Foundational Blueprints Flashcards
1
Q
A capability does not communicate or expose where, why, or how something is done — only
A
What is done
2
Q
A particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome
A
Business capability
3
Q
Focusing on what a business does provides a method to ___ in ways that can be digested readily by executives and planning teams.
A
Analyse complex business environments
4
Q
Delivers a concise, non-redundant, business centric view of the business at its most basic level
A
The capability map
5
Q
Encompasses a complete picture of what that business does.
A
The capability map
6
Q
Represent the basic building blocks of a business.
A
Capabilities
7
Q
Once a capability map is in place, issues, strategies, and plans at any level or within any business unit can leverage a
A
Common vocabulary.
8
Q
Basing level 1 capabilities on a distinct business object (e.g., Partner) enables
A
A separation of concerns from other business objects, such as an Agreement
9
Q
Establishing a capability unique to a business object ensures that
A
All aspects of that business object can be managed effectively
10
Q
Using a Matching capability enables a business object to be associated with
A
Another business object
11
Q
The separation of business concerns enables a business to ___, and further relate those objects in a wide of variety of ways needed to further business viability.
A
Separate the management of partners, customers, agreements, assets, products, and other distinct objects
12
Q
The separation of business concerns enables a business to separate the management of partners, customers, agreements, assets, products, and other distinct objects, and ___ needed to further business viability.
A
Further relate those objects in a wide of variety of ways
13
Q
Four important business concepts that have a direct relationship to a capability:
A
Organisation, information, value stream, and resources
14
Q
Represents the decomposition of a business into identifiable units and subunits, including outsourced entities where applicable.
A
Organisation
15
Q
Depict “how” a business achieves value for an internal or external stakeholder.
A
Value streams
16
Q
The main vehicle for organising a business’s thinking about how capabilities may be arranged, improved, or added to deliver stakeholder value.
A
Value streams
17
Q
Represents the business information assets required for an enterprise to accomplish its mission.
A
Information
18
Q
Represent materials, technologies, funding, and other assets required to sustain a viable business model.
A
Resources
19
Q
It is the power of the relationships between business capability and other aspects of the business that provides the
A
Visibility required to assess the root cause of an issue and determine what it will take to find and deploy a solution.
20
Q
If capabilities are __, __, __ and __, management can assess which specific lower-level capabilities are causing the problem.
A
Poorly deployed, highly fragmented, and poorly coordinated, and cost the company more than they should
21
Q
Business capability and related business abstractions provide __, __, and a __ that can be institutionalised to address a wide variety of business challenges that emerge on a regular basis.
A
A vocabulary, analytical discipline, and formal mapping structure
22
Q
Having a common language for “what” a business does enables
A
Rapid situation analysis of critical issues and streamlines efforts to craft solutions to those challenges.
23
Q
Common capabilities provide insight into (4)
A
Value stream improvement, process streamlining and consolidation, organisational alignment, and IT investment.
24
Q
Capability-based investment analysis is a growing trend that enables businesses to
A
Focus efforts on all essential aspects of the business that impact that capability.
25
Capability based planning allows analysts and planning teams to cut through the surrounding noise and focus on
The portions of the business that require resolution.
26
Capabilities provide a business-oriented starting point for discussions around strategic planning and
The impacts of those plans from an
| enterprise perspective.
27
Capabilities serve as the common starting point for
| tracking
The horizontal and vertical impacts of strategic and tactical directives
28
Business architecture is established by
The business and for the business.
29
Capabilities create a baseline for
Business/IT transformation and alignment discussions.
30
Capabilities provide a ___ that can be leveraged by IT to create deployable services that automate those capabilities.
Concise set of definitions
31
Establishing a common vocabulary across business units, supported by common information views and value streams, provides a foundation for
Business/IT transformation planning.
32
Using the business capability as the focal point for __, __, __, and __ allows management to cut through the complexity inherent in most enterprises.
Problem analysis, strategic planning, investment determination, and initiative funding
33
Offers executives, planning teams, and steering committees a way to communicate “what” must be resolved without initially delving into the details of the “how”.
Capability analysis
34
Capabilities describe
What a business has the ability to do.
35
If a business has a given ability, even if it is weak, it is
A capability.
36
A capability is a short, concise name for a
Particular business ability.
37
The use of noun structures to label capabilities reinforces
The fact that we are seeking to understand “what” is being done
38
If the capability map is undergoing constant change after it is established and solidified,
There are probably concepts that have been captured that are not capabilities.
39
A given capability is defined
Once and only once for a business.
40
One attribute of a capability is that it can be
Decomposed into finer grain views.
41
The power behind business capabilities is that they
Bring a collective view of the business into focus.
42
The capability map is the commonly used business blueprint for depicting a
Set of capabilities for a business.
43
Presents a logically grouped set of capabilities that are independent of organisational structures, business processes, IT assets, or product offerings.
A business capability map
44
A complete view of the business and relies on two basic concepts: levelling and stratification.
A business capability map
45
This approach to capability mapping strives to create a single map for the business.
Top-down, enterprise approach to capability mapping:
46
Capabilities from this perspective would include all aspects of the business essential to maintaining a viable operational and competitive (from a commercial perspective) enterprise.
Top-down, enterprise approach to capability mapping:
47
All business units and even outsourced capabilities are rolled into a single map and the map is established based on the collective views and input from each of these business units.
Top-down, enterprise approach to capability mapping:
48
This map would ultimately encompass a complete and fully rationalised view of the business.
Top-down, enterprise approach to capability mapping:
49
One advantage of this capability map is that it provides a common vocabulary across the business and can therefore be used to support the analysis and planning of a wide range of initiatives that cross business unit and product line boundaries.
Top-down, enterprise approach to capability mapping:
50
The downside of this approach is that it takes more senior level business commitment and sponsorship to ensure that the map provides complete, well-aligned views of the business.
Top-down, enterprise approach to capability mapping:
51
It is not unusual for a business unit to create its own capability map that is bounded by the capabilities of that business unit.
Bottom-up business unit centric approach:
52
When each business unit capability map is created in isolation, there is little visible commonality across maps.
Bottom-up business unit centric approach:
53
Business unit specific maps are often seeds for a business-wide capability map.
Bottom-up business unit centric approach:
54
The upside of this approach is that a capability map can be developed more quickly.
Bottom-up business unit centric approach:
55
The downside is that such a map would be restricted to projects that have no need to engage with parts of the business operating outside of that business unit.
Bottom-up business unit centric approach:
56
This mapping approach is similar to the business unit approach only it begins from a top down view and derives detailed maps from a single, high-level perspective.
Derivative capability map approach:
57
The concept involves creating a common, umbrella capability map for the business that defines capabilities down to at least a level 2 view and ideally a level 3 view.
