Extended Blueprints Flashcards
1
Q
The pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole
A
Strategy
2
Q
While central planning can be useful in laying foundational objectives for an organisation, the breadth of knowledge required to
A
Make the myriad of decisions that lead to the realisation of any strategy are too large to be taken at that level.
3
Q
Decentralised or bottom-up strategy evolution can address some of the
A
Limitations of the top- down approach.
4
Q
Bottom-up approaches tend to be slow and demonstrate little of the
A
Leadership characteristics that mark organisations that successfully pursue a strategic plan.
5
Q
This is something that any successful strategy development process must address.
A
The tension between higher-level organisational objectives and the lower-level opportunities
6
Q
Business strategy mapping is a collection of techniques that are used to enable organisations to
A
Gain visibility into the way that strategic tradeoffs are made between higher-level organisational objectives and the lower-level opportunities .
7
Q
Business strategy mapping techniques provide both a map of how decisions have been reached as a well as
A
A guide for what choices are currently under consideration.
8
Q
Taken together strategy mapping approaches can enable an organisation to ___ and come to decisions about steps to be taken to pursue key organisational objectives.
A
More effectively communicate
9
Q
Taken together strategy mapping approaches can enable an organisation to more effectively communicate and
A
Come to decisions about steps to be taken to pursue key organisational objectives.
10
Q
Many organisations operate with only the lightest level of formal strategy definition because they believe strategy
A
Stifles the innovation that is the key differentiator for their organisation.
11
Q
Many organisations have a formal strategy management group that produces plans that are integral to the executive decision making process because they believe that
A
The focus that comes from creating a unified approach to organisational change is what differentiates them.
12
Q
Strategy mapping techniques are a key element of a business architecture that relates
A
Organisational objectives and the various approaches to achieving them.
13
Q
Research has shown that organisations develop strategies through the incremental identification of:
A
What an organisation might do
What an organisation can do
What an organisation’s leadership wants to do
What an organisation should do
14
Q
Most, if not all, strategic approaches see strategy as a ___ that represent different imperatives and result in various courses of action.
A
Series of overlapping perspectives upon an organisation
15
Q
Most, if not all, strategic approaches see strategy as a series of overlapping perspectives upon an organisation that
A
Represent different imperatives and result in various courses of action.
16
Q
Strategies are only as effective as the
A
Ability of an organisation to align itself behind them.
17
Q
Gaining alignment within an organisation involves much more than simply
A
Communicating a strategy from the highest levels down to lower levels within an organisation.
18
Q
A strategic framework allows a much larger part of an organisation to
A
Understand and act on ideas about how an organisation could be aligned to deliver its objectives.
19
Q
Opening up a discussion of the implications of the strategic directives allows (1/3)
A
Strategic gaps to be identified early
20
Q
Opening up a discussion of the implications of the strategic directives allows (2/3)
A
Blockages to alignment to be located
21
Q
Opening up a discussion of the implications of the strategic directives allows (3/3)
A
The combined knowledge of a much larger organisation to be brought to bear upon a proposed approach.
22
Q
Strategies which lack a communication framework that offers deeper visibility into an organisation are likely to have limited
A
Buy-in beyond the highest levels of management.
23
Q
The most fundamental aspect of any organisation’s successful strategy work.
A
Communication
24
Q
One of the main reasons organisations fall short in the execution of the strategy is
A
The loss of fidelity of strategic objectives.
25
Some estimates are that only __% of the original strategic intent makes it to the initiative implementation level.
50
26
A strategy mapping framework formalises the strategic intents of executives and links them to
Specific, unambiguous, objectives which can be communicated more effectively.
27
A strategic mapping framework provides a structured approach that can help organisations ___, which permits organisations to reassess ongoing initiatives incrementally against evolving objectives.
Incrementally adapt to changes by creating clear relationships among elements within the strategic framework
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
Organisations to reassess ongoing initiatives incrementally against evolving objectives.
29
Organisations make use of various governance frameworks including __, __, and __ in order to ensure that initiatives are aligned with strategy.
Gated approval processes, threshold ROI analysis, and cost-benefit evaluations
30
Assessment of initiatives that have already been launched is typically limited to
Evaluating whether milestones and cost targets have been met.
31
By using a strategic mapping framework, organisations gain the ability to create governance frameworks that support
Regular re-evaluation of initiatives for conformance to the then-current strategic objectives.
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
Smaller investment decisions and to assure alignment with capability investment decisions at the strategic level.
33
One of the greatest obstacles to achieving strategic objectives is the inability
To drive alignment with those objectives deep into an organisation.
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
Being decomposed into lower level objectives, mapped to capabilities, value streams, business units, and information concepts and pursued via initiatives.
35
All strategies must begin with a definition of the set of
The stakeholders whose value proposition may be impacted by the strategy being defined.
36
No strategy can be expected to be achieved without considering
The environment in which that strategy will have to operate.
37
The ecosystem an organisation exists within consists of a range of different
External constraints and opportunities.
38
The relative strength of an organization’s capabilities as compared to rival organizations
The environment of an organisation contains a wide variety of considerations, including: (1/6)
39
Opportunities to address underserved or new market segments
The environment of an organisation contains a wide variety of considerations, including: (2/6)
40
External directives, such as regulatory regimens
The environment of an organisation contains a wide variety of considerations, including: (3/6)
41
Pricing power, both in regards to customers and in regards to suppliers
The environment of an organisation contains a wide variety of considerations, including: (4/6)
42
Barriers to entry to a marketplace
The environment of an organisation contains a wide variety of considerations, including: (5/6)
43
Opportunities to disrupt an existing market by introducing new business models driven by items such as technological innovation
The environment of an organisation contains a wide variety of considerations, including: (6/6)
44
A business strategy is an approach that enables an organisation to preserve and increase
The value it delivers to its identified stakeholders.
