Extended Blueprints

Question 1

The pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole

Answer 1

Strategy

Question 2

While central planning can be useful in laying foundational objectives for an organisation, the breadth of knowledge required to

Answer 2

Make the myriad of decisions that lead to the realisation of any strategy are too large to be taken at that level.

Question 3

Decentralised or bottom-up strategy evolution can address some of the

Answer 3

Limitations of the top- down approach.

Question 4

Bottom-up approaches tend to be slow and demonstrate little of the

Answer 4

Leadership characteristics that mark organisations that successfully pursue a strategic plan.

Question 5

This is something that any successful strategy development process must address.

Answer 5

The tension between higher-level organisational objectives and the lower-level opportunities

Question 6

Business strategy mapping is a collection of techniques that are used to enable organisations to

Answer 6

Gain visibility into the way that strategic tradeoffs are made between higher-level organisational objectives and the lower-level opportunities .

Question 7

Business strategy mapping techniques provide both a map of how decisions have been reached as a well as

Answer 7

A guide for what choices are currently under consideration.

Question 8

Taken together strategy mapping approaches can enable an organisation to ___ and come to decisions about steps to be taken to pursue key organisational objectives.

Answer 8

More effectively communicate

Question 9

Taken together strategy mapping approaches can enable an organisation to more effectively communicate and

Answer 9

Come to decisions about steps to be taken to pursue key organisational objectives.

Question 10

Many organisations operate with only the lightest level of formal strategy definition because they believe strategy

Answer 10

Stifles the innovation that is the key differentiator for their organisation.

Question 11

Many organisations have a formal strategy management group that produces plans that are integral to the executive decision making process because they believe that

Answer 11

The focus that comes from creating a unified approach to organisational change is what differentiates them.

Question 12

Strategy mapping techniques are a key element of a business architecture that relates

Answer 12

Organisational objectives and the various approaches to achieving them.

Question 13

Research has shown that organisations develop strategies through the incremental identification of:

Answer 13

What an organisation might do
What an organisation can do
What an organisation’s leadership wants to do
What an organisation should do

Question 14

Most, if not all, strategic approaches see strategy as a ___ that represent different imperatives and result in various courses of action.

Answer 14

Series of overlapping perspectives upon an organisation

Question 15

Most, if not all, strategic approaches see strategy as a series of overlapping perspectives upon an organisation that

Answer 15

Represent different imperatives and result in various courses of action.

Question 16

Strategies are only as effective as the

Answer 16

Ability of an organisation to align itself behind them.

Question 17

Gaining alignment within an organisation involves much more than simply

Answer 17

Communicating a strategy from the highest levels down to lower levels within an organisation.

Question 18

A strategic framework allows a much larger part of an organisation to

Answer 18

Understand and act on ideas about how an organisation could be aligned to deliver its objectives.

Question 19

Opening up a discussion of the implications of the strategic directives allows (1/3)

Answer 19

Strategic gaps to be identified early

Question 20

Opening up a discussion of the implications of the strategic directives allows (2/3)

Answer 20

Blockages to alignment to be located

Question 21

Opening up a discussion of the implications of the strategic directives allows (3/3)

Answer 21

The combined knowledge of a much larger organisation to be brought to bear upon a proposed approach.

Question 22

Strategies which lack a communication framework that offers deeper visibility into an organisation are likely to have limited

Answer 22

Buy-in beyond the highest levels of management.

Question 23

The most fundamental aspect of any organisation’s successful strategy work.

Answer 23

Communication

Question 24

One of the main reasons organisations fall short in the execution of the strategy is

Answer 24

The loss of fidelity of strategic objectives.

Question 25

Some estimates are that only __% of the original strategic intent makes it to the initiative implementation level.

Answer 25

50

Question 26

A strategy mapping framework formalises the strategic intents of executives and links them to

Answer 26

Specific, unambiguous, objectives which can be communicated more effectively.

Question 27

A strategic mapping framework provides a structured approach that can help organisations ___, which permits organisations to reassess ongoing initiatives incrementally against evolving objectives.

Answer 27

Incrementally adapt to changes by creating clear relationships among elements within the strategic framework

Question 28

A strategic mapping framework provides a structured approach that can help organisations incrementally adapt to changes by creating clear relationships among elements within the strategic framework, which permits

Answer 28

Organisations to reassess ongoing initiatives incrementally against evolving objectives.

Question 29

Organisations make use of various governance frameworks including __, __, and __ in order to ensure that initiatives are aligned with strategy.

Answer 29

Gated approval processes, threshold ROI analysis, and cost-benefit evaluations

Question 30

Assessment of initiatives that have already been launched is typically limited to

Answer 30

Evaluating whether milestones and cost targets have been met.

Question 31

By using a strategic mapping framework, organisations gain the ability to create governance frameworks that support

Answer 31

Regular re-evaluation of initiatives for conformance to the then-current strategic objectives.

Question 32

By tying all decisions to create or enhance capabilities into a strategy mapping framework, it becomes possible for organisations to gain better visibility into

Answer 32

Smaller investment decisions and to assure alignment with capability investment decisions at the strategic level.

Question 33

One of the greatest obstacles to achieving strategic objectives is the inability

Answer 33

To drive alignment with those objectives deep into an organisation.

Question 34

A strategy mapping framework provides the infrastructure to allow organisations to examine the linkage between the strategic objectives and the details of how those decisions are

Answer 34

Being decomposed into lower level objectives, mapped to capabilities, value streams, business units, and information concepts and pursued via initiatives.

Question 35

All strategies must begin with a definition of the set of

Answer 35

The stakeholders whose value proposition may be impacted by the strategy being defined.

Question 36

No strategy can be expected to be achieved without considering

Answer 36

The environment in which that strategy will have to operate.

Question 37

The ecosystem an organisation exists within consists of a range of different

Answer 37

External constraints and opportunities.

Question 38

The relative strength of an organization’s capabilities as compared to rival organizations

Answer 38

The environment of an organisation contains a wide variety of considerations, including: (1/6)

Question 39

Opportunities to address underserved or new market segments

Answer 39

The environment of an organisation contains a wide variety of considerations, including: (2/6)

Question 40

External directives, such as regulatory regimens

Answer 40

The environment of an organisation contains a wide variety of considerations, including: (3/6)

Question 41

Pricing power, both in regards to customers and in regards to suppliers

Answer 41

The environment of an organisation contains a wide variety of considerations, including: (4/6)

Question 42

Barriers to entry to a marketplace

Answer 42

The environment of an organisation contains a wide variety of considerations, including: (5/6)

Question 43

Opportunities to disrupt an existing market by introducing new business models driven by items such as technological innovation

Answer 43

The environment of an organisation contains a wide variety of considerations, including: (6/6)

Question 44

A business strategy is an approach that enables an organisation to preserve and increase

Answer 44

The value it delivers to its identified stakeholders.

Question 45

Value analysis is the key approach for evaluating the relative attractiveness of

Answer 45

The various strategic choices that an organisation faces.

Question 46

Value analysis goes beyond examining the

Answer 46

Simple economic exchange captured in financial transactions.

Question 47

To avoid commoditisation of an organisation’s offerings, it is essential to

Answer 47

Create strong market differentiation.

Question 48

One of the most powerful ways of achieving strong market differentiation is for an organisation to create

Answer 48

An ecosystem of value.

Question 49

As various strategies are identified, a rigorous examination of how value is generated can be used to

Answer 49

Identify capabilities that should be targeted for investment and potential partnering opportunities.

Question 50

Strategy mapping principles 1-3 in combination provide insight into what an organisation

Answer 50

Might be able to achieve.

Question 51

Determining whether an organisation can implement a particular strategy involves understanding

Answer 51

The existing capabilities within an organisation.

Question 52

A successful strategy must be able to be reached by the organisation

Answer 52

Within the timeframe defined for that strategy.

Question 53

Most organizations have a relatively small set of core capabilities that differentiate them and that there is a “__” for organizations that successfully identify these core capabilities and align their strategies to them

Answer 53

Coherence premium

Question 54

Business strategies must be tested against the core set of capabilities which an organisation possesses to determine if the strategy is

Answer 54

Reachable and coherent.