Derivative capability map approach:
58
Various business units can leverage these higher level views to create a more detailed decomposition of capabilities for a particular business unit and establish business unit views into the higher level map.
Derivative capability map approach:
59
The value of this is that, at least at a high level, all business units are using the same language.
Derivative capability map approach:
60
These business unit views would then require reconciliation, but this reconciliation would be easier than it would in the case of the bottom-up approach
Derivative capability map approach:
61
This view of a capability map is a variation on the bottom-up approach
Bottom-up, project view:
62
The uniqueness of this approach is that it can take an even more narrow view of capability mapping than the bottom-up approach
Bottom-up, project view:
63
Individual divisions with disparate offerings and shared corporate services could map the divisions separately and leverage one capability map for common capabilities.
Mapping capabilities within conglomerates:
64
This decomposition approach, which can go deeper where appropriate, is a standard way of depicting a capability.
Capability Leveling
65
Executives and planning teams are commonly interested in
Higher level capabilities
66
Deployment teams have a greater interest in the
Lower level views
67
Lower level capabilities achieve a level of granularity that is useful for
Mapping to automated implementations of business logic
68
Business architecture teams should use common sense when investing in capability decomposition work, decomposing to
The level that is needed based on business priorities and related strategy.
69
The effort spent in decomposition is balanced by business strategies and demands, as well as
The importance a given capability has in terms of strategic value or customer impact.
70
Organises sets of capabilities into three categories for planning and analysis purposes.
Capability Map Stratification
71
Capability map stratification considers capabilities from three perspectives:
Strategic / Direction Setting
Core / Customer-facing
Supporting
72
The “strategic” layer includes capabilities that often reflect
Executive focal points.
73
The “core” or more commonly named “customer-facing” tier goes to the heart of what
An enterprise does to ensure viability and thrive in the marketplace.
74
Customer-facing capabilities are core to a given business because they
Represent the face of the business to the customer.
75
The “supporting” layer of capabilities represents certain abilities that an organisation must have to
Function as a business.
76
Customer-facing capabilities are oftentimes where most ___ is being made.
Operational and long-term investment
77
Supporting capabilities are generally ___ and that is why they are often outsourced.
Non-differentiating capabilities,
78
stratification provides a break in the capability map that allows planning and execution teams to ___, often focusing on customer-facing capabilities as a group from a planning and investment perspective.
Organise their thinking in more structured ways
79
The capability map brings the importance of these customer-facing capabilities into focus and
Enables a business to think more clearly on how to best leverage priorities and investments related to these capabilities.
80
Reference models can be beneficial but also introduce some risks.
Many contain false capability candidates.
81
If there is no predefined capability list or reference model for a particular industry, start with
The organisation chart.
82
Note that lower level capabilities inherit ___ so there is no need to track stratification levels for capability levels 2-n because they land in the same tier as capability level 1.
Level 1 capability stratification assignments
83
1. Focus on business objects and concepts.
Capability Mapping Validation Guideline (1/11)
84
2. Determine if a capability is a capability because it describes what the business does.
Capability Mapping Validation Guideline (2/11)
85
3. Consider a capability in terms of its outcome.
Capability Mapping Validation Guideline (3/11)
86
4. Verify that a capability is not a process or value stream.
Capability Mapping Validation Guideline (4/11)
87
5. Ensure that capabilities are unique in terms of intent.
Capability Mapping Validation Guideline (5/11)
88
6. Capabilities are unique based on the information they require and use.
Capability Mapping Validation Guideline (6/11)
89
7. Validate capabilities by roles and resources.
Capability Mapping Validation Guideline (7/11)
90
8. Eliminate redundancies.
Capability Mapping Validation Guideline (8/11)
91
9. Ignore the 80/20 rule.
Capability Mapping Validation Guideline (9/11)
92
10. Do not overgeneralise the business.
Capability Mapping Validation Guideline (10/11)
93
11. If management plans to do something, identify it as a capability.
Capability Mapping Validation Guideline (11/11)
94
Objects provide a capability ___ is defined under the parent capability based on that object.
Focal point where any capability dependent on a given object for its existence
95
A second basis for a capability is a
Business concept.
96
Using the ___ is a good way to derive and validate capabilities and capability hierarchies.
Object/concept focal point
97
A capability must be a
Self-contained concept that is not procedural in nature.
98
If two people switched jobs, would they still perform as well performing two similar capabilities?
Validate capabilities by roles and resources.
99
Consolidate as tightly as possible and reuse capabilities across __, __, and __.
Business units, product lines, and international boundaries.
100
he capability map is the rare architectural view that allows creation of a single view of
The current state and the target state of the business.
101
1. Establish a candidate list of capabilities.
Drafting a Level 1 Capability Map (1/4)
102
Refine the candidate list of capabilities list by __, __, and __.
Removing false candidates, consolidating redundancies, and organising dependent objects and concepts under parent capabilities.
103
Are found when a team accounts for all abilities needed to cover a given tier of a capability map and the remaining capability candidates are found to be extraneous or spurious.
False candidates
104
2. Refine the starter list.
Drafting a Level 1 Capability Map (2/4)
105
Drafting a working version of a level 1 capability map creates a
Baseline for next steps.
106
Refinement involves
Customisation.
107
Refinement involves the
Rationalisation of terms.
108
While not usually the starting point for many capability mapping efforts, a solid mapping effort tends to yield this important
Rationalisation that can dramatically simplify business complexities.
109
3. Validate the starter list against the organisation chart and industry perspectives.
Drafting a Level 1 Capability Map (3/4)
110
This is an important reality checkpoint that ensures that obvious business concepts are not completely omitted from the capability map.
Validate the starter list against the organisation chart
111
A second level of validation involves cross-checking the starter list against
Industry terms and concepts.
112
4. Draft level 1 capability map.
Drafting a Level 1 Capability Map (4/4)
113
The initial list of business objects will invariably produce a set of valid business objects that are not level 1 capabilities but can serve as the basis
For valid level 2 capabilities.
114
1. Prioritise the capability decomposition approach.
Decomposing the Capability Map (1/5)
115
In the absence of a specific immediate mandate, a best practice is to take each level 1 capability down to
An initial view of level 2.
116
The parallel concept for setting prioritisation of the map is to build it out based on
Stratification levels.
117
A reason to focus on customer-facing capabilities is that most
Major transformation initiatives involve core portions of the business.
118
2. Draft the level 2 capability map.
Decomposing the Capability Map (2/5)
119
3. Decompose capabilities into lower level capabilities based on core business views.
Decomposing the Capability Map (3/5)
120
Requires deeper knowledge of certain aspects of the business and a degree of stability for levels 1-2.