45
Value analysis is the key approach for evaluating the relative attractiveness of
The various strategic choices that an organisation faces.
46
Value analysis goes beyond examining the
Simple economic exchange captured in financial transactions.
47
To avoid commoditisation of an organisation’s offerings, it is essential to
Create strong market differentiation.
48
One of the most powerful ways of achieving strong market differentiation is for an organisation to create
An ecosystem of value.
49
As various strategies are identified, a rigorous examination of how value is generated can be used to
Identify capabilities that should be targeted for investment and potential partnering opportunities.
50
Strategy mapping principles 1-3 in combination provide insight into what an organisation
Might be able to achieve.
51
Determining whether an organisation can implement a particular strategy involves understanding
The existing capabilities within an organisation.
52
A successful strategy must be able to be reached by the organisation
Within the timeframe defined for that strategy.
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
Coherence premium
54
Business strategies must be tested against the core set of capabilities which an organisation possesses to determine if the strategy is
Reachable and coherent.
55
A strategy that requires ___ is much more likely to fail.
Too rapid an evolution of an organisation’s capabilities
56
A strategy that requires is likely to cause an organisation to result in diminished effectiveness and efficiency.
Investment in non-core capabilities
57
This principle focuses on what an organization can achieve
4. Business strategies leverage and build upon existing organisational capabilities.
58
A business strategy is a way of defining how an organisation intends to leverage and enhance
Its existing capabilities in order to deliver new differentiated value.
59
A strategy is nothing more than a set of guidelines
For the new value proposition that is being targeted.
60
In order to achieve a strategy, an organisation must launch
One or, more typically, many related initiatives.
61
It is frequently the case that a strategy cannot be pursued by simply creating
An initiative designed solely for the purpose of achieving the related strategic outcomes.
62
The majority of initiatives underway within an organisation are ___ focused.
Operationally focused rather than strategically
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.
Operationally focused
64
The relative size of operational initiatives versus strategic initiatives means that
Strategic outcomes must be at least partially achieved within the context of operational initiatives.
65
Because strategic objectives are constantly evolving, the process of aligning operational and strategic initiatives needs to be institutionalised into
A continuous effort through the creation of a governance structure.
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.
analysing and evaluating the manner in which it is pursuing its objectives
67
Each initiative should be responsible for regularly analysing and evaluating the manner in which it is pursuing its objectives in order to continually
Realign the organisation either by modifying the initiative or triggering a re-evaluation of objectives in the strategic plan.
68
The creation of a business strategy must include the evaluation of
How various strategic objectives interact with each other.
69
The interaction between strategic objectives can be broken into two broad categories:
Benefits and risks.
70
Projecting benefits into the future is difficult because both __, and __ make extrapolating from the current state problematic.
Environmental issues and market and product maturation
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.
Pilot programs, test markets
72
High risk strategies are often successfully explored using pilot programs, test markets or other similar approaches to help gauge
The likelihood of the strategy succeeding before an organisation commits significant resources.
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.
Yield incremental benefits
74
A strategic approach involves balancing the set of objectives that yield incremental benefits with a set of
Smaller, more risky objectives that offer potential greater benefits but with much lower certainty.
75
This principle focuses on what an organisation wants to do.
6. Business strategies represent a portfolio of approaches to pursuing objectives.
76
Because it is seldom possible to directly measure progress towards strategic objectives organisations are required to develop
A range of measures that serve as some sort of proxy for these objectives.
77
Since the achievement of strategic objectives often cannot be directly measured, it is essential that organisations develop a framework of
Potential measures that capture behaviours that are expected to move in concert with the desired objective.
78
It is also important to take into account that measures contribute towards objectives over differing timeframes so
Some measures may have an immediate impact while others may only influence the objective over a period of years.
79
The environment that an organisation operates within is never
Static.
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.
Dynamic
81
The continuing evolution of strategy makes it essential for organisations to develop effective communication approaches to ensure that
Evolving strategic objectives are regularly and rapidly communicated throughout an organisation.
82
While the environment is a key driver for strategic change, another important driver is
Organic innovation.
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.
Organic innovation
84
The ability to recognise and capitalise on organic innovation is essential for organisation to supplement the necessarily limited
Visibility into opportunities that senior management driven strategy possesses.
85
In order to be successful, an organisation’s strategies must be __ and __ throughout the organisation in a timely manner.
Socialised and pursued
86
With the rapid evolution of where competitive advantage can be found, the need to ___ and dynamically respond to changes becomes essential.
Effectively communicate strategy
87
With the rapid evolution of where competitive advantage can be found, the need to effectively communicate strategy and ___ becomes essential.
Dynamically respond to changes
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.
Existing organisational capabilities
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.
Industry and market
90
Variations in how strategy is formed are driven by elements as diverse as industry and market, existing organisational capabilities, and the
Individuals participating in the strategy process.
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.
Strategic objectives are decomposed into lower level objectives
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.
How the resulting value is captured by mapping the changed value delivered to the various stakeholders
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.
The ability of the organisation’s existing capabilities to deliver these expected outcomes
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.
Validation of the objectives in respect to the environment in which the organisation operates
95
This principle focuses on what an organisation should do.
9. Business strategies are developed using a variety of analytic frameworks.
96
Strategy mapping articulates a strategy in such a way that
It can be readily interpreted and acted upon.
97
Strategy maps vary but are essentially a ___, often aligned against an organisational backdrop.
Graphical depiction of goals, objectives, and related courses of action
98
The __, __, and __ enable strategy formulation by highlighting focal points that executives should incorporate into strategic planning efforts
Ansoff Product/Market Grid, SWOT analysis, and Five Forces Model
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
The Norton Kaplan Strategy Map
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
Discipline to ensure that the formulated strategy has specific objectives for shareholders and customers
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
An explicit customer value proposition
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
The critical internal processes for creating and delivering the value proposition
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 __.
