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CBA > Foundational Blueprints > Flashcards

Foundational Blueprints Flashcards

1
Q

A capability does not communicate or expose where, why, or how something is done — only

A

What is done

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2
Q

A particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome

A

Business capability

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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

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4
Q

Delivers a concise, non-redundant, business centric view of the business at its most basic level

A

The capability map

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5
Q

Encompasses a complete picture of what that business does.

A

The capability map

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6
Q

Represent the basic building blocks of a business.

A

Capabilities

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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.

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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

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9
Q

Establishing a capability unique to a business object ensures that

A

All aspects of that business object can be managed effectively

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10
Q

Using a Matching capability enables a business object to be associated with

A

Another business object

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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

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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

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13
Q

Four important business concepts that have a direct relationship to a capability:

A

Organisation, information, value stream, and resources

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14
Q

Represents the decomposition of a business into identifiable units and subunits, including outsourced entities where applicable.

A

Organisation

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15
Q

Depict “how” a business achieves value for an internal or external stakeholder.

A

Value streams

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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

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17
Q

Represents the business information assets required for an enterprise to accomplish its mission.

A

Information

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18
Q

Represent materials, technologies, funding, and other assets required to sustain a viable business model.

A

Resources

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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.

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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

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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

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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.

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23
Q

Common capabilities provide insight into (4)

A

Value stream improvement, process streamlining and consolidation, organisational alignment, and IT investment.

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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.

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25
Q

Capability based planning allows analysts and planning teams to cut through the surrounding noise and focus on

A

The portions of the business that require resolution.

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26
Q

Capabilities provide a business-oriented starting point for discussions around strategic planning and

A

The impacts of those plans from an

enterprise perspective.

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27
Q

Capabilities serve as the common starting point for

tracking

A

The horizontal and vertical impacts of strategic and tactical directives

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28
Q

Business architecture is established by

A

The business and for the business.

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29
Q

Capabilities create a baseline for

A

Business/IT transformation and alignment discussions.

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30
Q

Capabilities provide a ___ that can be leveraged by IT to create deployable services that automate those capabilities.

A

Concise set of definitions

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31
Q

Establishing a common vocabulary across business units, supported by common information views and value streams, provides a foundation for

A

Business/IT transformation planning.

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32
Q

Using the business capability as the focal point for __, __, __, and __ allows management to cut through the complexity inherent in most enterprises.

A

Problem analysis, strategic planning, investment determination, and initiative funding

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33
Q

Offers executives, planning teams, and steering committees a way to communicate “what” must be resolved without initially delving into the details of the “how”.

A

Capability analysis

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34
Q

Capabilities describe

A

What a business has the ability to do.

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35
Q

If a business has a given ability, even if it is weak, it is

A

A capability.

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36
Q

A capability is a short, concise name for a

A

Particular business ability.

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37
Q

The use of noun structures to label capabilities reinforces

A

The fact that we are seeking to understand “what” is being done

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38
Q

If the capability map is undergoing constant change after it is established and solidified,

A

There are probably concepts that have been captured that are not capabilities.

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39
Q

A given capability is defined

A

Once and only once for a business.

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40
Q

One attribute of a capability is that it can be

A

Decomposed into finer grain views.

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41
Q

The power behind business capabilities is that they

A

Bring a collective view of the business into focus.

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42
Q

The capability map is the commonly used business blueprint for depicting a

A

Set of capabilities for a business.

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43
Q

Presents a logically grouped set of capabilities that are independent of organisational structures, business processes, IT assets, or product offerings.

A

A business capability map

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44
Q

A complete view of the business and relies on two basic concepts: levelling and stratification.

A

A business capability map

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45
Q

This approach to capability mapping strives to create a single map for the business.

A

Top-down, enterprise approach to capability mapping:

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46
Q

Capabilities from this perspective would include all aspects of the business essential to maintaining a viable operational and competitive (from a commercial perspective) enterprise.

A

Top-down, enterprise approach to capability mapping:

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47
Q

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.