Going to capability levels 3-n
121
Mapping teams should establish ___ prior to identifying lower level capabilities.
Definitions for level 1-2 capabilities
122
4. Frame capabilities in terms of their parent capabilities.
Decomposing the Capability Map (4/5)
123
This is very important to make sure that redundancies are not created and that real capabilities are not left off the map.
Framing capabilities by their parents
124
Lower level capabilities have more specific but related outcomes to
Their parents.
125
When framing lower level capabilities, be sure to use qualifying names such as Account Holder Risk Rating as opposed to
An aggregate capability that may appear elsewhere.
126
5. Refine through iteration.
Decomposing the Capability Map (5/5)
127
Is an essential aspect of capability mapping.
Iteration
128
Is part of the process of getting a solid capability map that can be readily defended and socialised.
Iteration
129
Define each capability using a single sentence that defines what it is but not why, when, or how it occurs.
Capability Definition Guideline (1/5)
130
Do not reuse the terms used within the capability name as a part of the definition.
Capability Definition Guideline (2/5)
131
Define parent capabilities before decomposing children capabilities.
Capability Definition Guideline (3/5)
132
Define all capabilities prior to full rollout of the map.
Capability Definition Guideline (4/5)
133
Refine and test definitions through socialisation and validation cycles.
Capability Definition Guideline (5/5)
134
Accomplished through a series of facilitated working sessions, which are the centrepiece of the capability mapping effort.
Validate the capability map:
135
Business professionals participating in these exercises will more readily embrace the capability map and support its use in future business initiatives.
Validate the capability map:
136
Sessions should be facilitated by a business leader on the capability team and focus on a capability or set of related capabilities relevant to a specific business topic
Validate the capability map:
137
A general term for validating, communicating, and building support for the capabilities within a capability map.
Socialise the capability map.
138
Each participant at each step of the way should have the opportunity to informally review and provide feedback on the capability map as it evolves.
Socialise the capability map.
139
Involves a formal review and finalisation of the work done to this point.
Socialise the capability map.
140
At a minimum, the original executive team that worked on the initial capability map should be reassembled to review and sign-off on the final capability map.
Socialise the capability map.
141
Packaging and Publishing the Capability Map 3 Steps:
1. Defining the packaging approach.
2. Delivering a pictorial capability map.
3. Publishing the capability map.
142
Level 2 capability decomposition, must be reasonably and generally agreed upon by the mapping team prior to
Moving into the next deeper level of decomposition.
143
Level 2 capabilities typically provide upper level management enough insight into what is included under that capability to give them a comfort level that
These concepts reasonably represent the business and serve as a beginning of planning and investment analysis.
144
Once the basic capability map has been created, the goal is to leverage the information for planning purposes. This can be done using
A heat map.
145
We treat heat mapping as an extension to the basic capability mapping effort because it involves
Another level of analysis.
146
1. Assign heat mapping attributes from the lowest level capability up
The capability heat mapping approach (1/7)
147
2. If lower level capabilities are predominantly a single color, apply that color to the next level capability up
The capability heat mapping approach (2/7)
148
3. If there is no clear rollup view due to a mix of colors, use additional attributes to weight a given capability or a different one based on impact or proliferation
The capability heat mapping approach (3/7)
149
4. Continue this process, rolling up capability colors to the highest level of the map
The capability heat mapping approach (4/7)
150
5. Validate these findings broadly with the key players most knowledgeable about those capabilities
The capability heat mapping approach (5/7)
151
6. Refine heat map analysis on a regular basis
The capability heat mapping approach (6/7)
152
7. Use the heat map as one (not the only) input to transformation and related planning and funding activities
The capability heat mapping approach (7/7)
153
Capability criticality attribute rating - 5
5 = Negligible impact, rarely occurs, almost no internal visibility, no external visibility
154
Capability criticality attribute rating - 3
3 = Moderate impact, occurs occasionally, moderate internal visibility, limited external visibility
155
Capability criticality attribute rating - 1
1 = Significant impact, occurs very frequently, pervasive internal visibility, definite external visibility
156
Distribution Across the Business attribute for capabilities is also called
Proliferation
157
Capabilities have relationships to (5)
Business units, value streams, information assets, initiatives, and IT assets.
158
Is important because it identifies the groups of business communities that have an interest in a given capability.
Business unit-to-capability mapping
159
Is normally the starting point for a transformation discussion.
Business unit-to-capability mapping
160
Different business units often have misaligned definitions for terms as basic as __, __, or __.
Product, customer, or account.
161
When the business identifies issues with a value stream, underlying ___ are likely to be the culprit.
Business capabilities that enable that value stream
162
In relation to value stream issues, __ are likely to require modernisation or automation enablement.
Capabilities
163
Because value streams map directly to business processes, this concept provides a roadmap for identifying which capabilities need to be improved to further improve a given set of processes.
Capability / Value Stream Mappings
164
Plays an important role in tactical and strategic planning for business as well as for business/IT alignment.
The business capability
165
Leveraging a capability-oriented view of the business to address business challenges provides commonality of views across
Business units and between business and the IT organisation.
166
Pinpointing the capability-based limitations or issues is an objective vehicle for
Moving beyond the solution-first trap.
167
The capability becomes an agreed upon focal point not just for issue analysis but also for __, __, and __.
Issue resolution, cross-functional investment, and eventual automation.
168
Once issues have been identified and a vision has been established, the next step in planning a solution is to
Determine what is being done to date to address a particular limitation within a capability.
169
By determining how many “in flight” projects are currently impacting or planning to impact a set of capabilities under review, executives can assess
The amount of investments already being made to address a particular problem.
170
If “in flight” projects are viewed collectively, from the ___ and the overlap, incompatibility, or synergy they bring, executives can determine if they should continue funding, consolidate, or even cancel certain initiatives.
Impact they will or will not make on a given capability,
171
If “in flight” projects are viewed collectively, from the impact they will or will not make on a given capability, and the executives can determine if they should continue funding, consolidate, or even cancel certain initiatives.
Overlap, incompatibility, or synergy they bring,
172
If “in flight” projects are viewed collectively, from the impact they will or will not make on a given capability, and the overlap, incompatibility, or synergy they bring, executives can determine if they should
Continue funding, consolidate, or even cancel certain initiatives.
173
Capability- based planning enables executives to discuss where to
Focus funding and how to stage an initiative to gain the most value out of their investments in the least amount of time.
174
Capability-based cost analysis is one step towards investment analysis, and it involves
Determining what an organisation wants to achieve for one or more capabilities balanced against what it is spending today.
175
Concepts such as ___ drive much of the transformation roadmap development and initiative deployment.
Capability-based costing and investment analysis
176
A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.