Human resources, information technology, and organization culture
104
The Business Motivation Model (BMM) provides a mapping between the ___ needed to achieve those ends.
“ends” to be achieved (i.e., goals and objectives) and strategies and tactics (i.e., the “means”)
105
Hoshin Kanri provides cross-mapping concepts including tying mission, goals, and objectives with
Action items and key performance indicators (KPIs).
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.
Measurable objectives, priorities, and action items
107
The “planning” approach to strategy embodies an implicit belief that
High level opportunities should be identified first from which plans should be developed to achieve those objectives.
108
The “planning” approach to strategy reflects the focus on
Analysing market opportunities as the core analytic approach for strategy development.
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).
New Markets / Current Markets and New Products and Services / Current Products and Services
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 ___.
Market Penetration, Market Development, Service/Product Development, and Diversification
111
The Ansoff Grid provides a quick outward-facing market-oriented view of where an organisation might
Find potential opportunities.
112
Many organisations face complex combinations of the four quadrants which this approach is unable to address.
Ansoff Product/Market Grid
113
SWOT combines lenses for an organisation’s __ combined with an analysis of the environment (market opportunities and threats).
Capabilities (strengths and weaknesses)
114
SWOT combines lenses for an organisation’s capabilities (strengths and weaknesses) combined with an analysis of
The environment (market opportunities and threats).
115
It is not resilient enough to enable a strategic framework to be built that can be used to guide and govern an organisation.
SWOT
116
Porter’s approach subdivided the competitive environment into five forces:
Potential Entrants, Suppliers, Buyers, Substitutes and Industry Competitors
117
The Five Forces Model provides a comprehensive set of perspectives sufficient for organisations to build
A robust strategic framework.
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.
The Porter Five Forces Model
119
The planning approach can be contrasted with approaches that focus on __ as the core analytic concept rather than on market analysis.
Motivational aspects of an organisation
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
The “design approach” to strategy
121
In “design approach” to strategy, strategy builds upon an organisation’s existing high-level objectives to
Provide an actionable path or set of paths towards achieving all or part of those objectives.
122
Vision statements describe
How an organisation wants to be perceived externally
123
Mission statements describe
The organisation’s core value proposition
124
The balanced scorecard focuses on identifying top-level objectives and then finding
Metrics that can be used to support the achievement of those objectives.
125
Lowest-level scorecards typically are __ as opposed to higher-level metrics which are often score composites of these lower-level metrics.
Directly observable metrics
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.
Represent value that is delivered to different stakeholders
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
The organisation’s performance within core differentiating capabilities.
128
The strategy map has three components: ___ in the context of the competitive marketplace and the economic, legal, and societal environment.
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
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
Of the competitive marketplace and the economic, legal, and societal environment.
130
The core component of strategy is an objective and outcome chain in which
A series of actions are defined that will plausibly result in a achieving the desired objectives.
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
A "plan"
132
If the "plan" is resourced and the timetable fixed, it becomes
A project.
133
The desired outcomes of the objective maps can be
Estimated and become measurable objectives.
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.
The project is achieving the objectives of the strategy
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
Identify corrective changes to the project.
136
The top level outcome in the chain is frequently called a
Strategic objective
137
An objective map is created with the purpose of achieving this objective.
Strategic objective
138
These objectives are being pursued to change the "status quo" in the enterprise
Strategic objective
139
In general, an objective map will consist of a tree-like structure, rooted at the
Strategic objective
140
Objectives in one strategy may have outcomes that
Oppose desirable outcomes that are part of other strategies.
141
A strategy portfolio is a collection of objectives which are linked together by outcomes that
Support or oppose the outcomes of other strategies.
142
Objectives in a strategy will often have
Pre-conditions that must be met before they can be carried out.
143
In the objective maps, some of the outcomes supporting one objective will
Satisfy the pre-conditions of another objective.
144
It is not necessary to completely identify all of ___, ___, and ___.
The objectives and their outcomes, the support/oppose relationships between outcomes, and the preconditions for actions.
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.
The important outcomes
146
It is typical to only identify __, the important outcomes, and important oppositional/supportive relationships between outcomes.
The important initiatives (i.e., those that may be difficult to execute)
147
It is typical to only identify the important initiatives (i.e., those that may be difficult to execute), the important outcomes, and
Important oppositional/supportive relationships between outcomes.
148
Carrying out an initiative requires
Resources of various types.
149
The skills and information resources to carry out an initiative are likely to be found in
Capabilities that can execute the initiative or can perform related actions.
150
Matching initiatives to capabilities allows the architect to estimate
The degree of change to a business that will be needed to execute the strategy.
151
In many cases capabilities need to be __ or __ to enable delivery of a given strategy.
Improved or transformed
152
Analysis of the skill and other resource requirements of an initiative and their preconditions will be essential inputs into
Defining the capability to be created or transformed.
153
A strategy action may be
"Carried out" by a capability
154
A capability may be "augmented to carry out"
A strategy action.
155
a capability may be"created to carry out"
A strategy action.
156
Capabilities that are required to direct the execution of strategic initiatives
Executive capabilities
157
Linking an executive capability to a strategic initiative makes it clear
What part of the enterprise is responsible for the action.
158
This is an important test of feasibility for a strategy.
The organisation must be able to marshal resources to support the implied additions to the capability.
159
The linkage of strategic objectives to capabilities creates the signposts needed to
Carry out feasibility and capability analyses for the corresponding objective map.
160
Linking outcomes to value elements provides information about
The strategic value of the outcome.
161
If an outcome ___ and ___, the architect should consider whether it is strategic.
Has little value and does little to satisfy critical preconditions
162
If an outcome is linked to a high value objective, the initiative that produces this outcome
Should be carefully analysed for feasibility and effectiveness
163
The linkage of outcomes and value elements can be thought of as
Bidirectional.