A

Top-down, enterprise approach to capability mapping:

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48
Q

This map would ultimately encompass a complete and fully rationalised view of the business.

A

Top-down, enterprise approach to capability mapping:

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49
Q

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.

A

Top-down, enterprise approach to capability mapping:

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50
Q

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.

A

Top-down, enterprise approach to capability mapping:

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51
Q

It is not unusual for a business unit to create its own capability map that is bounded by the capabilities of that business unit.

A

Bottom-up business unit centric approach:

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52
Q

When each business unit capability map is created in isolation, there is little visible commonality across maps.

A

Bottom-up business unit centric approach:

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53
Q

Business unit specific maps are often seeds for a business-wide capability map.

A

Bottom-up business unit centric approach:

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54
Q

The upside of this approach is that a capability map can be developed more quickly.

A

Bottom-up business unit centric approach:

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55
Q

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.

A

Bottom-up business unit centric approach:

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56
Q

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.

A

Derivative capability map approach:

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57
Q

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.

A

Derivative capability map approach:

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58
Q

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.

A

Derivative capability map approach:

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59
Q

The value of this is that, at least at a high level, all business units are using the same language.

A

Derivative capability map approach:

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60
Q

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

A

Derivative capability map approach:

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61
Q

This view of a capability map is a variation on the bottom-up approach

A

Bottom-up, project view:

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62
Q

The uniqueness of this approach is that it can take an even more narrow view of capability mapping than the bottom-up approach

A

Bottom-up, project view:

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63
Q

Individual divisions with disparate offerings and shared corporate services could map the divisions separately and leverage one capability map for common capabilities.

A

Mapping capabilities within conglomerates:

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64
Q

This decomposition approach, which can go deeper where appropriate, is a standard way of depicting a capability.

A

Capability Leveling

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65
Q

Executives and planning teams are commonly interested in

A

Higher level capabilities

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66
Q

Deployment teams have a greater interest in the

A

Lower level views

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67
Q

Lower level capabilities achieve a level of granularity that is useful for

A

Mapping to automated implementations of business logic

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68
Q

Business architecture teams should use common sense when investing in capability decomposition work, decomposing to

A

The level that is needed based on business priorities and related strategy.

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69
Q

The effort spent in decomposition is balanced by business strategies and demands, as well as

A

The importance a given capability has in terms of strategic value or customer impact.

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70
Q

Organises sets of capabilities into three categories for planning and analysis purposes.

A

Capability Map Stratification

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71
Q

Capability map stratification considers capabilities from three perspectives:

A

Strategic / Direction Setting
Core / Customer-facing
Supporting

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72
Q

The “strategic” layer includes capabilities that often reflect

A

Executive focal points.

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73
Q

The “core” or more commonly named “customer-facing” tier goes to the heart of what

A

An enterprise does to ensure viability and thrive in the marketplace.

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74
Q

Customer-facing capabilities are core to a given business because they

A

Represent the face of the business to the customer.

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75
Q

The “supporting” layer of capabilities represents certain abilities that an organisation must have to

A

Function as a business.

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76
Q

Customer-facing capabilities are oftentimes where most ___ is being made.

A

Operational and long-term investment

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77
Q

Supporting capabilities are generally ___ and that is why they are often outsourced.

A

Non-differentiating capabilities,

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78
Q

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.

A

Organise their thinking in more structured ways

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79
Q

The capability map brings the importance of these customer-facing capabilities into focus and

A

Enables a business to think more clearly on how to best leverage priorities and investments related to these capabilities.

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80
Q

Reference models can be beneficial but also introduce some risks.

A

Many contain false capability candidates.

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81
Q

If there is no predefined capability list or reference model for a particular industry, start with

A

The organisation chart.

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82
Q

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.