Organization
177
Not constrained by corporate or legal boundaries.
Organization
178
The fact that the organisation could not effectively fulfil its mission in the absence of these third parties and related capabilities means that the business architecture must
Recognise and accommodate the mapping of these third parties in some fashion.
179
A logical element or segment of a company (such as accounting, production, marketing) representing a specific business function, and a definite place on the organisational chart, under the domain of a manager. Also called department, division, or a functional area.
Business unit
180
May be an enterprise, an individual business unit such as Marketing or Accounting, a third party entity, or a less formally recognised but important concept such as a collaborative team.
Business unit
181
A process or operation that is performed routinely to carry out a part of the mission of an organization
Function
182
A business blueprint that depicts business units, organisational decomposition, and other types of organisation-oriented relationships.
An organization map
183
Incorporate additional aspects of a business where appropriate.
Extended organisation maps
184
Traditional hierarchy charts are becoming increasingly irrelevant in today’s
Highly networked environments.
185
A common view within various types of organisational structures.
Hub concept
186
Are represented as collaborative teams such as a steering committee, focus group, or even a board of directors.
Networks of relationships
187
Do not facilitate an accurate depiction of horizontal relationships
Hierarchical models
188
Traditionally focus on reporting structures versus organisational alignment.
Hierarchical models
189
Purpose, principle, role definition, organisation model, constitution, and practices.
Six lenses into organization
190
The organisation map provides the context for answering __, __, and __ questions, particularly when connected to other aspects of the business architecture such as the capability map.
Analysis, planning, and solution deployment
191
The organisation map provides the context for answering analysis, planning, and solution deployment questions, particularly when connected to
Other aspects of the business architecture such as the capability map.
192
When the organisation map is extended to include ___ and ___, management gains significant visibility into the scope required to achieve a particular management objective.
Business capabilities and business capabilities are mapped to value maps
193
Organisation mapping ensures that essential business units are involved in
Planning and funding discussions.
194
With organisation mapping, it is a simple exercise to use the organisation map to see the impacts of changing
A given value stream and related capabilities
195
Allows analysts and management to readily envision which business unit has a given capability.
Organisation / Capability Cross Mapping
196
An organisation map that incorporates business/capability mapping surfaces
Important interrelationships that allows management to readily absorb which business units need to work collectively to deploy common approaches
197
Relationships among business units and __ are rarely found on the hierarchy chart.
Third parties
198
1. Determine scope up front.
Organisation Mapping Validation Guideline (1/14)
199
2. Leverage existing documentation.
Organisation Mapping Validation Guideline (2/14)
200
3. Identify an enterprise focal point.
Organisation Mapping Validation Guideline (3/14)
201
4. Use established business unit names that are readily recognised by the business.
Organisation Mapping Validation Guideline (4/14)
202
5. Expand the map to include informal or shadow structures where applicable.
Organisation Mapping Validation Guideline (5/14)
203
6. Define various organisation mapping relationships.
Organisation Mapping Validation Guideline (6/14)
204
7. Add additional relationships to other concepts where appropriate. (e.g. Business Unit exists at Location)
Organisation Mapping Validation Guideline (7/14)
205
8. Avoid mixing and matching too many different types of relationships in the map.
Organisation Mapping Validation Guideline (8/14)
206
9. Attribute Business Unit with useful information.
Organisation Mapping Validation Guideline (9/14)
207
10. Avoid “cluttering” the organisation map.
Organisation Mapping Validation Guideline (10/14)
208
11. Validate the organisation map.
Organisation Mapping Validation Guideline (11/14)
209
12. Maintain the organisation map.
Organisation Mapping Validation Guideline (12/14)
210
13. Beware of multiple maps.
Organisation Mapping Validation Guideline (13/14)
211
14. Be creative.
Organisation Mapping Validation Guideline (14/14)
212
1. Establish an enterprise as the focal point or centre of the organisation map.
Draft a Basic Organisation Mapping (1/4)
213
2. Obtain all hierarchical views of the organisation and use these as a baseline for identifying the first and possibly second level business unit decomposition.
Draft a Basic Organisation Mapping (2/4)
214
3. Add appropriate attributes to each business unit, including a purpose.
Draft a Basic Organisation Mapping (3/4)
215
4. Refine and streamline representations within the organisation map as required.
Draft a Basic Organisation Mapping (4/4)
216
1. Begin with the basic organisation map as previously defined and discussed.
Depict third party relationship extensions to the basic map (1/6)
217
Identify the types of third parties. As a rule, the organisation map would want to reflect a relationship and entity that is architecturally relevant to organisation mapping. If a third party actually enables an important business capability, then it is a good candidate to be added to the map.
Depict third party relationship extensions to the basic map (2/6)
218
3. Add appropriate attributes to each business partner, including a purpose.
Depict third party relationship extensions to the basic map (3/6)
219
4. Establish representations for third parties on the map and colour code them accordingly.
Depict third party relationship extensions to the basic map (4/6)
220
5. Add the appropriate relationship. (e.g Enabled By)
Depict third party relationship extensions to the basic map (5/6)
221
6. Refine and streamline representations within the organisation map as required.
Depict third party relationship extensions to the basic map (6/6)
222
1. Begin with the basic organisation map as previously defined and discussed.
Depict capability extensions to the basic map (1/5)
223
2. Identify the level 1 capabilities to depict from the capability map
Depict capability extensions to the basic map (2/5)
224
3. Map business units to the capabilities those business units possess based on
discussions with senior management and other research.
Depict capability extensions to the basic map (3/5)
225
4. Colour code capabilities to differentiate among strategic, customer-facing, and commodity capabilities.
Depict capability extensions to the basic map (4/5)
226
5. Refine and streamline representations within the organisation map as required.
Depict capability extensions to the basic map (5/5)
227
Hierarchical structures attempt to represent such relationships via matrix-based dotted lines.
Collaborative team
228
A vast number of complex of collaborative teams that comprise what can be considered a __ structure.
“Shadow governance”
229
1. Begin with the basic organisation map as previously defined and discussed.
Depict collaborative team extensions to the basic map (1/6)
230
2. Add non customer-facing capabilities and relationships to internal business units.
Depict collaborative team extensions to the basic map (2/6)
231
3. Add collaborative teams as appropriate to each of the business units that have outsourced customer-facing capabilities with an “enable by” relationship.
Depict collaborative team extensions to the basic map (3/6)
232
4. Add and connect customer-facing capabilities to each collaborative team – one per team.
Depict collaborative team extensions to the basic map (4/6)
233
5. Add and map business units to the right of the customer-facing capabilities they each handle.
Depict collaborative team extensions to the basic map (5/6)
234
6. Refine and streamline representations within the organisation map as required.
Depict collaborative team extensions to the basic map (6/6)
235
Can be used to define the key value deliverables between business units.