164
Value mapping includes a concept of ___ cross-mapping.
Value stream / capability
165
Using this cross-mapping approach enables a more cohesive perspective on capability / initiative dependencies.
Value stream / capability
166
Factors in the environment may __ or __ the business value of any strategy.
Enhance or diminish
167
These factors limit the set of options that an organisation can successfully choose to pursue.
Environmental
168
Objectives supported by strong capabilities are generally considered to be
Strengths.
169
Outcomes with high value, such as customer loyalty, can be considered to be
Strengths.
170
Opportunities can be related to __and indirectly to the contemplated initiatives that result in the accomplishment of them.
Strategic objectives
171
An alternative, dynamic approach to strategy analysis.
Scenario planning
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.
Scenario planning
173
Scenario planning can be linked to strategy maps by linking the
Event outcomes to the objectives of the strategy that they support.
174
Most strategic failures result from __ not bad strategy (Norton / Kaplan)
Poor execution,
175
This approach is a metric-based approach which attempts to create strategic alignment by creating a series of hierarchical “scorecards”.
The Balanced Scorecard
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.
Financial, Customer, Internal Business Processes, and Learning and Growth.
177
An important objective of Kaplan and Norton Strategy Maps is to enable
The construction of balanced scorecards.
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.
The Balanced Scorecard
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.
The Balanced Scorecard
180
__ and identifying leading and lagging measures that indicate whether or not they are being obtained is important.
The method of linking objectives and outcomes
181
The method of linking objectives and outcomes and ___ is important.
Identifying leading and lagging measures that indicate whether or not they are being obtained
182
A strategy without measures of accomplishment is
A "hope" and not a manageable strategy.
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.
Positive and negative, leading and lagging measures
184
BMM provides an integrated approach for tying __ to goals and objectives.
Strategies and tactics
185
BMM provides an integrated approach for tying strategies and tactics to
Goals and objectives.
186
BMM primarily uses a top- down approach but does not address integration with
Capabilities, value, and information.
187
The Business Motivation Model does (1/3):
Identifies factors that motivate the establishing of business plans
188
The Business Motivation Model does (2/3):
Identifies and defines the elements of business plans
189
The Business Motivation Model does (3/3):
Indicates how all these factors and elements inter-relate.
190
The BMM has three useful attributes (1/3)
It is simple enough for the practitioner to apply its basic precepts, even if it is not always taken literally in practice.
191
The BMM has three useful attributes (2/3)
The BMM can be implemented or incorporated into homegrown business architecture mappings where a team could create its own mappings
192
The BMM has three useful attributes (3/3)
It can be used by tool vendors for representing and interchanging a formal perspective on business architecture, as it is an OMG standard.
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
Organisation, process, and business rule.
194
In the BMM, limiting the tie-in to the business ecosystem to the “referenced elements of business model defined externally” ignores
Capability, value stream, and information
195
Strategy mapping highlights goals and objectives along with
Identified actions to be taken to achieve those goals and objectives.
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.
Mapped to the impacted aspects of business architecture
197
A starting point for identifying business analysis and issue resolution focal points involves
Key word association.
198
Once capabilities are identified, they can be traced back to various __, __, and __ using capability cross-mappings.
Value streams, business units, and information concepts
199
When a given objective touches a __, __, or __, the ripple effect may be unknown to executives.
Capability, value stream, or information concept
200
Additional information often results in management rethinking its approach and related
Funding models.
201
Hoshin Kanri is a strategic management and quality management technique and tool concept
To implement policy.
202
Hoshin is Japanese for a
Compass, a course, a policy or a plan indicating purpose or vision.
203
Kanri is Japanese for
Management control, which in English means policy deployment.
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.
Understand the long-term goal, organisational initiatives are aligned to the strategy and goals
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
Employee objectives work together to make the goal a reality.
206
Kanri Policy Deployment is a method of developing and aligning
Business objectives, annual operating plans, targets and goals.
207
Policy deployment combines ___, with operational plans that also achieve short-term performance.
Breakthrough projects, those with the most impact on strategic direction
208
Policy deployment combines breakthrough projects, those with the most impact on strategic direction, with
Operational plans that also achieve short-term performance.
209
Policy deployment manages long-term requirements by focusing on
Annual plans that must be met each year to contribute to long- term strategies.
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.
“Breakthrough objectives”
211
One of the greatest obstacles to achieving strategic objectives is the inability to
Drive alignment with those objectives deep into an organisation.
212
The Hoshin Kanri deployment technique facilitates a guiding strategy principle:
Business strategies are only as good as the ability to measure progress towards them.
213
Hoshin Kanri provides a basis for taking the ___ and managing the deployment of related initiatives.
Outcomes of a strategy mapping effort
214
By creating an integrated framework for strategy, organisations enable themselves to rapidly
Communicate their core values and objectives.
215
Using value analysis in combination with environmental evaluations allows for
The clear identification of the stakeholders who would benefit from pursuing objectives.
216
Integration with capabilities allows ___ based upon the identified opportunities for differentiation.
Identification of target investment opportunities
217
A course of action that is being executed or has been selected for execution
An initiative
218
Represent the choices the organization has made about how to pursue the change that allows it to achieve its objectives
Initiatives
219
The PMO typically has the responsibility for coordinated
Planning, prioritization, execution, and tracking of projects
220
Tracking how well an organisation is delivering on the milestones within the various initiatives occurs by
Applying budgets, gathering estimates and recording actuals.
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
Contribute to the organisation’s strategic plan.
222
In order to successfully align initiatives with an organisation’s business architecture, it is essential that an organisation have a
Consistent and structured approach to the governance of initiatives.
223
A comprehensive approach to governing initiatives must include a way of integrating elements from
The strategic planning work, value and capabilities.
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.
Decisions about where to invest in order to produce additional value
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.