Question 55

A strategy that requires ___ is much more likely to fail.

Answer 55

Too rapid an evolution of an organisation’s capabilities

Question 56

A strategy that requires is likely to cause an organisation to result in diminished effectiveness and efficiency.

Answer 56

Investment in non-core capabilities

Question 57

This principle focuses on what an organization can achieve

Answer 57

4. Business strategies leverage and build upon existing organisational capabilities.

Question 58

A business strategy is a way of defining how an organisation intends to leverage and enhance

Answer 58

Its existing capabilities in order to deliver new differentiated value.

Question 59

A strategy is nothing more than a set of guidelines

Answer 59

For the new value proposition that is being targeted.

Question 60

In order to achieve a strategy, an organisation must launch

Answer 60

One or, more typically, many related initiatives.

Question 61

It is frequently the case that a strategy cannot be pursued by simply creating

Answer 61

An initiative designed solely for the purpose of achieving the related strategic outcomes.

Question 62

The majority of initiatives underway within an organisation are ___ focused.

Answer 62

Operationally focused rather than strategically

Question 63

These initiatives often represent the largest portion of an organisations initiative budget and often touch upon processes across a broad swatch of the organisation.

Answer 63

Operationally focused

Question 64

The relative size of operational initiatives versus strategic initiatives means that

Answer 64

Strategic outcomes must be at least partially achieved within the context of operational initiatives.

Question 65

Because strategic objectives are constantly evolving, the process of aligning operational and strategic initiatives needs to be institutionalised into

Answer 65

A continuous effort through the creation of a governance structure.

Question 66

Each initiative should be responsible for regularly ___ in order to continually realign the organisation either by modifying the initiative or triggering a re-evaluation of objectives in the strategic plan.

Answer 66

analysing and evaluating the manner in which it is pursuing its objectives

Question 67

Each initiative should be responsible for regularly analysing and evaluating the manner in which it is pursuing its objectives in order to continually

Answer 67

Realign the organisation either by modifying the initiative or triggering a re-evaluation of objectives in the strategic plan.

Question 68

The creation of a business strategy must include the evaluation of

Answer 68

How various strategic objectives interact with each other.

Question 69

The interaction between strategic objectives can be broken into two broad categories:

Answer 69

Benefits and risks.

Question 70

Projecting benefits into the future is difficult because both __, and __ make extrapolating from the current state problematic.

Answer 70

Environmental issues and market and product maturation

Question 71

High risk strategies are often successfully explored using __, __ or other similar approaches to help gauge the likelihood of the strategy succeeding before an organisation commits significant resources.

Answer 71

Pilot programs, test markets

Question 72

High risk strategies are often successfully explored using pilot programs, test markets or other similar approaches to help gauge

Answer 72

The likelihood of the strategy succeeding before an organisation commits significant resources.

Question 73

A strategic approach involves balancing the set of objectives that __ with a set of smaller, more risky objectives that offer potential greater benefits but with much lower certainty.

Answer 73

Yield incremental benefits

Question 74

A strategic approach involves balancing the set of objectives that yield incremental benefits with a set of

Answer 74

Smaller, more risky objectives that offer potential greater benefits but with much lower certainty.

Question 75

This principle focuses on what an organisation wants to do.

Answer 75

6. Business strategies represent a portfolio of approaches to pursuing objectives.

Question 76

Because it is seldom possible to directly measure progress towards strategic objectives organisations are required to develop

Answer 76

A range of measures that serve as some sort of proxy for these objectives.

Question 77

Since the achievement of strategic objectives often cannot be directly measured, it is essential that organisations develop a framework of

Answer 77

Potential measures that capture behaviours that are expected to move in concert with the desired objective.

Question 78

It is also important to take into account that measures contribute towards objectives over differing timeframes so

Answer 78

Some measures may have an immediate impact while others may only influence the objective over a period of years.

Question 79

The environment that an organisation operates within is never

Answer 79

Static.

Question 80

Because the environment is one of the primary drivers for strategy development, this implies that a strategy must be __ to address these environmental changes.

Answer 80

Dynamic

Question 81

The continuing evolution of strategy makes it essential for organisations to develop effective communication approaches to ensure that

Answer 81

Evolving strategic objectives are regularly and rapidly communicated throughout an organisation.

Question 82

While the environment is a key driver for strategic change, another important driver is

Answer 82

Organic innovation.

Question 83

This happens within an organisation when opportunities for changing the value being delivered to a community of interest are discovered outside the senior management ranks.

Answer 83

Organic innovation

Question 84

The ability to recognise and capitalise on organic innovation is essential for organisation to supplement the necessarily limited

Answer 84

Visibility into opportunities that senior management driven strategy possesses.

Question 85

In order to be successful, an organisation’s strategies must be __ and __ throughout the organisation in a timely manner.

Answer 85

Socialised and pursued

Question 86

With the rapid evolution of where competitive advantage can be found, the need to ___ and dynamically respond to changes becomes essential.

Answer 86

Effectively communicate strategy

Question 87

With the rapid evolution of where competitive advantage can be found, the need to effectively communicate strategy and ___ becomes essential.

Answer 87

Dynamically respond to changes

Question 88

Variations in how strategy is formed are driven by elements as diverse as industry and market, __, and the individuals participating in the strategy process.

Answer 88

Existing organisational capabilities

Question 89

Variations in how strategy is formed are driven by elements as diverse as __, existing organisational capabilities, and the individuals participating in the strategy process.

Answer 89

Industry and market

Question 90

Variations in how strategy is formed are driven by elements as diverse as industry and market, existing organisational capabilities, and the

Answer 90

Individuals participating in the strategy process.

Question 91

The way in which ___, how the resulting value is captured by mapping the changed value delivered to the various stakeholders, the ability of the organisation’s existing capabilities to deliver these expected outcomes, and the validation of the objectives in respect to the environment in which the organisation operates, all remain consistent.

Answer 91

Strategic objectives are decomposed into lower level objectives

Question 92

The way in which strategic objectives are decomposed into lower level objectives, ___, the ability of the organisation’s existing capabilities to deliver these expected outcomes, and the validation of the objectives in respect to the environment in which the organisation operates, all remain consistent.

Answer 92

How the resulting value is captured by mapping the changed value delivered to the various stakeholders

Question 93

The way in which strategic objectives are decomposed into lower level objectives, how the resulting value is captured by mapping the changed value delivered to the various stakeholders, ___, and the validation of the objectives in respect to the environment in which the organisation operates, all remain consistent.

Answer 93

The ability of the organisation’s existing capabilities to deliver these expected outcomes

Question 94

The way in which strategic objectives are decomposed into lower level objectives, how the resulting value is captured by mapping the changed value delivered to the various stakeholders, the ability of the organisation’s existing capabilities to deliver these expected outcomes, and the ___, all remain consistent.

Answer 94

Validation of the objectives in respect to the environment in which the organisation operates

Question 95

This principle focuses on what an organisation should do.

Answer 95

9. Business strategies are developed using a variety of analytic frameworks.

Question 96

Strategy mapping articulates a strategy in such a way that

Answer 96

It can be readily interpreted and acted upon.

Question 97

Strategy maps vary but are essentially a ___, often aligned against an organisational backdrop.

Answer 97

Graphical depiction of goals, objectives, and related courses of action

Question 98

The __, __, and __ enable strategy formulation by highlighting focal points that executives should incorporate into strategic planning efforts

Answer 98

Ansoff Product/Market Grid, SWOT analysis, and Five Forces Model

Question 99

“provides the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an explicit customer value proposition, the critical internal processes for creating and delivering the value proposition, aligned human resources, information technology, and organization culture

Answer 99

The Norton Kaplan Strategy Map

Question 100

The Norton Kaplan Strategy Map provides the ___, an explicit customer value proposition, the critical internal processes for creating and delivering the value proposition, aligned human resources, information technology, and organization culture

Answer 100

Discipline to ensure that the formulated strategy has specific objectives for shareholders and customers

Question 101

The Norton Kaplan Strategy Map provides the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, ___, the critical internal processes for creating and delivering the value proposition, aligned human resources, information technology, and organization culture

Answer 101

An explicit customer value proposition

Question 102

The Norton Kaplan Strategy Map provides the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an explicit customer value proposition, ___, aligned human resources, information technology, and organization culture

Answer 102

The critical internal processes for creating and delivering the value proposition

Question 103

The Norton Kaplan Strategy Map provides the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an explicit customer value proposition, the critical internal processes for creating and delivering the value proposition, aligned __, __, and __.