Value Network Analysis (VNA)
236
In Value Network Analysis, the value creating interactions are shown as both
Formal deliverable and intangible benefits and interactions.
237
The VNA augments previous organisational mapping perspectives by adding the concept of
Value exchange as the link between two business units or businesses.
238
Providing a snapshot view of how the overall business works and interacts, including relationships with third parties
Using the Organisation Map for Business Planning & Transformation (1/6)
239
Establishing a coordinated plan across business units to streamline and improve customer value
Using the Organisation Map for Business Planning & Transformation (2/6)
240
Shifting from a product-centric to a customer-centric organization
Using the Organisation Map for Business Planning & Transformation (3/6)
241
Ensuring that shared capabilities are considered in transformation planning
Using the Organisation Map for Business Planning & Transformation (4/6)
242
Creating more streamlined investment strategies across business units that share common capabilities
Using the Organisation Map for Business Planning & Transformation (5/6)
243
Governing relationships across multiple business partners that have common capabilities essential to the success of the business
Using the Organisation Map for Business Planning & Transformation (6/6)
244
shows the activities that an organisation performs to create the value being exchanged between itself and its stakeholders.
Value map
245
Illustrates how an organisation orchestrates business capabilities in order to create stakeholder value and align to other aspects of the business architecture.
Value map
246
The benefit that is derived by an organization’s stakeholder while interacting with that organization
Value
247
The only reason an organisation exists is that it
Provides value to one or more stakeholders.
248
A generic term that is used to encompass the variety of value-focused analytical techniques intended to help organisations better understand how they exchange value with their stakeholders.
Value analysis
249
Assists an organization in identifying opportunities to improve the value for one or more of those stakeholders
Value analysis
250
Focuses on the identification of the end-to-end value creation from the standpoint of the stakeholders.
Value analysis
251
This perspective is a view of how the organisation’s external stakeholders see the organisation providing value to them.
Outside-in
252
Stakeholder value discussions are often muddled because they focus on a myriad of
Overlapping and redundant business processes, enabling technologies, and organisational complexities.
253
Value maps identify the various activities where value is achieved and enable management to quickly see where to focus efforts to
Reduce stakeholder complaints, enable stakeholder access, and identify areas where significant opportunities may be pursued.
254
Executives who have clear visibility into value map views can set strategies without concern over
The technical details required to deliver the benefits of this value stage.
255
Business capabilities alone are not enough to fully empower a business to address
Near-term and long-term issues and challenges.
256
Both enable and rely on business capabilities.
Value maps
257
Stakeholders ___ in value exchanges through the value map.
Initiate and participate
258
Each value stage of a value map as it moves from left to right creates
Value for one or more stakeholders.
259
Value maps offer a simple, aggregated depiction of this same process-oriented concept with a clear focus on
Achieving end-to-end stakeholder value
260
Planning teams can use value maps to rapidly envision and improve the way in which a business delivers value while determining
Which capabilities must be improved to support these changes.
261
Every firm is a collection of activities that are performed to design, produce, market, deliver, and support its product
Michael Porter / The Value Chain
262
Provide a framework for identifying the distinction between value creating and supporting activities.
Value Chain
263
This approach to value analysis has a decidedly more end-to-end, progressive perspective of value delivery than the Value Chain.
Value stream analysis
264
A value stream has one clear goal
“To satisfy or to delight the customer.”
265
A stakeholder triggered, end-to-end depiction of how a business delivers value to that stakeholder.
Value stream
266
Strive to achieve the triggering stakeholder’s objective stated in the name
Value streams
267
Each stakeholder derives some value from the way in which they interact with the client organisation, but the entire ecosystem creates a value that is greater than the sum of its parts.
The Value Network
268
Value may be given by and derived from the client organisation for many stakeholders.
The Value Network
269
Two different kinds of lines to differentiate formal, contractual deliverables (tangible) from informal or non-contractual interactions.
The Value Network
270
By not focusing explicitly on flows the value network avoids the transactional issues that other approaches encounter and this networked approach
Allows the value network to be used to take a more holistic view of value
271
Accounting Value, Economic Value, or Accretive Value.
Lean Value Streams: resource consumption (in the broad sense) associated with an activity
272
There are two major paths to decomposing the value map: ___ and decomposing the value that is delivered by the organisation (i.e., the value item).
Decomposing what an organisation does to create the value (i.e., the value stream)
273
There are two major paths to decomposing the value map: decomposing what an organisation does to create the value (i.e., the value stream) and
Decomposing the value that is delivered by the organisation (i.e., the value item).
274
Every value stage must produce at least one value item, but a single value stage may produce
Multiple value items.
275
Describes the conveyance of value items between stakeholders within a value stream.
Value exchange
276
The simplest kind of value exchange is the classical
Economic exchange between two parties.
277
Many interactions cannot be monetised to easily establish value either
Because the parties involved cannot put a price on the value that they are receiving or because the value is gained via some much larger pattern of interaction.
278
it is important to consider __ and __ value when examining and decomposing value.
Monetary and non-monetary
279
It is important to consider that value may be derived from value streams that are __ or __ of the value stream being considered.
Peers to or parents
280
More than one type of stakeholder can
Trigger a value stream.
281
Each value stream minimally has a
Name, a definition, and identification of one or more triggering stakeholders.
282
Each value stream stage has a
Name and a definition, well-defined entrance and exit criteria, and identification of participating stakeholders.
283
When viewing a value stream flow from left to right, value is ___ prior to moving on to the next stage.
Accrued at each stage
284
Business object state changes result in ___ through a value stream.
Work moving forwards or backwards
285
1. Ensure that each value stream has a clearly identified triggering stakeholder or set of stakeholders.
Value Stream Mapping Validation Guideline (1/5)
286
2. Focus on customer or externally facing value streams as a priority.
Value Stream Mapping Validation Guideline (2/5)
287
3. Do not confuse value streams with lower level processes.
Value Stream Mapping Validation Guideline (3/5)
288
4. Use value streams to test and refine capabilities.
Value Stream Mapping Validation Guideline (4/5)
289
5. Use capabilities to test and refine value streams.
Value Stream Mapping Validation Guideline (5/5)
290
1. Determine the key external and internal stakeholders within the business. This typically includes customers, agents or representatives, the public for certain enterprises, business partners, internal departments and employees, and other relevant stakeholders desiring value from the business.
Steps to build a set of value streams (1/14)
291
```
2. Consider a set of value streams, each of which deliver value in one or more of the following categories.
Establish Account/Policy/Contract/Etc.