The capabilities that will enable this, the assets and processes that will be needed or impacted and the resources and organisational elements
226
Choices about how to organise an initiative are driven by the dependencies within
An organisation’s portfolio of initiatives.
227
The most common reason that this linkage of initiative to strategic objectives is missed has to do with two different issues:
Granularity of objectives and completeness of objectives.
228
For an initiative’s metric to be quantifiable it has to, at the minimum, be something
Achievable within the scope of that initiative.
229
In order to properly link a (strategic) initiative to an objective, that objective itself needs to be
Further broken down into a series of sub-objectives which support the higher-level objective
230
In order to properly link a (strategic) initiative to an objective, that objective itself needs
The rationales that define why it is believed that achieving these sub-objectives will deliver the top-level strategic objective.
231
The linkage between initiatives and objectives and between levels of objectives
Provides a transparency to the motivations for initiatives.
232
It is important to be able to determine whether the initiatives associated with an objective represent the
Complete picture of what has to be done to deliver the objectives.
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:
Initiatives that cannot be directly linked to financial benefits could be stripped of investment, which ultimately results in a competitive deficit in key capabilities
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:
Initiatives that deliver non-financial benefits could be proven to have no clear relationship to organisational goals and potentially represent wasted investment.
235
Many initiatives are intended to expand
An organisation’s available portfolio of behaviours.
236
In order to provide a means for organisations to rationalise the investment choices represented by these capabilities, it is essential that organisations
Identify the capabilities being impacted by each initiative.
237
Organisations should strive to identify capabilities at a level that is granular enough that
They can be delivered completely within a single initiative.
238
When initiatives are linked to capabilities, organisations gain a view of how investment in these capabilities
Is being driven across the organisation’s portfolio of initiatives.
239
Linking initiatives to capabilities enables organisations to quickly cross reference whether or not the capabilities targeted as part of their strategic mapping effort
Align with the capabilities that are being targeted by the initiatives being undertaken.
240
Using simple visualisations provides a powerful mechanism for ___ that exists within an organisation’s portfolio of initiatives.
Rapidly understanding and assessing the implicit investment structure
241
The need to understand competing demands for assets can be an essential element of choosing
What is included within an organisation’s portfolio of initiatives.
242
By linking asset needs to initiatives, it is possible to provide
Early identification of potential (investment) hotspots.
243
Early identification of potential (investment) hotspots feeds into a determination of
Which initiatives are able to be pursued simultaneously.
244
Mapping initiatives to assets provides the information needed to translate a portfolio of candidate initiatives into a set that
Reflects asset-related organisational constraints.
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
The impact upon processes.
246
Having multiple initiatives impact the same process can create disruptions by forcing an organisation to reconcile
Multiple changes to the same activities within a short period of time.
247
Multiple changes to processes in rapid succession make it impossible for an organisation to gain
The experience necessary to effectively execute a process.
248
Process churn greatly increases
The likelihood of mistakes or inefficient execution of processes.
249
Judgments about the timing of various initiatives can result in initiatives __ to avoid multiple disruptions within a short period
Needing to be staggered
250
Judgments about the timing of various initiatives can result in the __ in order to minimise the number of disruptions.
Consolidation of efforts across multiple initiatives
251
Linking initiatives to processes makes it possible to discover
Competing objectives.
252
Linking initiatives to processes
Provides a powerful way of rapidly discovering and rationalising these competing demands.
253
In order for an organisation to successfully monitor and govern their portfolios of initiatives, it is essential that
The information about the status of initiatives be readily accessible to the organisation.
254
Because capabilities are a key mechanism used by organisations to identify potential investment opportunities, it is essential that
All such investments are mapped to the initiatives that will deliver them.
255
Provides a discipline for individual initiatives that helps prevent unplanned investment.
Adopting the capability-to-initiative mapping
256
By establishing that all investment choices within an initiative must be linked to either operational outcomes or capabilities, initiative mapping can help
Expose and provide control over hidden investment choices.
257
Simply mapping enterprise objectives to each initiative results in a fuzzy mapping since
Most initiatives cannot directly contribute to objectives at the enterprise level.
258
Visibility into the rationales for deliverables within initiatives makes it possible for organizations to ___ reconsider the alignment with enterprise objectives
More rapidly re-evaluate the investments within each initiative to
259
Relationships among initiatives result in conflicts when two different initiatives pursue objectives that
When applied to the same target, come into conflict.
260
The conflicts among various initiatives often reflect ___ among various lower level objectives.
The unresolved timings of deliverables
261
Is an effective way of visualising how organisations deploy resources to achieve their objectives
Road-mapping
262
Organisations deploy resources to achieve their objectives through a
Series of initiatives that incrementally deliver the desired outcomes over a determined time period.
263
Roadmaps are generally bounded by the timeframe within which
Some set of enterprise objectives must be achieved.
264
One of the most difficult problems that organisations face in managing their portfolio of initiatives is how to
Adapt that portfolio to the constantly changing demands of the organisation.
265
Continuing to pursue deliverables that no longer support prioritised enterprise objectives
Can lead to stranded investment.
266
Continuing to pursue deliverables which are no longer constrained by other elements in an organisation’s business architecture
Can lead to stranded investment.
267
Following the objective hierarchy from their strategy map, organisations can rapidly
Identify existing initiatives where reassessment should be considered.
268
To assure that initiative’s comprehensive organisational value, all initiatives should be
Linked to the set of value streams to which they contribute.
269
Mapping an initiative to the value streams that it directly contributes to allows organisations to determine if
They have addressed all the elements required to deliver whatever new value proposition is being pursued.
270
Each initiative should be specifically linked to
One or more objectives that the initiative will have a measurable impact upon.
271
Insisting that the impact be measurable forces organisations to confront the need to break down higher level strategic organisational objectives into
More granular objectives that support the achievement of strategic objectives.