Answer 103

Human resources, information technology, and organization culture

Question 104

The Business Motivation Model (BMM) provides a mapping between the ___ needed to achieve those ends.

Answer 104

“ends” to be achieved (i.e., goals and objectives) and strategies and tactics (i.e., the “means”)

Question 105

Hoshin Kanri provides cross-mapping concepts including tying mission, goals, and objectives with

Answer 105

Action items and key performance indicators (KPIs).

Question 106

The end result of any strategic planning process, regardless of approach taken, is a clear set of __, __, and __ that management can act upon to deliver change.

Answer 106

Measurable objectives, priorities, and action items

Question 107

The “planning” approach to strategy embodies an implicit belief that

Answer 107

High level opportunities should be identified first from which plans should be developed to achieve those objectives.

Question 108

The “planning” approach to strategy reflects the focus on

Answer 108

Analysing market opportunities as the core analytic approach for strategy development.

Question 109

Ansoff Product/Market Grid suggests that organisations examine four quadrants that combine ___ axes to produce four distinct value propositions (Market Penetration, Market Development, Service/Product Development, and Diversification).

Answer 109

New Markets / Current Markets and New Products and Services / Current Products and Services

Question 110

Ansoff Product/Market Grid suggests that organisations examine four quadrants that combine New Markets / Current Markets and New Products and Services / Current Products and Services axes to produce four distinct value propositions ___.

Answer 110

Market Penetration, Market Development, Service/Product Development, and Diversification

Question 111

The Ansoff Grid provides a quick outward-facing market-oriented view of where an organisation might

Answer 111

Find potential opportunities.

Question 112

Many organisations face complex combinations of the four quadrants which this approach is unable to address.

Answer 112

Ansoff Product/Market Grid

Question 113

SWOT combines lenses for an organisation’s __ combined with an analysis of the environment (market opportunities and threats).

Answer 113

Capabilities (strengths and weaknesses)

Question 114

SWOT combines lenses for an organisation’s capabilities (strengths and weaknesses) combined with an analysis of

Answer 114

The environment (market opportunities and threats).

Question 115

It is not resilient enough to enable a strategic framework to be built that can be used to guide and govern an organisation.

Answer 115

SWOT

Question 116

Porter’s approach subdivided the competitive environment into five forces:

Answer 116

Potential Entrants, Suppliers, Buyers, Substitutes and Industry Competitors

Question 117

The Five Forces Model provides a comprehensive set of perspectives sufficient for organisations to build

Answer 117

A robust strategic framework.

Question 118

What this framework lacks is both the assessment of what an organisation can do and how the objectives of the organisation link to these perspectives.

Answer 118

The Porter Five Forces Model

Question 119

The planning approach can be contrasted with approaches that focus on __ as the core analytic concept rather than on market analysis.

Answer 119

Motivational aspects of an organisation

Question 120

Approaches that focus on motivational aspects of an organisation as the core analytic concept rather than on market analysis are sometimes referred to as

Answer 120

The “design approach” to strategy

Question 121

In “design approach” to strategy, strategy builds upon an organisation’s existing high-level objectives to

Answer 121

Provide an actionable path or set of paths towards achieving all or part of those objectives.

Question 122

Vision statements describe

Answer 122

How an organisation wants to be perceived externally

Question 123

Mission statements describe

Answer 123

The organisation’s core value proposition

Question 124

The balanced scorecard focuses on identifying top-level objectives and then finding

Answer 124

Metrics that can be used to support the achievement of those objectives.

Question 125

Lowest-level scorecards typically are __ as opposed to higher-level metrics which are often score composites of these lower-level metrics.

Answer 125

Directly observable metrics

Question 126

The balanced portion of the scorecard captures the need for objectives to ___ as well as capturing the organisation’s performance within core differentiating capabilities.

Answer 126

Represent value that is delivered to different stakeholders

Question 127

The balanced portion of the scorecard captures the need for objectives to represent value that is delivered to different stakeholders as well as capturing

Answer 127

The organisation’s performance within core differentiating capabilities.

Question 128

The strategy map has three components: ___ in the context of the competitive marketplace and the economic, legal, and societal environment.

Answer 128

An objective map; a mapping of objectives and outcomes to capabilities and value streams; and one or more analyses that evaluate the objectives and mapping

Question 129

The strategy map has three components: an objective map; a mapping of objectives and outcomes to capabilities and value streams; and one or more analyses that evaluate the objectives and mapping in the context

Answer 129

Of the competitive marketplace and the economic, legal, and societal environment.

Question 130

The core component of strategy is an objective and outcome chain in which

Answer 130

A series of actions are defined that will plausibly result in a achieving the desired objectives.

Question 131

If a timetable and resource budget are prepared for A series of actions are defined that will plausibly result in a achieving the desired objectives, it would be called

Answer 131

A “plan”

Question 132

If the “plan” is resourced and the timetable fixed, it becomes

Answer 132

A project.

Question 133

The desired outcomes of the objective maps can be

Answer 133

Estimated and become measurable objectives.

Question 134

The actual outcomes of a project can be measured and compared with the objectives to determine if __ and to identify corrective changes to the project.

Answer 134

The project is achieving the objectives of the strategy

Question 135

The actual outcomes of a project can be measured and compared with the objectives to determine if the project is achieving the objectives of the strategy and to

Answer 135

Identify corrective changes to the project.

Question 136

The top level outcome in the chain is frequently called a

Answer 136

Strategic objective

Question 137

An objective map is created with the purpose of achieving this objective.

Answer 137

Strategic objective

Question 138

These objectives are being pursued to change the “status quo” in the enterprise

Answer 138

Strategic objective

Question 139

In general, an objective map will consist of a tree-like structure, rooted at the

Answer 139

Strategic objective

Question 140

Objectives in one strategy may have outcomes that

Answer 140

Oppose desirable outcomes that are part of other strategies.

Question 141

A strategy portfolio is a collection of objectives which are linked together by outcomes that

Answer 141

Support or oppose the outcomes of other strategies.

Question 142

Objectives in a strategy will often have

Answer 142

Pre-conditions that must be met before they can be carried out.

Question 143

In the objective maps, some of the outcomes supporting one objective will

Answer 143

Satisfy the pre-conditions of another objective.

Question 144

It is not necessary to completely identify all of ___, ___, and ___.

Answer 144

The objectives and their outcomes, the support/oppose relationships between outcomes, and the preconditions for actions.

Question 145

It is typical to only identify the important initiatives (i.e., those that may be difficult to execute), __, and important oppositional/supportive relationships between outcomes.

Answer 145

The important outcomes

Question 146

It is typical to only identify __, the important outcomes, and important oppositional/supportive relationships between outcomes.

Answer 146

The important initiatives (i.e., those that may be difficult to execute)

Question 147

It is typical to only identify the important initiatives (i.e., those that may be difficult to execute), the important outcomes, and

Answer 147

Important oppositional/supportive relationships between outcomes.

Question 148

Carrying out an initiative requires

Answer 148

Resources of various types.

Question 149

The skills and information resources to carry out an initiative are likely to be found in

Answer 149

Capabilities that can execute the initiative or can perform related actions.

Question 150

Matching initiatives to capabilities allows the architect to estimate

Answer 150

The degree of change to a business that will be needed to execute the strategy.

Question 151

In many cases capabilities need to be __ or __ to enable delivery of a given strategy.

Answer 151

Improved or transformed

Question 152

Analysis of the skill and other resource requirements of an initiative and their preconditions will be essential inputs into

Answer 152

Defining the capability to be created or transformed.

Question 153

A strategy action may be

Answer 153

“Carried out” by a capability

Question 154

A capability may be “augmented to carry out”

Answer 154

A strategy action.