Maintain/Change Account
Process Exceptions / Resolve Disputes
Manage Customer/Patient/Constituent Portfolio
Manage Agent/Representative Portfolio
Develop Product/Service
Perform Quality Review
```
Steps to build a set of value streams (2/14)
292
3. Expand or adjust the list in step two above to align these concepts to the particular business terminology, stakeholders, and business model.
Steps to build a set of value streams (3/14)
293
4. Clearly name and define each value stream in a one-sentence description.
Steps to build a set of value streams (4/14)
294
5. Clearly define triggering stakeholders for each value stream.
Steps to build a set of value streams (5/14)
295
6. For each value stream, establish a left to right set of stages, one value stream at a time, across the stream as follows.
Ensure that the value stream contains a list of representative stages that reasonably describe how to achieve value for a particular stakeholder within the context of that value stream.
Map out stages from start to finish, left to right.
Ensure that each stage is a unique, high-level stepping-stone to value.
Steps to build a set of value streams (6/14)
296
7. Clearly name and define each stage within the value stream.
Steps to build a set of value streams (7/14)
297
8. Identify the criteria for entering and leaving each stage of the value stream.
Steps to build a set of value streams (8/14)
298
9. Identify participating stakeholders for each stage within the value stream.
Steps to build a set of value streams (9/14)
299
10. Decompose value stages only where essential to clarity
| Repeat steps 7-9 for each lower level set of stages.
Steps to build a set of value streams (10/14)
300
11. Validate each value stream with executive teams and business units responsible for enacting or improving the processes supporting the value stream.
Steps to build a set of value streams (11/14)
301
12. Validate each value stream with a broad variety of business stakeholders.
Steps to build a set of value streams (12/14)
302
13. Leverage various techniques as required to either visualise or map value streams to other views of the business architecture. This work can include applying the visual approaches we presented in this section, leverage spreadsheet technology, or engage more elaborate viewing tools or approaches.
Steps to build a set of value streams (13/14)
303
Value streams provide a framework to view the
Need for and solution to full transparency of the business objects or cases moving through these value streams.
304
Value streams are not triggered by other value streams but always by stakeholders or stakeholder proxies (e.g., time or other events).
Rules for multiple parallel value streams (1/3)
305
The state of a business object in one value stream may result in termination of another value stream working against that same business object.
Rules for multiple parallel value streams (2/3)
306
Business object (commonly called a case in case management terms) may be impacted by a change of state in a related business object.
Rules for multiple parallel value streams (3/3)
307
Five criteria representing a common way of evaluating various aspects of value streams
```
Quality and Correctness
Efficiency and Timeliness
Consistency and Standardisation
Availability to Stakeholder Community
Performance against Expectations
```
308
Minimise clutter in the Value Stream / Capability mapping by only showing the highest level capability possible where
Each of the lower level capabilities may be required by that stage.
309
The most important benefit of value stream / capability mapping is the ability to
Rapidly envision how to drive stakeholder value and where to improve weaknesses in the value stream.
310
Another benefit of value stream / capability mapping is
Capability reuse.
311
A business architecture mapping should not be considered mature until the
Value streams and capabilities have been cross-mapped
312
Mapping Value Streams to multiple business processes is common in many businesses where multiple
Business units or teams have variations on the processes that may implement a given value stream stage.
313
The collective view of ___ link the architecture with solution design and delivery.
Value stream and process
314
1. Value stages map to a value stream. Each value stream contains value stages that represent the set of actions that create the value within the value stream.
Value Stream Key Relationships for Analysis (1/10)
315
2. A value stage maps to one or more value streams. A value stage may exist within one or more value streams since the same action may create value for different stakeholders within different value streams.
Value Stream Key Relationships for Analysis (1/10)
316
3. A value stage maps to one or more capabilities. A value stage may map to one or more capabilities to identify the underlying capability that the value stage makes use of in order deliver its value.
Value Stream Key Relationships for Analysis (2/10)
317
3a. Any given capability may map to one or more value stages. A single capability may be used within multiple value stages and combined with different capabilities in order to produce value
Value Stream Key Relationships for Analysis (3/10)
318
4. A value stage maps to one or more business processes. A value stage may map to one or more business processes in order to show how the underlying the stage is implemented.
Value Stream Key Relationships for Analysis (4/10)
319
5. Business processes map to value stage. A business process may be mapped to as many value stages as exist where the process supports the creation of any of the value items associated with those value stages.
Value Stream Key Relationships for Analysis (5/10)
320
6. A value stage maps to business unit. A value stage may map to one or more business units in order to show which business units are responsible for delivering the value associated with the value stage.
Value Stream Key Relationships for Analysis (6/10)
321
7. A business unit maps to value stage. A business unit may be mapped to as many value stages as that unit is responsible for delivering the value items associated with those value stages.
Value Stream Key Relationships for Analysis (7/10)
322
8. A strategy maps to value stream. A scorecard is used to evaluate how well an organisation executes a value stream by assigning measures to the value items in the value stream.
Value Stream Key Relationships for Analysis (8/10)
323
9. An initiative maps to value streams. Oftentimes a value stream is the subject of investment and related project work and this provides insights into those investment strategies.
Value Stream Key Relationships for Analysis (9/10)
324
10. Products map to value streams. Products and services are delivered and supported through value streams. Products also rely on internal value streams when they undergo conceptualisation, design, development, and packaging.
Value Stream Key Relationships for Analysis (10/10)
325
Are used for business planning, issue analysis and resolution, aligning processes across stakeholders and business units, mapping out case management strategies, and building value based solutions that go beyond traditional process improvement or lean exercises.
Value streams
326
Provide the ability to demonstrate that vision from a high-level perspective that can then be drilled down into more detail.
Value maps
327
Determining and communicating ___ is an essential analysis requirement for a number of real world scenarios that business architecture can support.
Where business processes are redundantly defined across business units, product lines, and third party organisations
328
Provides the visibility and simplicity to perform root cause analysis, envision and settle on resolution options, and enable various implementation teams to move forward with a common vision.
Value mapping
329
Value mapping provides an entry point into understanding the opportunities and choices that an organisation faces
In challenging business environments
330
Through the value map linkages with the larger business architecture, value mapping provides the ability for organisations ___, while ensuring that stakeholder value is a major consideration at each stage of analysis and deployment.
To assess the impact of the decisions that this analysis may lead to
331
Through the value map linkages with the larger business architecture, value mapping provides the ability for organisations to assess the impact of the decisions that this analysis may lead to, while ensuring that
Stakeholder value is a major consideration at each stage of analysis and deployment.
332
Focus on using information to understand the wants of small distinct groups of consumers and to
Reach these consumers with offerings tailored to these wants.