272
Insisting that the impact be measurable forces organisations to
Explicitly examine the rationales behind the pursuit of these sub- objectives and makes it possible to begin to rationalise conflicting approaches.
273
As organisations develop their enterprise strategy maps, they identify
Key capabilities that are essential to invest in to maintain differentiation.
274
It is common that capabilities have interdependencies that make it impossible to
Simply identify the highest priority capabilities and focus efforts and investments in those areas.
275
Initiatives provide a constraint-based overlay onto
The initial strategic objectives- driven prioritisation of which capabilities to invest in.
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.
The Modern Portfolio Theory approach
277
In the Modern Portfolio Theory approach, 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.
278
Composing a portfolio of initiatives is complex because the lack of a single measure
To evaluate value against
279
Composing a portfolio of initiatives is complex because of the complex
Dependency structure that exists among initiatives.
280
Means that organisations need to broadly integrate this work into their existing planning processes.
The integral nature of initiative mapping
281
Once strategic objectives have been established, the next step is to develop
A set of potential initiatives that could deliver on the objectives.
282
This linking of candidate initiatives to objectives will typically require the development of more detailed objectives in order to
Allow the objectives to be at a level where they can be completely achieved within the initiative.
283
The candidate set of initiatives evaluation should begin with
A determination of whether or not the initiatives have adequately addressed the scope of impact.
284
A determination of whether or not the initiatives have adequately addressed the scope of impact is accomplished by
Examining the impact to end-to-end value streams for these initiatives.
285
Once the initial set of initiatives has been defined, the next stage of portfolio analysis involves
Selecting from among the various proposed initiatives.
286
Selecting from among the various proposed initiatives must consider a variety of factors such as (4):
Alignment with objectives, value delivered, organisational constraints, and dependencies among initiatives.
287
Initiative relationship maps often provide a valuable way of ___ across the candidate set of initiatives.
Identifying gaps and redundancies
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.
The initiative mapping technique
289
Initiative mapping offers an initial way of validating the candidate initiatives for a variety of factors including (3):
Coverage of objectives, hot- spots for impacts; and dependencies upon new or enhanced capabilities.
290
In order to provide support for understanding the more complex tradeoffs inherent in the portfolio composition process, a combination of
Visualisations and weightings should be developed.
291
Dependencies exist in portfolios whenever one initiative impacts another. This can happen for a variety of reasons including (4):
Resource limitations
Competition among objectives
Competing needs for assets
Causally staged delivery
292
An approach which integrates initiatives and their key deliverables with a time-scale that reflects dependencies.
Road-mapping
293
Road-mapping is often used in conjunction with __ and __ to help organisations create a timeline for the availability of new or enhanced capabilities.
Capability mapping and initiative mapping
294
Determining the timeline for delivering capabilities involves
A range of trade-offs.
295
It is almost always more efficient to ___ rather than repeatedly creating initiatives to modify the same capability.
Alter an existing capability once
296
This process of mapping initiatives to capabilities is typically performed using
Heat-map analysis.
297
Heat-map analysis involves first
Identifying the set of capabilities upon which each candidate initiative will have an impact.
298
The initial linking of capabilities and initiatives provides
A rough-cut of where organisations should focus their efforts.
299
Using weighting schema based upon the number of initiatives impacting a capability and the amount of impact, a visualisation can be created that
Colour-codes which capabilities are most critical to the achievement of the various sets of initiatives.
300
From this initial mapping of capabilities to candidate initiatives, it is possible for organisations to identify
Capabilities where there are high levels of demand for changes to particular capabilities.
301
Road-mapping begins with the set of
Capabilities that were identified as having high demand.
302
The dependencies between higher and lower level capabilities that were captured in the capability map are then layered onto the timeline is
The second step in capability road-mapping
303
As part of the second step in capability road-mapping, the capabilities are coded to indicate
Which initiatives they are part of to provide an understanding of the interdependencies.
304
Periodic reevaluation of an organisation’s portfolio remains a
Time-consuming and expensive proposition.
305
Even more problematic are ___ which cannot be reevaluated the same way as new initiatives might be.
Long-running initiatives
306
When in-flight initiatives are evaluated using initiative gating process, each evaluation includes
A re-examination of the existing objectives and impacts for the initiative based upon the current state of the enterprise initiative map.
307
By forcing in-flight initiatives to reexamine their relationship to the initiative map at regular intervals, organisations can
Gain early insight to strategic drifts and choose to realign initiatives or reallocate resources
308
An initiative is intended to establish a
New value item to be exchanged to some stakeholder or change the value of an existing value item.
309
The concrete outcome that the initiative delivers.
The value item
310
Are the way in which businesses create value and build revenue.
Products
311
Products, like initiatives and strategies, are more volatile concepts for many businesses because products are
Dynamic and need to be fine- tuned, modified, or discontinued on an ongoing basis
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.
Value streams, capabilities, and organisation
313
Executives may use product mapping concepts to increase visibility across a business from a __, __ and __ perspective.
Product performance, investment, and synchronisation
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.
Product
315
It is usually a bundle of tangible and intangible attributes (benefits, features, functions, uses) that a seller offers to a buyer for purchase.
Product
316
An intangible product
Service
317
The __ concept is used to group a family of products together in a meaningful way.
Product line
318
May be based on common traits, such as life insurance or healthcare insurance, or be based on a targeted buyer
Product line
319
One or more products that are created by a given organisation or a partner of that organisation.
Product line
320
Product is included as a business architecture concept in order to establish clear dependencies between the concept of a product
And the various aspects of the business that enable the effective delivery of those goods and services to the customer
321
Used to highlight specific relationships between one product and another product.
Product to product mapping
322
This concept can also be applied to product line, where one product line is similar to another product line.
Product to product mapping
323
Product volatility, driven by ___, requires close monitoring of the information stored within the business architecture.