Question 155

a capability may be”created to carry out”

Answer 155

A strategy action.

Question 156

Capabilities that are required to direct the execution of strategic initiatives

Answer 156

Executive capabilities

Question 157

Linking an executive capability to a strategic initiative makes it clear

Answer 157

What part of the enterprise is responsible for the action.

Question 158

This is an important test of feasibility for a strategy.

Answer 158

The organisation must be able to marshal resources to support the implied additions to the capability.

Question 159

The linkage of strategic objectives to capabilities creates the signposts needed to

Answer 159

Carry out feasibility and capability analyses for the corresponding objective map.

Question 160

Linking outcomes to value elements provides information about

Answer 160

The strategic value of the outcome.

Question 161

If an outcome ___ and ___, the architect should consider whether it is strategic.

Answer 161

Has little value and does little to satisfy critical preconditions

Question 162

If an outcome is linked to a high value objective, the initiative that produces this outcome

Answer 162

Should be carefully analysed for feasibility and effectiveness

Question 163

The linkage of outcomes and value elements can be thought of as

Answer 163

Bidirectional.

Question 164

Value mapping includes a concept of ___ cross-mapping.

Answer 164

Value stream / capability

Question 165

Using this cross-mapping approach enables a more cohesive perspective on capability / initiative dependencies.

Answer 165

Value stream / capability

Question 166

Factors in the environment may __ or __ the business value of any strategy.

Answer 166

Enhance or diminish

Question 167

These factors limit the set of options that an organisation can successfully choose to pursue.

Answer 167

Environmental

Question 168

Objectives supported by strong capabilities are generally considered to be

Answer 168

Strengths.

Question 169

Outcomes with high value, such as customer loyalty, can be considered to be

Answer 169

Strengths.

Question 170

Opportunities can be related to __and indirectly to the contemplated initiatives that result in the accomplishment of them.

Answer 170

Strategic objectives

Question 171

An alternative, dynamic approach to strategy analysis.

Answer 171

Scenario planning

Question 172

In this approach, analysts imagine changes in objectives that could be taken by marketplace participants or situational changes that could happen as the consequence of an event.

Answer 172

Scenario planning

Question 173

Scenario planning can be linked to strategy maps by linking the

Answer 173

Event outcomes to the objectives of the strategy that they support.

Question 174

Most strategic failures result from __ not bad strategy (Norton / Kaplan)

Answer 174

Poor execution,

Question 175

This approach is a metric-based approach which attempts to create strategic alignment by creating a series of hierarchical “scorecards”.

Answer 175

The Balanced Scorecard

Question 176

To assure that the metrics captured a broad range of the capabilities needed by the organisation rather than becoming short-term operationally focused, Norton and Kaplan proposed that four categories of “perspectives” be used to provide a broad view of the organisation’s goals.

Answer 176

Financial, Customer, Internal Business Processes, and Learning and Growth.

Question 177

An important objective of Kaplan and Norton Strategy Maps is to enable

Answer 177

The construction of balanced scorecards.

Question 178

This approach offered the ability for strategic objectives and metrics to be married to each other, enabling organisations to better understand how the metrics they were setting as targets related to and supported the organisation’s objectives.

Answer 178

The Balanced Scorecard

Question 179

This approach does not provide a rigorous framework for how to develop and define value streams and nor does it tie them back to market decisions and environment forces.

Answer 179

The Balanced Scorecard

Question 180

__ and identifying leading and lagging measures that indicate whether or not they are being obtained is important.

Answer 180

The method of linking objectives and outcomes

Question 181

The method of linking objectives and outcomes and ___ is important.

Answer 181

Identifying leading and lagging measures that indicate whether or not they are being obtained

Question 182

A strategy without measures of accomplishment is

Answer 182

A “hope” and not a manageable strategy.

Question 183

The task for the business architect is to carry out an analysis to extract ___ from the strategy map initiatives and outcomes and to link those measures to the strategy map.

Answer 183

Positive and negative, leading and lagging measures

Question 184

BMM provides an integrated approach for tying __ to goals and objectives.

Answer 184

Strategies and tactics

Question 185

BMM provides an integrated approach for tying strategies and tactics to

Answer 185

Goals and objectives.

Question 186

BMM primarily uses a top- down approach but does not address integration with

Answer 186

Capabilities, value, and information.

Question 187

The Business Motivation Model does (1/3):

Answer 187

Identifies factors that motivate the establishing of business plans

Question 188

The Business Motivation Model does (2/3):

Answer 188

Identifies and defines the elements of business plans

Question 189

The Business Motivation Model does (3/3):

Answer 189

Indicates how all these factors and elements inter-relate.

Question 190

The BMM has three useful attributes (1/3)

Answer 190

It is simple enough for the practitioner to apply its basic precepts, even if it is not always taken literally in practice.

Question 191

The BMM has three useful attributes (2/3)

Answer 191

The BMM can be implemented or incorporated into homegrown business architecture mappings where a team could create its own mappings

Question 192

The BMM has three useful attributes (3/3)

Answer 192

It can be used by tool vendors for representing and interchanging a formal perspective on business architecture, as it is an OMG standard.

Question 193

Where BMM stumbles is in limiting the tie-in to the business ecosystem to the “referenced elements of business model defined externally”, which is limited to

Answer 193

Organisation, process, and business rule.

Question 194

In the BMM, limiting the tie-in to the business ecosystem to the “referenced elements of business model defined externally” ignores

Answer 194

Capability, value stream, and information

Question 195

Strategy mapping highlights goals and objectives along with

Answer 195

Identified actions to be taken to achieve those goals and objectives.

Question 196

If the objectives and actions can be quantified, they can then be ___, which in turn provide improved context for establishing deployment initiatives and related solutions.

Answer 196

Mapped to the impacted aspects of business architecture

Question 197

A starting point for identifying business analysis and issue resolution focal points involves

Answer 197

Key word association.

Question 198

Once capabilities are identified, they can be traced back to various __, __, and __ using capability cross-mappings.

Answer 198

Value streams, business units, and information concepts

Question 199

When a given objective touches a __, __, or __, the ripple effect may be unknown to executives.

Answer 199

Capability, value stream, or information concept

Question 200

Additional information often results in management rethinking its approach and related

Answer 200

Funding models.

Question 201

Hoshin Kanri is a strategic management and quality management technique and tool concept

Answer 201

To implement policy.

Question 202

Hoshin is Japanese for a

Answer 202

Compass, a course, a policy or a plan indicating purpose or vision.

Question 203

Kanri is Japanese for

Answer 203

Management control, which in English means policy deployment.

Question 204

The objective to the Hoshin plan is to ensure all employees in an organisation ___, and that employee objectives work together to make the goal a reality.

Answer 204

Understand the long-term goal, organisational initiatives are aligned to the strategy and goals

Question 205

The objective to the Hoshin plan is to ensure all employees in an organisation understand the long-term goal, organisational initiatives are aligned to the strategy and goals, and that

Answer 205

Employee objectives work together to make the goal a reality.

Question 206

Kanri Policy Deployment is a method of developing and aligning

Answer 206

Business objectives, annual operating plans, targets and goals.

Question 207

Policy deployment combines ___, with operational plans that also achieve short-term performance.

Answer 207

Breakthrough projects, those with the most impact on strategic direction

Question 208

Policy deployment combines breakthrough projects, those with the most impact on strategic direction, with

Answer 208

Operational plans that also achieve short-term performance.

Question 209

Policy deployment manages long-term requirements by focusing on

Answer 209

Annual plans that must be met each year to contribute to long- term strategies.

Question 210

The policy deployment process begins when senior management identifies the key issues or __ where initiatives will have their greatest impact on achieving business strategies.

Answer 210

“Breakthrough objectives”

Question 211

One of the greatest obstacles to achieving strategic objectives is the inability to

Answer 211

Drive alignment with those objectives deep into an organisation.

Question 212

The Hoshin Kanri deployment technique facilitates a guiding strategy principle:

Answer 212

Business strategies are only as good as the ability to measure progress towards them.

Question 213

Hoshin Kanri provides a basis for taking the ___ and managing the deployment of related initiatives.