333
Instantaneous information about the operations of the business and the behaviour of competitors is improving the
Efficiency and competitiveness of business.
334
Text, video, audio
Unstructured data
335
XML, RDF, HTML
Semi-structured data
336
Relational schemas, XML schemas and other more concrete information models can be derived
From graph models
337
Relational schemas, XML schemas and other more concrete information models can be derived from graph models, enabling them to be used
Jointly by business people, business architects, and technology architects.
338
Is one that has a physical presence; it can be touched if it is safe to do so.
A tangible entity
339
Are conceptual in nature, typically ideas or commitments.
Intangible entities
340
Both tangible and intangible entities are manipulated and transformed within the business to
Create value for the stakeholders of the business.
341
Is a persistent thing that is of interest to a business.
Business entity
342
These items represent categories of business entities such as revenues, stock on hand, managers, and CEOs.
Classes:
343
These items represent identifiable unique business entities such as the sales revenue from invoice 12345, a particular sheet of steel, John Smith the manager, and Tom Jones the CEO.
Individuals:
344
These items represent relationships between Classes and between Individuals. A unique Role, "Member", represents the relationship between Individuals and Classes. For example, John Smith is a member of the class of Employees.
Roles:
345
We relate these business entities and results to capabilities through
Roles
346
Identifies the manner in which an entity participates in a capability action or decision, or the manner in which a business result follows a capability action or decision.
Role
347
Discrete, objective facts or observations, which are unorganized and unprocessed and therefore have no meaning or value because of lack of context and interpretation
Data
348
The combination of data and a context for interpreting that data
Information
349
Interpretation comes from associating the data with terms and definitions associated with the context of use of the data.
Information
350
May also exist in the minds of people who participate in the business and may never be realised as data in an IT system.
Information
351
An ability to apply information in order to solve a problem or create value.
Knowledge
352
The accumulated experience of using knowledge, resulting in learned patterns for the application of knowledge to a problem or opportunity.
Wisdom
353
The baseline from which business knowledge evolves.
Business information
354
Serves as a foundational building block for business capabilities and values streams.
Business information
355
Is challenging and expensive to obtain
Business information
356
Many businesses are deficient in it
Business information
357
Business information is transformed into business knowledge when people and processes can use that information to
Improve business decision making and respond to challenges.
358
iIs a pattern for transforming business knowledge into wisdom.
Scenario analysis
359
Associated with skills, is difficult to explain in words, and is often taught by example.
Tacit knowledge
360
Difficult to convey among persons and to IT systems.
Tacit knowledge
361
Often associated with decisions
Explicit knowledge
362
Can be translated into words and data
Explicit knowledge
363
Can be conveyed by publication
Explicit knowledge
364
Is easily transmitted
Explicit knowledge
365
Often termed "information”
Explicit knowledge
366
Often associated with decisions, is learned by association
Cultural knowledge
367
Often takes the form of beliefs that are used to make decisions in the presence of uncertainty or lack of tacit and explicit knowledge.
Cultural knowledge
368
When used by a human, the human is often unaware of the source of the knowledge.
Cultural knowledge
369
We are always looking for ways to make ___ so that the spread of business knowledge is enhanced.
Tacit and cultural knowledge explicit
370
Representation of the business entities and relationships that are required to manage or participate in the activities of the capabilities.
The information map
371
The representation of the business entities and relationships may be a diagram, a spreadsheet, or the contents of a computer database.
The information map
372
Should be of primary importance to the business.
The concepts represented in the basic information map
373
We use IT systems to track business events, but not to ___ of the people who make the business function.
Describe or assess the hopes, aspirations, and cultures
374
We sometimes use data in IT systems as a
Proxy for things we cannot observe directly such as customer motivation.
375
Definitions, mappings to capabilities, stakeholder related mappings to value streams, business knowledge, and linkages to existing data systems.
Associated with mapping of information concepts
376
The information map is ___ to build strategy maps, to identify types of stakeholders in value streams, to identify entities and events of value in the value streams, and to identify the entities and events in the descriptions of capabilities.
The vocabulary the business will use
377
Provides the basic business vocabulary for the information required to communicate and collaborate across a business.
Business information mapping
378
Business information mapping provides the basic business vocabulary for the information required to
Communicate and collaborate across a business.
379
Common information vocabulary allows each part of the business to view the customer
As seen by the other parts of the business.
380
The information map is a foundation for analysis to identify
Information and data governance
381
Having a baseline vocabulary streamlines
Communication and coordination.
382
Just as a common business vocabulary enables coordination across internal business units, the vocabulary offers the same type of value when
Dealing with business partners.
383
Having a commonly defined set of business information for both organisations enables merger and acquisition deployment to move forward with
A common foundational language
384
Executive and related business decision making relies on
Robust, high integrity information.
385
Establishes the path towards building a cohesive regulatory reporting environment.
Establishing a shared information vocabulary
386
It has been consistently shown that information is essential for innovation, together with
A culture that encourages and rewards intelligent risk taking.
387
Information facilitates the assessment of both ___ associated with a course of action.
Upside and downside risk
388
Are often compromised when business vocabulary is not consistently defined.
Stakeholder and internal communication and collaboration
389
If information is not properly identified, then __, __ and __ can be compromised
Security, confidentiality, and privacy
390
It is a best practice to create the information map ___ the creation of the capability map.
Slightly behind or in concert with
391
Role labels are often taken from ___: Agent, Object, Tool/Instrument
The common labels we apply to parts of speech
392
Another category of Role labels is used to ___, e.g., "Quarterly Sales"
Model aggregations of business entities
393
Is a set of contingent commitments by the parties to the agreement to engage in specified future behaviours.
An agreement
394
Is an intangible business entity that is represented in the information map by a Class.
An agreement
395
Events can be represented by __, and Event Classes can have __ relationships just like capabilities.
Classes, Role
396
Different points of view typically correlate with
Specific capabilities of the business.
397
The information map can then be used to remove ambiguity in discussions and in other business architecture maps.
Benefit to keeping the point of view definitions (1/2)
398
The LoB-specific concepts typically add linkages and additional meaning to the shared Class, and these linkages and additional meanings help define information governance policies.
Benefit to keeping the point of view definitions (2/2)
399
Must be applied to the information map or it will become chaotic and inconsistent and its value will be destroyed.
Governance
400
An event role (e.g., an insured party experiencing a loss event) or a state of being (e.g., ownership) exists between the two Classes being linked and is important to the business.
Primary linkage among the concepts in the Information Map (1/4)
401
One Class is part of another (e.g., coverage limit is part of policy). Such parts can be separable (one can remove the wheel from an automobile) or inseparable (under normal circumstances, such as a tail being part of a cat).