Constantly changing market dynamics
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.
Product design or tracking tools, bill of material technologies,
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.
Business strategies, value delivery, capabilities, initiatives, business unit and third-party relationships,
326
Product mapping relies on a robust foundation of __, __, __, and other mappings.
Value streams, capabilities, business unit
327
There may be a lack of clarity in terms of how well products are being
Supported, delivered, or even aligned organisationally.
328
Formalising product mapping provides a way of structuring the relationships of products to each other and to __, __, and __ views of the business.
The investments, strategies, and value delivery
329
Products rely on value streams to move through
Various sales and service cycles.
330
Providing visibility into multiple, complex products and product lines, across a multi-divisional, international business supports
Good product management.
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.
Value, capability, initiative, and strategy
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
A product does or does not come with certain services.
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.
Value-added services are incorporated into a product offering
334
Care must be taken to clearly and consistently ___ across the entire business architecture or mapping integrity issues will arise.
Apply the concept of product line
335
As a volatile aspect of business architecture, care must be taken to not overload the business architecture with
Information that is best managed in alternative sources, such as a product management system.
336
Products loaded into the business architecture should be
Unique, singular representations of products offered by the business.
337
A concept that is not now and not intended ___ is not considered a product.
To be offered to an external party for any purpose
338
A product may be in various states such as __, __, __, __ or __.
Conception, planning, development, launch or retirement.
339
While not constraining product mapping concepts, common product mappings include product to __, __, __, __, and __.
Business unit, value stream, strategy, initiative, and capability.
340
Product mapping leverages this same team concept but the team would be augmented by
Product managers, product owners, and other individuals who play a role in product definition, product creation, and product management.
341
1. Determine scope up front.
Product Mapping Validation Guideline (1/10)
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.
Cost analysis, redundancy analysis, and other performance analysis
343
2. Leverage existing sources of product information.
Product Mapping Validation Guideline (2/10)
344
3. Use established product names that are readily recognised by the business.
Product Mapping Validation Guideline (3/10)
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.
Product management, brand management, product marketing,
346
4. Expand the map to include third-party product offerings.
Product Mapping Validation Guideline (4/10)
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.
Product design and creation
348
5. Define and leverage product grouping or family concepts.
Product Mapping Validation Guideline (5/10)
349
6. Add additional relationships to other concepts where appropriate to expand the information being viewed.
Product Mapping Validation Guideline (6/10)
350
7. Eliminate redundancies.
Product Mapping Validation Guideline (7/10)
351
8. Limit attributes of product within the business architecture.
Product Mapping Validation Guideline (8/10)
352
9. Validate the product mappings.
Product Mapping Validation Guideline (9/10)
353
10. Maintain the integrity of product mappings.
Product Mapping Validation Guideline (10/10)
354
__ is one of the more volatile aspects of business architecture, changing often and without a clear driver in some cases.
Organisation
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.
Basic Product Mapping (1/7)
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.
Basic Product Mapping (2/7)
357
3. Determine if there is a product line concept that is either singular or multi- dimensional in nature.
Basic Product Mapping (3/7)
358
4. Establish a simple mapping for product to product line.
Basic Product Mapping (4/7)
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.
Basic Product Mapping (5/7)
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.
Basic Product Mapping (6/7)
361
7. Establish a sample mapping for management, and review this as an approach.
Basic Product Mapping (7/7)
362
Business strategies frequently drive the
Design and creation of a product, and influence product demand.
363
Value streams focus on the __, __ and __ of a product from a customer satisfaction perspective.
Creation, delivery, and servicing
364
Internal value streams serve as the focal point for __, __, or __ products.
Designing, assembling, or otherwise creating
365
Business unit ownership of a product, where appropriate, demonstrates where one business unit
"Owns" a product while another business unit may "own another product".
366
Initiatives focus on ___ how that product is delivered to market.
Delivering a product to market or otherwise improving
367
Product/initiative mapping offers a view into ___, where initiatives overlap across products or product lines
The investment focus being made on one or more products
368
Capabilities ensure that a business has the ability and capacity to perform all aspects of
Work associated with product creation, delivery, and servicing.
369
If a business lacks the capabilities to __, __, __ or __ a product, those capabilities must either be improved or secured through third parties.
Envision, create, deliver, or service
370
Metrics and measures provide the analytics to ___ or other aspects of business architecture.
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,
371
Capability mapping to product would normally be
Value stream-driven.
372
Product mapping’s role in transformation planning is that of
A potential trigger point.
373
Are there multiple strategies that impact this product or product line? (1/7)
Using the Product Map for Business Planning & Transformation
374
Does a new product rollout or product change impact multiple business units? (2/7)
Using the Product Map for Business Planning & Transformation
375
Are there any initiatives underway that are already doing work in areas related to this product or product line? (3/7)
Using the Product Map for Business Planning & Transformation
376
Are there similar products impacted by the strategy? (4/7)
Using the Product Map for Business Planning & Transformation
377
Which value streams and capabilities are impacted by a new product strategy? (5/7)
Using the Product Map for Business Planning & Transformation
378
How disruptive to other projects and products would an initiative be for a give product line? (6/7)
Using the Product Map for Business Planning & Transformation
379
Is there a business partner involved or should a business partner be involved in the work on this product? (7/7)
Using the Product Map for Business Planning & Transformation
380
Stakeholder is reflected in concepts such as __, __, __, or __.
Customer, employee, agent, or partner.
381
The interaction with stakeholders, which includes __ or __, are the keys to succeeding or failing as a business.
Being recipients of value or enablers of value delivery
382
An internal or external individual or organization with a vested interest in achieving value through a particular outcome
Stakeholder
383
Can incorporate a broad set of more granular categories that often change frequently
Role
384
Defined at a higher level than role, is less volatile, and can evolve in more strategic or deliberate ways.