Answer 213

Outcomes of a strategy mapping effort

Question 214

By creating an integrated framework for strategy, organisations enable themselves to rapidly

Answer 214

Communicate their core values and objectives.

Question 215

Using value analysis in combination with environmental evaluations allows for

Answer 215

The clear identification of the stakeholders who would benefit from pursuing objectives.

Question 216

Integration with capabilities allows ___ based upon the identified opportunities for differentiation.

Answer 216

Identification of target investment opportunities

Question 217

A course of action that is being executed or has been selected for execution

Answer 217

An initiative

Question 218

Represent the choices the organization has made about how to pursue the change that allows it to achieve its objectives

Answer 218

Initiatives

Question 219

The PMO typically has the responsibility for coordinated

Answer 219

Planning, prioritization, execution, and tracking of projects

Question 220

Tracking how well an organisation is delivering on the milestones within the various initiatives occurs by

Answer 220

Applying budgets, gathering estimates and recording actuals.

Question 221

One of the most common issues that organisations face is finding a way to judge how well the myriad of initiatives that are simultaneously underway

Answer 221

Contribute to the organisation’s strategic plan.

Question 222

In order to successfully align initiatives with an organisation’s business architecture, it is essential that an organisation have a

Answer 222

Consistent and structured approach to the governance of initiatives.

Question 223

A comprehensive approach to governing initiatives must include a way of integrating elements from

Answer 223

The strategic planning work, value and capabilities.

Question 224

Initiatives are where an organisation reconciles their strategic objectives with ___, the capabilities that will enable this, the assets and processes that will be needed or impacted and the resources and organisational elements that will be involved in the initiative.

Answer 224

Decisions about where to invest in order to produce additional value

Question 225

Initiatives are where an organisation reconciles their strategic objectives with decisions about where to invest in order to produce additional value, __, __ and __ that will be involved in the initiative.

Answer 225

The capabilities that will enable this, the assets and processes that will be needed or impacted and the resources and organisational elements

Question 226

Choices about how to organise an initiative are driven by the dependencies within

Answer 226

An organisation’s portfolio of initiatives.

Question 227

The most common reason that this linkage of initiative to strategic objectives is missed has to do with two different issues:

Answer 227

Granularity of objectives and completeness of objectives.

Question 228

For an initiative’s metric to be quantifiable it has to, at the minimum, be something

Answer 228

Achievable within the scope of that initiative.

Question 229

In order to properly link a (strategic) initiative to an objective, that objective itself needs to be

Answer 229

Further broken down into a series of sub-objectives which support the higher-level objective

Question 230

In order to properly link a (strategic) initiative to an objective, that objective itself needs

Answer 230

The rationales that define why it is believed that achieving these sub-objectives will deliver the top-level strategic objective.

Question 231

The linkage between initiatives and objectives and between levels of objectives

Answer 231

Provides a transparency to the motivations for initiatives.

Question 232

It is important to be able to determine whether the initiatives associated with an objective represent the

Answer 232

Complete picture of what has to be done to deliver the objectives.

Question 233

The failure to successfully identify the way that these other non-financial benefits contribute to an organisation make them vulnerable to one (of two) situations:

Answer 233

Initiatives that cannot be directly linked to financial benefits could be stripped of investment, which ultimately results in a competitive deficit in key capabilities

Question 234

The failure to successfully identify the way that these other non-financial benefits contribute to an organisation make them vulnerable to (one of) two situations:

Answer 234

Initiatives that deliver non-financial benefits could be proven to have no clear relationship to organisational goals and potentially represent wasted investment.

Question 235

Many initiatives are intended to expand

Answer 235

An organisation’s available portfolio of behaviours.

Question 236

In order to provide a means for organisations to rationalise the investment choices represented by these capabilities, it is essential that organisations

Answer 236

Identify the capabilities being impacted by each initiative.

Question 237

Organisations should strive to identify capabilities at a level that is granular enough that

Answer 237

They can be delivered completely within a single initiative.

Question 238

When initiatives are linked to capabilities, organisations gain a view of how investment in these capabilities

Answer 238

Is being driven across the organisation’s portfolio of initiatives.

Question 239

Linking initiatives to capabilities enables organisations to quickly cross reference whether or not the capabilities targeted as part of their strategic mapping effort

Answer 239

Align with the capabilities that are being targeted by the initiatives being undertaken.

Question 240

Using simple visualisations provides a powerful mechanism for ___ that exists within an organisation’s portfolio of initiatives.

Answer 240

Rapidly understanding and assessing the implicit investment structure

Question 241

The need to understand competing demands for assets can be an essential element of choosing

Answer 241

What is included within an organisation’s portfolio of initiatives.

Question 242

By linking asset needs to initiatives, it is possible to provide

Answer 242

Early identification of potential (investment) hotspots.

Question 243

Early identification of potential (investment) hotspots feeds into a determination of

Answer 243

Which initiatives are able to be pursued simultaneously.

Question 244

Mapping initiatives to assets provides the information needed to translate a portfolio of candidate initiatives into a set that

Answer 244

Reflects asset-related organisational constraints.

Question 245

As organisations seek to evaluate the impact of the various initiatives within their portfolio, one of the key dependencies that needs to be examined is

Answer 245

The impact upon processes.

Question 246

Having multiple initiatives impact the same process can create disruptions by forcing an organisation to reconcile

Answer 246

Multiple changes to the same activities within a short period of time.

Question 247

Multiple changes to processes in rapid succession make it impossible for an organisation to gain

Answer 247

The experience necessary to effectively execute a process.

Question 248

Process churn greatly increases

Answer 248

The likelihood of mistakes or inefficient execution of processes.

Question 249

Judgments about the timing of various initiatives can result in initiatives __ to avoid multiple disruptions within a short period

Answer 249

Needing to be staggered

Question 250

Judgments about the timing of various initiatives can result in the __ in order to minimise the number of disruptions.

Answer 250

Consolidation of efforts across multiple initiatives

Question 251

Linking initiatives to processes makes it possible to discover

Answer 251

Competing objectives.

Question 252

Linking initiatives to processes

Answer 252

Provides a powerful way of rapidly discovering and rationalising these competing demands.

Question 253

In order for an organisation to successfully monitor and govern their portfolios of initiatives, it is essential that

Answer 253

The information about the status of initiatives be readily accessible to the organisation.

Question 254

Because capabilities are a key mechanism used by organisations to identify potential investment opportunities, it is essential that

Answer 254

All such investments are mapped to the initiatives that will deliver them.

Question 255

Provides a discipline for individual initiatives that helps prevent unplanned investment.

Answer 255

Adopting the capability-to-initiative mapping

Question 256

By establishing that all investment choices within an initiative must be linked to either operational outcomes or capabilities, initiative mapping can help

Answer 256

Expose and provide control over hidden investment choices.

Question 257

Simply mapping enterprise objectives to each initiative results in a fuzzy mapping since

Answer 257

Most initiatives cannot directly contribute to objectives at the enterprise level.

Question 258

Visibility into the rationales for deliverables within initiatives makes it possible for organizations to ___ reconsider the alignment with enterprise objectives

Answer 258

More rapidly re-evaluate the investments within each initiative to

Question 259

Relationships among initiatives result in conflicts when two different initiatives pursue objectives that

Answer 259

When applied to the same target, come into conflict.

Question 260

The conflicts among various initiatives often reflect ___ among various lower level objectives.

Answer 260

The unresolved timings of deliverables

Question 261

Is an effective way of visualising how organisations deploy resources to achieve their objectives

Answer 261

Road-mapping

Question 262

Organisations deploy resources to achieve their objectives through a

Answer 262

Series of initiatives that incrementally deliver the desired outcomes over a determined time period.

Question 263

Roadmaps are generally bounded by the timeframe within which

Answer 263

Some set of enterprise objectives must be achieved.

Question 264

One of the most difficult problems that organisations face in managing their portfolio of initiatives is how to

Answer 264

Adapt that portfolio to the constantly changing demands of the organisation.

Question 265

Continuing to pursue deliverables that no longer support prioritised enterprise objectives

Answer 265

Can lead to stranded investment.