A

Level 1 capability stratification assignments

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83
Q
  1. Focus on business objects and concepts.
A

Capability Mapping Validation Guideline (1/11)

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84
Q
  1. Determine if a capability is a capability because it describes what the business does.
A

Capability Mapping Validation Guideline (2/11)

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85
Q
  1. Consider a capability in terms of its outcome.
A

Capability Mapping Validation Guideline (3/11)

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86
Q
  1. Verify that a capability is not a process or value stream.
A

Capability Mapping Validation Guideline (4/11)

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87
Q
  1. Ensure that capabilities are unique in terms of intent.
A

Capability Mapping Validation Guideline (5/11)

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88
Q
  1. Capabilities are unique based on the information they require and use.
A

Capability Mapping Validation Guideline (6/11)

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89
Q
  1. Validate capabilities by roles and resources.
A

Capability Mapping Validation Guideline (7/11)

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90
Q
  1. Eliminate redundancies.
A

Capability Mapping Validation Guideline (8/11)

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91
Q
  1. Ignore the 80/20 rule.
A

Capability Mapping Validation Guideline (9/11)

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92
Q
  1. Do not overgeneralise the business.
A

Capability Mapping Validation Guideline (10/11)

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93
Q
  1. If management plans to do something, identify it as a capability.
A

Capability Mapping Validation Guideline (11/11)

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94
Q

Objects provide a capability ___ is defined under the parent capability based on that object.

A

Focal point where any capability dependent on a given object for its existence

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95
Q

A second basis for a capability is a

A

Business concept.

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96
Q

Using the ___ is a good way to derive and validate capabilities and capability hierarchies.

A

Object/concept focal point

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97
Q

A capability must be a

A

Self-contained concept that is not procedural in nature.

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98
Q

If two people switched jobs, would they still perform as well performing two similar capabilities?

A

Validate capabilities by roles and resources.

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99
Q

Consolidate as tightly as possible and reuse capabilities across __, __, and __.

A

Business units, product lines, and international boundaries.

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100
Q

he capability map is the rare architectural view that allows creation of a single view of

A

The current state and the target state of the business.

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101
Q
  1. Establish a candidate list of capabilities.
A

Drafting a Level 1 Capability Map (1/4)

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102
Q

Refine the candidate list of capabilities list by __, __, and __.

A

Removing false candidates, consolidating redundancies, and organising dependent objects and concepts under parent capabilities.

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103
Q

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.

A

False candidates

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104
Q
  1. Refine the starter list.
A

Drafting a Level 1 Capability Map (2/4)

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105
Q

Drafting a working version of a level 1 capability map creates a

A

Baseline for next steps.

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106
Q

Refinement involves

A

Customisation.

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107
Q

Refinement involves the

A

Rationalisation of terms.

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108
Q

While not usually the starting point for many capability mapping efforts, a solid mapping effort tends to yield this important

A

Rationalisation that can dramatically simplify business complexities.

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109
Q
  1. Validate the starter list against the organisation chart and industry perspectives.
A

Drafting a Level 1 Capability Map (3/4)

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110
Q

This is an important reality checkpoint that ensures that obvious business concepts are not completely omitted from the capability map.

A

Validate the starter list against the organisation chart

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111
Q

A second level of validation involves cross-checking the starter list against

A

Industry terms and concepts.

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112
Q
  1. Draft level 1 capability map.
A

Drafting a Level 1 Capability Map (4/4)

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113
Q

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

A

For valid level 2 capabilities.

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114
Q
  1. Prioritise the capability decomposition approach.
A

Decomposing the Capability Map (1/5)

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115
Q

In the absence of a specific immediate mandate, a best practice is to take each level 1 capability down to

A

An initial view of level 2.

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116
Q

The parallel concept for setting prioritisation of the map is to build it out based on

A

Stratification levels.

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117
Q

A reason to focus on customer-facing capabilities is that most

A

Major transformation initiatives involve core portions of the business.

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118
Q
  1. Draft the level 2 capability map.
A

Decomposing the Capability Map (2/5)

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119
Q
  1. Decompose capabilities into lower level capabilities based on core business views.
A

Decomposing the Capability Map (3/5)

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120
Q

Requires deeper knowledge of certain aspects of the business and a degree of stability for levels 1-2.