Stakeholder
385
Are generally triggering stakeholders for various externally- and/or internally-triggered value streams (3).
Customer, partner, and employee
386
The goal in stakeholder mapping is to ___ associated with value seeking stakeholders as well as those stakeholders who contribute to value delivery.
Further the understanding and improvement of the business based on various business scenarios
387
The goal in stakeholder mapping is to further the understanding and improvement of the business based on various business scenarios associated with
Value seeking stakeholders as well as those stakeholders who contribute to value delivery.
388
Stakeholder mapping provides an overview as well as a detailed understanding as to how the business delivers value to (3)
Customers, partners, and other third parties.
389
These relationships play an important role in evaluating how to prioritise that value stream for improving or transforming the business.
Stakeholder / value stream
390
Managing the voluminous relationships between __ and __ can quickly devolve into a complex effort, low return endeavour.
Stakeholder and hundreds of capabilities
391
A broad category of ___ can be aligned to a given business unit or organisation.
External and internal stakeholders
392
The stakeholder may trigger a value stream because
They ultimately seek the objective stated in the name of that value stream.
393
The stakeholder may also participate in
One or more value stream stages.
394
Can be triggering stakeholders of a value stream.
Multiple stakeholder categories
395
Enable value delivery along the way.
Participating stakeholders
396
Stakeholders usually are easiest to identify when this contextual framework is in place.
Value steam
397
1. Identify primary external stakeholders that receive value from the business.
Stakeholder Mapping Step (1/14)
398
2. Identify primary external stakeholders that contribute to delivering customer value.
Stakeholder Mapping Step (2/14)
399
3. Identify primary external stakeholders that the business must report to for regulatory or similar reasons.
Stakeholder Mapping Step (3/14)
400
4. Place each of the previously identified external stakeholders as value stream triggers where appropriate.
Stakeholder Mapping Step (4/14)
401
5. Place each of the previously identified external stakeholders as value stream participants.
Stakeholder Mapping Step (5/14)
402
6. Identify “Employee” as an internal stakeholder along with other internal stakeholders (and expand ) where appropriate.
Stakeholder Mapping Step (6/14)
403
7. Identify internal stakeholders that may trigger a value stream.
Stakeholder Mapping Step (7/14)
404
8. Identify internal stakeholders that may trigger value streams that are also externally triggered.
Stakeholder Mapping Step (8/14)
405
9. Define each stakeholder to ensure that it is distinct.
Stakeholder Mapping Step (9/14)
406
Define each Stakeholder in the Stakeholder Map
Use a one sentence definition that is derived from the corresponding capability definition or additional analysis where the capability is generalised.
407
10. Formalise the mapping between the stakeholder and corresponding information concept that aligns to that stakeholder and definition.
Stakeholder Mapping Step (10/14)
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.
Stakeholder Mapping Step (11/14)
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.
Stakeholder Mapping Step (12/14)
410
13. Expand the above internal and external stakeholder mappings from triggering stakeholder to participating stakeholder.
Stakeholder Mapping Step (13/14)
411
14. Expand stakeholder mappings where applicable to other parts of the business architecture.
Stakeholder Mapping Step (14/14)
412
Ensure continuity of stakeholder terms and definitions across the __, __, and __.
Capability map, information map, and value streams.
413
The information map may be used to further reflect the stakeholder types and ___ defined during stakeholder mapping.
Related definitions for each stakeholder category
414
Capability map defines the management of a business object called __, which includes the definition of __.
Stakeholder
415
The information map then adopts the capability defined stakeholder definition, but can expand upon it to include
All stakeholder categories defined during stakeholder mapping.
416
Since value stream mapping often occurs prior to formalised stakeholder mapping, these stakeholder categories will likely be derived from the value stream work.
Triggering and participating stakeholders within the value stream.
417
A critical aspect for many businesses and has particularly high visibility in heavily regulated corporate sectors and government agencies.
Policy
418
Policy is a critical aspect for many businesses and has particularly high visibility in
Heavily regulated corporate sectors and government agencies.
419
Plays a major role influencing strategy definition, portfolio planning, and investment.
Policy
420
Policy plays a major role influencing (3)
Strategy definition, portfolio planning, and investment.
421
A guiding principle used to set direction in an organisation.
Policy
422
It can be a course of action to guide and influence decisions.
Policy
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.
Policy
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.
Objectives, goals, and management philosophies
425
A course of principle or action adopted or proposed by a government party, business or individual.
Policy
426
Can have many sources or origins, including government regulations, industry agreements, or internal policy-making bodies.
Policy
427
Policy can have many sources or origins, including (3)
Government regulations, industry agreements, or internal policy-making bodies.
428
1. Engage executives who own policy management and compliance as a starting point.
Policy Mapping Guideline (1/9)
429
2. Clearly define what your organisation means by policy.
Policy Mapping Guideline (2/9)
430
3. Define policy as a formal part of the business architecture, incorporating it into the overall framework
Policy Mapping Guideline (3/9)
431
4. Ensure that there is general agreement and clear distinction as to types of policy.
Policy Mapping Guideline (4/9)
432
5. Establish policy relationship to third party and internal stakeholders.
Policy Mapping Guideline (5/9)
433
6. Establish policy relationship between business architecture perspectives that inform change management, conformance, and compliance.
Policy Mapping Guideline (6/9)
434
7. Allow management demands to dictate mapping priorities.
Policy Mapping Guideline (7/9)
435
8. Centralise the concepts of policy mapping as it benefits compliance.
Policy Mapping Guideline (8/9)
436
9. Establish a policy mapping policy and governance structure.
Policy Mapping Guideline (9/9)
437
Policy mapping should be accommodated under a
Policy Management capability
438
Policy mapping should be accommodated under a Policy Management capability, which is where
All aspects of establishing, disseminating, or otherwise managing policy reside in a capability map.