Question 266

Continuing to pursue deliverables which are no longer constrained by other elements in an organisation’s business architecture

Answer 266

Can lead to stranded investment.

Question 267

Following the objective hierarchy from their strategy map, organisations can rapidly

Answer 267

Identify existing initiatives where reassessment should be considered.

Question 268

To assure that initiative’s comprehensive organisational value, all initiatives should be

Answer 268

Linked to the set of value streams to which they contribute.

Question 269

Mapping an initiative to the value streams that it directly contributes to allows organisations to determine if

Answer 269

They have addressed all the elements required to deliver whatever new value proposition is being pursued.

Question 270

Each initiative should be specifically linked to

Answer 270

One or more objectives that the initiative will have a measurable impact upon.

Question 271

Insisting that the impact be measurable forces organisations to confront the need to break down higher level strategic organisational objectives into

Answer 271

More granular objectives that support the achievement of strategic objectives.

Question 272

Insisting that the impact be measurable forces organisations to

Answer 272

Explicitly examine the rationales behind the pursuit of these sub- objectives and makes it possible to begin to rationalise conflicting approaches.

Question 273

As organisations develop their enterprise strategy maps, they identify

Answer 273

Key capabilities that are essential to invest in to maintain differentiation.

Question 274

It is common that capabilities have interdependencies that make it impossible to

Answer 274

Simply identify the highest priority capabilities and focus efforts and investments in those areas.

Question 275

Initiatives provide a constraint-based overlay onto

Answer 275

The initial strategic objectives- driven prioritisation of which capabilities to invest in.

Question 276

In ___, the overall risk of the portfolio is reduced by balancing the selection of securities so that a portfolio can achieve the least risk for any targeted return.

Answer 276

The Modern Portfolio Theory approach

Question 277

In the Modern Portfolio Theory approach, the overall risk of the portfolio is reduced by

Answer 277

Balancing the selection of securities so that a portfolio can achieve the least risk for any targeted return.

Question 278

Composing a portfolio of initiatives is complex because the lack of a single measure

Answer 278

To evaluate value against

Question 279

Composing a portfolio of initiatives is complex because of the complex

Answer 279

Dependency structure that exists among initiatives.

Question 280

Means that organisations need to broadly integrate this work into their existing planning processes.

Answer 280

The integral nature of initiative mapping

Question 281

Once strategic objectives have been established, the next step is to develop

Answer 281

A set of potential initiatives that could deliver on the objectives.

Question 282

This linking of candidate initiatives to objectives will typically require the development of more detailed objectives in order to

Answer 282

Allow the objectives to be at a level where they can be completely achieved within the initiative.

Question 283

The candidate set of initiatives evaluation should begin with

Answer 283

A determination of whether or not the initiatives have adequately addressed the scope of impact.

Question 284

A determination of whether or not the initiatives have adequately addressed the scope of impact is accomplished by

Answer 284

Examining the impact to end-to-end value streams for these initiatives.

Question 285

Once the initial set of initiatives has been defined, the next stage of portfolio analysis involves

Answer 285

Selecting from among the various proposed initiatives.

Question 286

Selecting from among the various proposed initiatives must consider a variety of factors such as (4):

Answer 286

Alignment with objectives, value delivered, organisational constraints, and dependencies among initiatives.

Question 287

Initiative relationship maps often provide a valuable way of ___ across the candidate set of initiatives.

Answer 287

Identifying gaps and redundancies

Question 288

This technique offers an initial way of validating the candidate initiatives for a variety of factors including: coverage of objectives, hot- spots for impacts; and dependencies upon new or enhanced capabilities.

Answer 288

The initiative mapping technique

Question 289

Initiative mapping offers an initial way of validating the candidate initiatives for a variety of factors including (3):

Answer 289

Coverage of objectives, hot- spots for impacts; and dependencies upon new or enhanced capabilities.

Question 290

In order to provide support for understanding the more complex tradeoffs inherent in the portfolio composition process, a combination of

Answer 290

Visualisations and weightings should be developed.

Question 291

Dependencies exist in portfolios whenever one initiative impacts another. This can happen for a variety of reasons including (4):

Answer 291

Resource limitations
Competition among objectives
Competing needs for assets
Causally staged delivery

Question 292

An approach which integrates initiatives and their key deliverables with a time-scale that reflects dependencies.

Answer 292

Road-mapping

Question 293

Road-mapping is often used in conjunction with __ and __ to help organisations create a timeline for the availability of new or enhanced capabilities.

Answer 293

Capability mapping and initiative mapping

Question 294

Determining the timeline for delivering capabilities involves

Answer 294

A range of trade-offs.

Question 295

It is almost always more efficient to ___ rather than repeatedly creating initiatives to modify the same capability.

Answer 295

Alter an existing capability once

Question 296

This process of mapping initiatives to capabilities is typically performed using

Answer 296

Heat-map analysis.

Question 297

Heat-map analysis involves first

Answer 297

Identifying the set of capabilities upon which each candidate initiative will have an impact.

Question 298

The initial linking of capabilities and initiatives provides

Answer 298

A rough-cut of where organisations should focus their efforts.

Question 299

Using weighting schema based upon the number of initiatives impacting a capability and the amount of impact, a visualisation can be created that

Answer 299

Colour-codes which capabilities are most critical to the achievement of the various sets of initiatives.

Question 300

From this initial mapping of capabilities to candidate initiatives, it is possible for organisations to identify

Answer 300

Capabilities where there are high levels of demand for changes to particular capabilities.

Question 301

Road-mapping begins with the set of

Answer 301

Capabilities that were identified as having high demand.

Question 302

The dependencies between higher and lower level capabilities that were captured in the capability map are then layered onto the timeline is

Answer 302

The second step in capability road-mapping

Question 303

As part of the second step in capability road-mapping, the capabilities are coded to indicate

Answer 303

Which initiatives they are part of to provide an understanding of the interdependencies.

Question 304

Periodic reevaluation of an organisation’s portfolio remains a

Answer 304

Time-consuming and expensive proposition.

Question 305

Even more problematic are ___ which cannot be reevaluated the same way as new initiatives might be.

Answer 305

Long-running initiatives

Question 306

When in-flight initiatives are evaluated using initiative gating process, each evaluation includes

Answer 306

A re-examination of the existing objectives and impacts for the initiative based upon the current state of the enterprise initiative map.

Question 307

By forcing in-flight initiatives to reexamine their relationship to the initiative map at regular intervals, organisations can

Answer 307

Gain early insight to strategic drifts and choose to realign initiatives or reallocate resources

Question 308

An initiative is intended to establish a

Answer 308

New value item to be exchanged to some stakeholder or change the value of an existing value item.

Question 309

The concrete outcome that the initiative delivers.

Answer 309

The value item

Question 310

Are the way in which businesses create value and build revenue.

Answer 310

Products

Question 311

Products, like initiatives and strategies, are more volatile concepts for many businesses because products are

Answer 311

Dynamic and need to be fine- tuned, modified, or discontinued on an ongoing basis

Question 312

Products rely on their relationship to other business concepts such as __, __, and __ to provide a more complete picture of their role within a business.

Answer 312

Value streams, capabilities, and organisation

Question 313

Executives may use product mapping concepts to increase visibility across a business from a __, __ and __ perspective.

Answer 313

Product performance, investment, and synchronisation

Question 314

A good, idea, method, information, object, or service that is the end result of a process and serves as a need or want satisfier.

Answer 314

Product

Question 315

It is usually a bundle of tangible and intangible attributes (benefits, features, functions, uses) that a seller offers to a buyer for purchase.

Answer 315

Product

Question 316

An intangible product

Answer 316

Service

Question 317

The __ concept is used to group a family of products together in a meaningful way.

Answer 317

Product line

Question 318

May be based on common traits, such as life insurance or healthcare insurance, or be based on a targeted buyer

Answer 318

Product line

Question 319

One or more products that are created by a given organisation or a partner of that organisation.

Answer 319

Product line

Question 320

Product is included as a business architecture concept in order to establish clear dependencies between the concept of a product

Answer 320

And the various aspects of the business that enable the effective delivery of those goods and services to the customer

Question 321

Used to highlight specific relationships between one product and another product.