Primary linkage among the concepts in the Information Map (2/4)
402
One concept is a kind of the other (e.g., an automobile policy is a kind of policy).
Primary linkage among the concepts in the Information Map (3/4)
403
One concept is derived from another (e.g. a monthly sales summary is derived from a set of sales selected by a time period in which the sale was recorded).
Primary linkage among the concepts in the Information Map (4/4)
404
How a real world thing (e.g., a real customer) associated with an information map concept can be distinguished from all other real world things (e.g., other customers, employees, etc.).
Identity
405
Linkages to entities not in the information map. (e.g. honorific titles)
Attributes
406
Some relationships involving an entity concept are contingent, i.e. they
May or may not exist depending on circumstances.
407
Attribute linkages should only be used for relationships that ___ contingent
Are NOT
408
Attribute linkages should rarely be used for relationships that are
Many to one.
409
The capability map is a good basis for creating an information map because the capability map is
A relatively stable description of the functions of a business of a particular type.
410
Information / Capability Relationship (1/4)
Used by the capability but not changed by it (e.g., the customer associated with a claim), or
411
Information / Capability Relationship (2/4)
Created by the capability (e.g., a policy)
412
Information / Capability Relationship (3/4)
Used and modified by the capability
413
Information / Capability Relationship (4/4)
Destroyed by the capability.
414
Information / Capability characterisations are used for
Tracing the flow of information instances through the business
415
Information / Capability characterisations are used
To help define information governance policies
416
Capability mapping enforces carefully considered analysis of each capability and produces a
Clear, concise, and non- ambiguous definition.
417
We gain an understanding of some of the ways that information associated with a capability can produce value.
By linking capabilities with information,
418
The importance of information associated with a capability can frequently be determined by
The value stream stage associated with that capability.
419
It is not sufficient to simply associate the information entities to the capability; they must also be associated to the value stream stage.
Because capabilities can be associated with many value stream stages,
420
Describes how information instances come into existence, are changed, and go out of existence.
An information lifecycle model
421
Cause these information lifecycle events (come into existence, are changed, and go out of existence) to happen
Capabilities
422
When no capability is interested in an information individual, it may as well
Be destroyed.
423
It is natural for that capability to have a governance role with respect to the concept when
When a capability creates or changes an information concept
424
When governance policies are linked to their business structure model concepts, they constitute the
Information governance model.
425
This model may be used to identify the capabilities that may be assigned this governance responsibility.
Information governance model.
426
A general governance policy might be to prohibit changes to information by capabilities other than
Those with direct business need to alter the information.
427
A general governance policy must be coupled with an audit policy because
No prohibition mechanism is safe from an individual with good knowledge of the system.
428
The linkage between __, __, and __ allows the identification of types of information items that should be preserved for auditing purposes.
Value stream stage, capability and information concept
429
Will typically include concepts that are derived from other concepts.
The information structure model
430
The requirement to be able to examine this data when one can view the trajectory is an
Information provenance policy.
431
An information provenance policy can be linked to ___ in the ___, creating an information provenance model.
The source and target concepts in the information structure model
432
1. Determine that an information concept is a business information concept.
Validation guideline for working with information maps (1/5)
433
2. Ensure that an information asset has a corresponding capability.
Validation guideline for working with information maps (2/5)
434
3. Validate that a concept is generalised across the business where appropriate.
Validation guideline for working with information maps (3/5)
435
4. Inspect initiating stakeholders for each value stream to ensure that all major stakeholder categories are included.
Validation guideline for working with information maps (4/5)
436
5. Ensure that each business information asset is socialised and validated with a representative cross-section of the business.
Validation guideline for working with information maps (5/5)
437
1. Establish a starter list of information Classes.
Step to draft the information map (1/8)
438
Any starter information list should incorporate business information concepts that are common to your
Business and industry.
439
The starter information list can be enhanced by reviewing
Strategy objectives in the corresponding strategy map that defines how objectives are to be achieved.
440
2. Refine the starter list of information Classes.
Step to draft the information map (2/8)
441
3. Validate the information map against the capability map.
Step to draft the information map (3/8)
442
Which would include definitions for capability levels 1-3, is an excellent source from which to validate or even derive information items.
A mature capability map,
443
Are used to link the information items in the map to the Capabilities.
The Role relationships
444
4. Validate the information map against the value stream stakeholder list.
Step to draft the information map (4/8)
445
Each __ should be represented within the information map.
Triggering stakeholder
446
5. Establish Role links among information items.
Step to draft the information map (5/8)
447
Role links often represent
Specialization
448
Less frequently, a Role link may represent a
Reference to an action or state of affairs
449
6. Extend information maps into lower level information maps.
Step to draft the information map (6/8)
450
7. Perform behavioural analysis for selected information assets.
Step to draft the information map (7/8)
451
Attributes various information assets with a business view of when and how often the information is expected to be available, made current, and used.
Behavioural analysis
452
When performing the behavioural analysis, be alert for
Unusual and valuable skills
453
When performing the behavioural analysis, take care to understand the
Information needed to execute unusual and valuable skills efficiently and well.
454
8. Iteratively socialise the information map.
Step to draft the information map (8/8)
455
This socialiSation process follows the same pattern as performed in capability mapping.
Information Mapping
456
The information map can be __ to indicate information that is unavailable or of poor quality.
Heat mapped
457
Heat mapping capabilities is more useful than heat mapping information maps because
It indicates the degree to which the functioning of the capability is inhibited by an information deficit.
458
It will often be the case that information desired by the business, its partners, and its customers will not be available because
It is not collected or because it is not known how to obtain the information.
459
Information, known to be useful to a business may not be available because
Collecting it is too expensive or is infeasible because the information is tacit or cultural.
460
In the event information is not available, it may be able to design an information proxy that can be collected and which is thought to
Exhibit the same behaviour as the ideal information.
461
As a baseline vocabulary
The immediate value of an information map
462
Various business groups, business analysts, and even business partners can use it as a basis for communicating.
The immediate value of an information map
463
Provides clarity for any discussion that crosses business unit boundaries and or business and IT
Value of an information map
464
Using the common vocabulary to communicate issues, requirements, and strategy across business units and divisions.
Immediate use for the information map
465
Information maps allow the identification of __ and __ needed by the post transformation activities and decision making.
information and knowledge
466
Information maps allow the identification of information and knowledge needed by the post transformation
activities and decision making.
467
To establish an operational data model upon which to base a multi-application transformation effort.
Use for the information map
468
Any internal transformation initiative that crosses business boundaries requires
A common vocabulary.
469
Is invaluable in various business scenarios that involve a merger, acquisition, or even smaller scale partnering arrangement where certain capabilities have been outsourced.
A common business vocabulary of information
