

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.

A

People

489
Q

Key skills and competencies have not been identified.

A

People / 1. Initial

490
Q

There is no formal business architecture function in place.

A

People / 1. Initial

491
Q

The level of knowledge of those performing in business architecture roles is poor and insufficient.

A

People / 1. Initial

492
Q

The level of ability of performing business architecture activities is insufficient.

A

People / 1. Initial

493
Q

High-level key skills and competencies are identified and defined.

A

People / 2. Managed

494
Q

There is a core/foundational business architecture group or architects with informal structures and no organisational synergies.

A

People / 2. Managed

495
Q

Business architect roles are loosely formalised with responsibilities.

A

People / 2. Managed

496
Q

Staff competency model is defined.

A

People / 2. Managed

497
Q

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.

A

People / 2. Managed

498
Q

Some individuals have solid understanding but most only have basic or insufficient understanding of the concepts and techniques required.

A

People / 2. Managed

499
Q

The level of ability of performing business architecture activities is minimal.

A

People / 2. Managed

500
Q

A business architecture function has been established.

A

People / 3. Defined

501
Q

Named individuals have business architecture responsibilities.

A

People / 3. Defined

502
Q

Training is available for key skills and competencies. Hiring practices include externally sourcing and developing internal candidates.

A

People / 3. Defined

503
Q

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.

A

People / 3. Defined

504
Q

Definition of roles and responsibilities exists for business architect, business analyst, project manager, stakeholder, subject matter expert, sponsor, and process owner.

A

People / 3. Defined

505
Q

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.

A

People / 3. Defined

506
Q

The level of ability of performing business architecture activities is good and competent in the fundamental skills.

A

People / 3. Defined

507
Q

Responsibilities are assigned and work is underway.

A

People / 3. Defined

508
Q

A business architect career path is defined and supported by the appropriate training.

A

People / 4. Strategically Executed

509
Q

Business architects are engaged for strategically relevant core programs.

A

People / 4. Strategically Executed

510
Q

A formal training curriculum has been established.

A

People / 4. Strategically Executed

511
Q

Formal business architect roles and responsibilities exist.

A

People / 4. Strategically Executed

512
Q

Templates, guidelines, techniques, playbooks and training are available and deployed.

A

People / 4. Strategically Executed

513
Q

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.

A

People / 4. Strategically Executed

514
Q

The level of ability of performing business architecture activities is very good with fundamental competency by a majority of the practitioners.

A

People / 4. Strategically Executed

515
Q

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.

A

People / 5. Fully Integrated

516
Q

Rotations into and out of the business architecture practice are commonplace.

A

People / 5. Fully Integrated

517
Q

Business architecture is seen as a core capability of the organisation. Business architects are recognised as strategic partners, by the executive, business & IT.

A

People / 5. Fully Integrated

518
Q

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.

A

People / 5. Fully Integrated

519
Q

The level of ability of performing business architecture activities is excellent with solid competency by a majority of the practitioners.

A

People / 5. Fully Integrated

520
Q

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.

A

Business Architecture and IT Architecture Alignment

521
Q

IT architecture investment strategies are not influenced by the business architecture.

A

Business Architecture and IT Architecture Alignment / 1. Initial

522
Q

IT architecture solutions are agreed to before full business impact and requirements are known.

A

Business Architecture and IT Architecture Alignment / 1. Initial

523
Q

There is no evidence of business / IT architecture alignment.

A

Business Architecture and IT Architecture Alignment / 1. Initial

524
Q

A business information map does not exist.

A

Business Architecture and IT Architecture Alignment / 1. Initial

525
Q

There is no evidence of business-driven IT architecture transformation including business architecture, aligned vision and a business driven target state IT architecture.

A

Business Architecture and IT Architecture Alignment / 1. Initial

526
Q

Business architecture represents the business in the absence of any IT architecture.

A

Business Architecture and IT Architecture Alignment / 1. Initial

527
Q

The organisation is currently using traditional non-business architecture methods to develop services.

A

Business Architecture and IT Architecture Alignment / 1. Initial

528
Q

Some IT architecture investment decisions are influenced by the business architecture and relevant views.

A

Business Architecture and IT Architecture Alignment / 2. Managed

529
Q

IT architecture solutions take into consideration high-level business impact and requirements.

A

Business Architecture and IT Architecture Alignment / 2. Managed

530
Q

There is little or no involvement of business architecture in IT planning and roadmaps.

A

Business Architecture and IT Architecture Alignment / 2. Managed

531
Q

Data quality is the responsibility of IT.

A

Business Architecture and IT Architecture Alignment / 2. Managed

532
Q

IT continues to absorb technical debt in the deployment of unaligned technologies.