Answer 321

Product to product mapping

Question 322

This concept can also be applied to product line, where one product line is similar to another product line.

Answer 322

Product to product mapping

Question 323

Product volatility, driven by ___, requires close monitoring of the information stored within the business architecture.

Answer 323

Constantly changing market dynamics

Question 324

The business architecture is not meant to supersede ___, ___, or other in-house or third party application software that is designed specifically for product management.

Answer 324

Product design or tracking tools, bill of material technologies,

Question 325

Product is incorporated into business architecture as a way of providing visibility into the overall performance of __, __, __, __, __, and __ and other aspects of the business.

Answer 325

Business strategies, value delivery, capabilities, initiatives, business unit and third-party relationships,

Question 326

Product mapping relies on a robust foundation of __, __, __, and other mappings.

Answer 326

Value streams, capabilities, business unit

Question 327

There may be a lack of clarity in terms of how well products are being

Answer 327

Supported, delivered, or even aligned organisationally.

Question 328

Formalising product mapping provides a way of structuring the relationships of products to each other and to __, __, and __ views of the business.

Answer 328

The investments, strategies, and value delivery

Question 329

Products rely on value streams to move through

Answer 329

Various sales and service cycles.

Question 330

Providing visibility into multiple, complex products and product lines, across a multi-divisional, international business supports

Answer 330

Good product management.

Question 331

The degree of visibility offered by business architecture also offers a perspective into __, __, __, and __ mapping that a given product management executive may not have.

Answer 331

Value, capability, initiative, and strategy

Question 332

When a prospective customer views what is to be gained from a money exchange in terms of product from the organisation, the customer has an expectation that

Answer 332

A product does or does not come with certain services.

Question 333

Where ___, the mapping team will have to make the call as to whether this is a fully developed view of a product or not.

Answer 333

Value-added services are incorporated into a product offering

Question 334

Care must be taken to clearly and consistently ___ across the entire business architecture or mapping integrity issues will arise.

Answer 334

Apply the concept of product line

Question 335

As a volatile aspect of business architecture, care must be taken to not overload the business architecture with

Answer 335

Information that is best managed in alternative sources, such as a product management system.

Question 336

Products loaded into the business architecture should be

Answer 336

Unique, singular representations of products offered by the business.

Question 337

A concept that is not now and not intended ___ is not considered a product.

Answer 337

To be offered to an external party for any purpose

Question 338

A product may be in various states such as __, __, __, __ or __.

Answer 338

Conception, planning, development, launch or retirement.

Question 339

While not constraining product mapping concepts, common product mappings include product to __, __, __, __, and __.

Answer 339

Business unit, value stream, strategy, initiative, and capability.

Question 340

Product mapping leverages this same team concept but the team would be augmented by

Answer 340

Product managers, product owners, and other individuals who play a role in product definition, product creation, and product management.

Question 341

1. Determine scope up front.

Answer 341

Product Mapping Validation Guideline (1/10)

Question 342

Product is a global concept for the business as a whole and the degree of ___, ___ and ___ decreases in value when scope is artificially constrained.

Answer 342

Cost analysis, redundancy analysis, and other performance analysis

Question 343

2. Leverage existing sources of product information.

Answer 343

Product Mapping Validation Guideline (2/10)

Question 344

3. Use established product names that are readily recognised by the business.

Answer 344

Product Mapping Validation Guideline (3/10)

Question 345

__, __, __ or similar input is required to ensure that the products being represented by the business architecture reflect the current product inventory for the business.

Answer 345

Product management, brand management, product marketing,

Question 346

4. Expand the map to include third-party product offerings.

Answer 346

Product Mapping Validation Guideline (4/10)

Question 347

Third-party managed products are sold as intact products to the business’s customers, but the __ and __, at a minimum, is done by another company.

Answer 347

Product design and creation

Question 348

5. Define and leverage product grouping or family concepts.

Answer 348

Product Mapping Validation Guideline (5/10)

Question 349

6. Add additional relationships to other concepts where appropriate to expand the information being viewed.

Answer 349

Product Mapping Validation Guideline (6/10)

Question 350

7. Eliminate redundancies.

Answer 350

Product Mapping Validation Guideline (7/10)

Question 351

8. Limit attributes of product within the business architecture.

Answer 351

Product Mapping Validation Guideline (8/10)

Question 352

9. Validate the product mappings.

Answer 352

Product Mapping Validation Guideline (9/10)

Question 353

10. Maintain the integrity of product mappings.

Answer 353

Product Mapping Validation Guideline (10/10)

Question 354

__ is one of the more volatile aspects of business architecture, changing often and without a clear driver in some cases.

Answer 354

Organisation

Question 355

1. Establish a clear definition of what a product (or related concept) will be within business architecture. This definition should be generally agreed upon business- wide.

Answer 355

Basic Product Mapping (1/7)

Question 356

2. Obtain various inventory lists or product sources. We identified various sources such as a product plan or database, where such an inventory could be attained.

Answer 356

Basic Product Mapping (2/7)

Question 357

3. Determine if there is a product line concept that is either singular or multi- dimensional in nature.

Answer 357

Basic Product Mapping (3/7)

Question 358

4. Establish a simple mapping for product to product line.

Answer 358

Basic Product Mapping (4/7)

Question 359

5. If a second product line category is involved, it would need to be called product family, domain, or some other name to delineate it from the original product line.

Answer 359

Basic Product Mapping (5/7)

Question 360

6. Where there are multiple products in the same category, two fire insurance products for example, apply the concept where product is similar to product.

Answer 360

Basic Product Mapping (6/7)

Question 361

7. Establish a sample mapping for management, and review this as an approach.

Answer 361

Basic Product Mapping (7/7)

Question 362

Business strategies frequently drive the

Answer 362

Design and creation of a product, and influence product demand.

Question 363

Value streams focus on the __, __ and __ of a product from a customer satisfaction perspective.

Answer 363

Creation, delivery, and servicing

Question 364

Internal value streams serve as the focal point for __, __, or __ products.

Answer 364

Designing, assembling, or otherwise creating

Question 365

Business unit ownership of a product, where appropriate, demonstrates where one business unit

Answer 365

“Owns” a product while another business unit may “own another product”.

Question 366

Initiatives focus on ___ how that product is delivered to market.

Answer 366

Delivering a product to market or otherwise improving

Question 367

Product/initiative mapping offers a view into ___, where initiatives overlap across products or product lines

Answer 367

The investment focus being made on one or more products

Question 368

Capabilities ensure that a business has the ability and capacity to perform all aspects of

Answer 368

Work associated with product creation, delivery, and servicing.

Question 369

If a business lacks the capabilities to __, __, __ or __ a product, those capabilities must either be improved or secured through third parties.

Answer 369

Envision, create, deliver, or service

Question 370

Metrics and measures provide the analytics to ___ or other aspects of business architecture.

Answer 370

Assess how well a product is performing or if a product or product line is effectively supporting or supported by strategy, value delivery, capabilities, funding, initiatives,

Question 371

Capability mapping to product would normally be

Answer 371

Value stream-driven.

Question 372

Product mapping’s role in transformation planning is that of

Answer 372

A potential trigger point.

Question 373

Are there multiple strategies that impact this product or product line? (1/7)

Answer 373

Using the Product Map for Business Planning & Transformation

Question 374

Does a new product rollout or product change impact multiple business units? (2/7)

Answer 374

Using the Product Map for Business Planning & Transformation

Question 375

Are there any initiatives underway that are already doing work in areas related to this product or product line? (3/7)

Answer 375

Using the Product Map for Business Planning & Transformation

Question 376

Are there similar products impacted by the strategy? (4/7)

Answer 376

Using the Product Map for Business Planning & Transformation

Question 377

Which value streams and capabilities are impacted by a new product strategy? (5/7)

Answer 377

Using the Product Map for Business Planning & Transformation

Question 378

How disruptive to other projects and products would an initiative be for a give product line? (6/7)

Answer 378

Using the Product Map for Business Planning & Transformation

Question 379

Is there a business partner involved or should a business partner be involved in the work on this product? (7/7)

Answer 379

Using the Product Map for Business Planning & Transformation

Question 380

Stakeholder is reflected in concepts such as __, __, __, or __.