A

Business Architecture and IT Architecture Alignment / 2. Managed

533
Q

A transformation framework for business and IT is not deployed.

A

Business Architecture and IT Architecture Alignment / 2. Managed

534
Q

Low awareness of business / IT transformation principles.

A

Business Architecture and IT Architecture Alignment / 2. Managed

535
Q

Business ability to absorb the rate of change is not assessed.

A

Business Architecture and IT Architecture Alignment / 2. Managed

536
Q

Complexity and opportunities of decoupling and modernising application architecture components is not examined.

A

Business Architecture and IT Architecture Alignment / 2. Managed

537
Q

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

A

Business Architecture and IT Architecture Alignment / 2. Managed

538
Q

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.

A

Business Architecture and IT Architecture Alignment / 2. Managed

539
Q

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.

A

Business Architecture and IT Architecture Alignment / 2. Managed

540
Q

IT architecture decisions are influenced by reviewing the available business architectures.

A

Business Architecture and IT Architecture Alignment / 3. Defined

541
Q

Foundational alignment is challenging in the absence of robust business architecture content.

A

Business Architecture and IT Architecture Alignment / 3. Defined

542
Q

Enterprise architecture uses the foundational business architecture for application portfolio management.

A

Business Architecture and IT Architecture Alignment / 3. Defined

543
Q

Business acknowledges the challenge, difficulty and cost of supporting a broad base of technologies.

A

Business Architecture and IT Architecture Alignment / 3. Defined

544
Q

Little or no involvement of business architecture on the investment and acquisition strategy.

A

Business Architecture and IT Architecture Alignment / 3. Defined

545
Q

Some BIZBOK® Guide practices are deployed; however, all are understood in the context of the organisation.

A

Business Architecture and IT Architecture Alignment / 3. Defined

546
Q

There is a direct and clear relationship between the business architecture and IT architecture.

A

Business Architecture and IT Architecture Alignment / 3. Defined

547
Q

Business capabilities have a direct relationship to applications and business services.

A

Business Architecture and IT Architecture Alignment / 3. Defined

548
Q

Information map drives data architecture.

A

Business Architecture and IT Architecture Alignment / 3. Defined

549
Q

A robust, business centric focus is used to align to the discipline of enterprise architecture.

A

Business Architecture and IT Architecture Alignment / 3. Defined

550
Q

IT architects have begun integrated business architecture with enterprise architecture frameworks (e.g., Zachman, TOGAF, MODAF).

A

Business Architecture and IT Architecture Alignment / 3. Defined

551
Q

The business and IT architectures are fully integrated under enterprise architecture for the enterprise.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

552
Q

Business and IT mapping enables IT and business transformation planning and deployment.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

553
Q

Enterprise architecture is practiced and has formal link to project level scope.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

554
Q

Procurement strategy is influenced by an integrated business and IT architecture perspective.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

555
Q

Business architecture is influencing enterprise’s portfolio management and investment decisions.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

556
Q

Business design level views are used to design IT architecture level views.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

557
Q

Business architecture and IT architecture mapping is being used to drive scenario analysis and scope.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

558
Q

Service-oriented architecture directly supports and implements business capabilities as articulated through value streams.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

559
Q

Data architecture directly supports and implements the information map and other key aspects of business architecture.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

560
Q

IT roadmaps are business driven and designed to address systemic business challenges.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

561
Q

The four foundational components of the Business/IT Architecture Transformation FrameworkTM are adopted to articulate a well-informed viable solution roadmap.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

562
Q

IT funding is driven in part by business strategy and balanced by business priorities articulated via the business architecture.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

563
Q

Enterprise architecture integrates key aspects of strategic analysis and planning through solution deployment.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

564
Q

Business and IT architecture is providing a complete business and IT perspective to issue analysis and cost/benefit analysis.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

565
Q

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.

A

Business Architecture and IT Architecture Alignment / 4. Strategically Executed

566
Q

IT architecture fully represents and implements the business architecture.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

567
Q

Business architecture is integrated with IT capital planning and investment control.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

568
Q

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.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

569
Q

All IT architecture purchases are governed by the architecture content. Architecture design and planning activities are integrated into RFI and RFP evaluations.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

570
Q

IT architecture and related roadmaps are integrated and influenced by business strategies via business architecture.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

571
Q

Desired state IT architecture fully reflects the desired state business architecture.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

572
Q

IT is focused on delivering sustainable business value solutions

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

573
Q

Technical debt is nonexistent.

A

Business Architecture and IT Architecture Alignment / 5. Fully Integrated

CBA (12 decks)

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