Answer 380

Customer, employee, agent, or partner.

Question 381

The interaction with stakeholders, which includes __ or __, are the keys to succeeding or failing as a business.

Answer 381

Being recipients of value or enablers of value delivery

Question 382

An internal or external individual or organization with a vested interest in achieving value through a particular outcome

Answer 382

Stakeholder

Question 383

Can incorporate a broad set of more granular categories that often change frequently

Answer 383

Role

Question 384

Defined at a higher level than role, is less volatile, and can evolve in more strategic or deliberate ways.

Answer 384

Stakeholder

Question 385

Are generally triggering stakeholders for various externally- and/or internally-triggered value streams (3).

Answer 385

Customer, partner, and employee

Question 386

The goal in stakeholder mapping is to ___ associated with value seeking stakeholders as well as those stakeholders who contribute to value delivery.

Answer 386

Further the understanding and improvement of the business based on various business scenarios

Question 387

The goal in stakeholder mapping is to further the understanding and improvement of the business based on various business scenarios associated with

Answer 387

Value seeking stakeholders as well as those stakeholders who contribute to value delivery.

Question 388

Stakeholder mapping provides an overview as well as a detailed understanding as to how the business delivers value to (3)

Answer 388

Customers, partners, and other third parties.

Question 389

These relationships play an important role in evaluating how to prioritise that value stream for improving or transforming the business.

Answer 389

Stakeholder / value stream

Question 390

Managing the voluminous relationships between __ and __ can quickly devolve into a complex effort, low return endeavour.

Answer 390

Stakeholder and hundreds of capabilities

Question 391

A broad category of ___ can be aligned to a given business unit or organisation.

Answer 391

External and internal stakeholders

Question 392

The stakeholder may trigger a value stream because

Answer 392

They ultimately seek the objective stated in the name of that value stream.

Question 393

The stakeholder may also participate in

Answer 393

One or more value stream stages.

Question 394

Can be triggering stakeholders of a value stream.

Answer 394

Multiple stakeholder categories

Question 395

Enable value delivery along the way.

Answer 395

Participating stakeholders

Question 396

Stakeholders usually are easiest to identify when this contextual framework is in place.

Answer 396

Value steam

Question 397

1. Identify primary external stakeholders that receive value from the business.

Answer 397

Stakeholder Mapping Step (1/14)

Question 398

2. Identify primary external stakeholders that contribute to delivering customer value.

Answer 398

Stakeholder Mapping Step (2/14)

Question 399

3. Identify primary external stakeholders that the business must report to for regulatory or similar reasons.

Answer 399

Stakeholder Mapping Step (3/14)

Question 400

4. Place each of the previously identified external stakeholders as value stream triggers where appropriate.

Answer 400

Stakeholder Mapping Step (4/14)

Question 401

5. Place each of the previously identified external stakeholders as value stream participants.

Answer 401

Stakeholder Mapping Step (5/14)

Question 402

6. Identify “Employee” as an internal stakeholder along with other internal stakeholders (and expand ) where appropriate.

Answer 402

Stakeholder Mapping Step (6/14)

Question 403

7. Identify internal stakeholders that may trigger a value stream.

Answer 403

Stakeholder Mapping Step (7/14)

Question 404

8. Identify internal stakeholders that may trigger value streams that are also externally triggered.

Answer 404

Stakeholder Mapping Step (8/14)

Question 405

9. Define each stakeholder to ensure that it is distinct.

Answer 405

Stakeholder Mapping Step (9/14)

Question 406

Define each Stakeholder in the Stakeholder Map

Answer 406

Use a one sentence definition that is derived from the corresponding capability definition or additional analysis where the capability is generalised.

Question 407

10. Formalise the mapping between the stakeholder and corresponding information concept that aligns to that stakeholder and definition.

Answer 407

Stakeholder Mapping Step (10/14)

Question 408

11. Where an information concept derived from a capability map is more generalised, such as the concept of Stakeholder, add each stakeholder category defined in prior steps as a type of Stakeholder.

Answer 408

Stakeholder Mapping Step (11/14)

Question 409

12. Map all relevant stakeholders to the value stream that the stakeholder triggers where appropriate. There may be multiple triggering stakeholders per value stream.

Answer 409

Stakeholder Mapping Step (12/14)

Question 410

13. Expand the above internal and external stakeholder mappings from triggering stakeholder to participating stakeholder.

Answer 410

Stakeholder Mapping Step (13/14)

Question 411

14. Expand stakeholder mappings where applicable to other parts of the business architecture.

Answer 411

Stakeholder Mapping Step (14/14)

Question 412

Ensure continuity of stakeholder terms and definitions across the __, __, and __.

Answer 412

Capability map, information map, and value streams.

Question 413

The information map may be used to further reflect the stakeholder types and ___ defined during stakeholder mapping.

Answer 413

Related definitions for each stakeholder category

Question 414

Capability map defines the management of a business object called __, which includes the definition of __.

Answer 414

Stakeholder

Question 415

The information map then adopts the capability defined stakeholder definition, but can expand upon it to include

Answer 415

All stakeholder categories defined during stakeholder mapping.

Question 416

Since value stream mapping often occurs prior to formalised stakeholder mapping, these stakeholder categories will likely be derived from the value stream work.

Answer 416

Triggering and participating stakeholders within the value stream.

Question 417

A critical aspect for many businesses and has particularly high visibility in heavily regulated corporate sectors and government agencies.

Answer 417

Policy

Question 418

Policy is a critical aspect for many businesses and has particularly high visibility in

Answer 418

Heavily regulated corporate sectors and government agencies.

Question 419

Plays a major role influencing strategy definition, portfolio planning, and investment.

Answer 419

Policy

Question 420

Policy plays a major role influencing (3)

Answer 420

Strategy definition, portfolio planning, and investment.

Question 421

A guiding principle used to set direction in an organisation.

Answer 421

Policy

Question 422

It can be a course of action to guide and influence decisions.

Answer 422

Policy

Question 423

It should be used as a guide to decision making under a given set of circumstances within the framework of objectives, goals, and management philosophies as determined by senior management.

Answer 423

Policy

Question 424

Policy should be used as a guide to decision making under a given set of circumstances within the framework of __, __ and __ as determined by senior management.

Answer 424

Objectives, goals, and management philosophies

Question 425

A course of principle or action adopted or proposed by a government party, business or individual.

Answer 425

Policy

Question 426

Can have many sources or origins, including government regulations, industry agreements, or internal policy-making bodies.

Answer 426

Policy

Question 427

Policy can have many sources or origins, including (3)

Answer 427

Government regulations, industry agreements, or internal policy-making bodies.

Question 428

1. Engage executives who own policy management and compliance as a starting point.

Answer 428

Policy Mapping Guideline (1/9)

Question 429

2. Clearly define what your organisation means by policy.

Answer 429

Policy Mapping Guideline (2/9)

Question 430

3. Define policy as a formal part of the business architecture, incorporating it into the overall framework

Answer 430

Policy Mapping Guideline (3/9)

Question 431

4. Ensure that there is general agreement and clear distinction as to types of policy.

Answer 431

Policy Mapping Guideline (4/9)

Question 432

5. Establish policy relationship to third party and internal stakeholders.

Answer 432

Policy Mapping Guideline (5/9)

Question 433

6. Establish policy relationship between business architecture perspectives that inform change management, conformance, and compliance.

Answer 433

Policy Mapping Guideline (6/9)

Question 434

7. Allow management demands to dictate mapping priorities.

Answer 434

Policy Mapping Guideline (7/9)

Question 435

8. Centralise the concepts of policy mapping as it benefits compliance.

Answer 435

Policy Mapping Guideline (8/9)

Question 436

9. Establish a policy mapping policy and governance structure.

Answer 436

Policy Mapping Guideline (9/9)

Question 437

Policy mapping should be accommodated under a

Answer 437

Policy Management capability

Question 438

Policy mapping should be accommodated under a Policy Management capability, which is where

Answer 438

All aspects of establishing, disseminating, or otherwise managing policy reside in a capability map.