A

Going to capability levels 3-n

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121
Q

Mapping teams should establish ___ prior to identifying lower level capabilities.

A

Definitions for level 1-2 capabilities

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122
Q
  1. Frame capabilities in terms of their parent capabilities.
A

Decomposing the Capability Map (4/5)

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123
Q

This is very important to make sure that redundancies are not created and that real capabilities are not left off the map.

A

Framing capabilities by their parents

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124
Q

Lower level capabilities have more specific but related outcomes to

A

Their parents.

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125
Q

When framing lower level capabilities, be sure to use qualifying names such as Account Holder Risk Rating as opposed to

A

An aggregate capability that may appear elsewhere.

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126
Q
  1. Refine through iteration.
A

Decomposing the Capability Map (5/5)

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127
Q

Is an essential aspect of capability mapping.

A

Iteration

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128
Q

Is part of the process of getting a solid capability map that can be readily defended and socialised.

A

Iteration

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129
Q

Define each capability using a single sentence that defines what it is but not why, when, or how it occurs.

A

Capability Definition Guideline (1/5)

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130
Q

Do not reuse the terms used within the capability name as a part of the definition.

A

Capability Definition Guideline (2/5)

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131
Q

Define parent capabilities before decomposing children capabilities.

A

Capability Definition Guideline (3/5)

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132
Q

Define all capabilities prior to full rollout of the map.

A

Capability Definition Guideline (4/5)

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133
Q

Refine and test definitions through socialisation and validation cycles.

A

Capability Definition Guideline (5/5)

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134
Q

Accomplished through a series of facilitated working sessions, which are the centrepiece of the capability mapping effort.

A

Validate the capability map:

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135
Q

Business professionals participating in these exercises will more readily embrace the capability map and support its use in future business initiatives.

A

Validate the capability map:

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136
Q

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

A

Validate the capability map:

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137
Q

A general term for validating, communicating, and building support for the capabilities within a capability map.

A

Socialise the capability map.

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138
Q

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.

A

Socialise the capability map.

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139
Q

Involves a formal review and finalisation of the work done to this point.

A

Socialise the capability map.

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140
Q

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.

A

Socialise the capability map.

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141
Q

Packaging and Publishing the Capability Map 3 Steps:

A
  1. Defining the packaging approach.
  2. Delivering a pictorial capability map.
  3. Publishing the capability map.
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142
Q

Level 2 capability decomposition, must be reasonably and generally agreed upon by the mapping team prior to

A

Moving into the next deeper level of decomposition.

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143
Q

Level 2 capabilities typically provide upper level management enough insight into what is included under that capability to give them a comfort level that

A

These concepts reasonably represent the business and serve as a beginning of planning and investment analysis.

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144
Q

Once the basic capability map has been created, the goal is to leverage the information for planning purposes. This can be done using

A

A heat map.

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145
Q

We treat heat mapping as an extension to the basic capability mapping effort because it involves

A

Another level of analysis.

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146
Q
  1. Assign heat mapping attributes from the lowest level capability up
A

The capability heat mapping approach (1/7)

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147
Q
  1. If lower level capabilities are predominantly a single color, apply that color to the next level capability up
A

The capability heat mapping approach (2/7)

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148
Q
  1. 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
A

The capability heat mapping approach (3/7)

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149
Q
  1. Continue this process, rolling up capability colors to the highest level of the map
A

The capability heat mapping approach (4/7)

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150
Q
  1. Validate these findings broadly with the key players most knowledgeable about those capabilities
A

The capability heat mapping approach (5/7)

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151
Q
  1. Refine heat map analysis on a regular basis
A

The capability heat mapping approach (6/7)

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152
Q
  1. Use the heat map as one (not the only) input to transformation and related planning and funding activities
A

The capability heat mapping approach (7/7)

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153
Q

Capability criticality attribute rating - 5

A

5 = Negligible impact, rarely occurs, almost no internal visibility, no external visibility

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154
Q

Capability criticality attribute rating - 3

A

3 = Moderate impact, occurs occasionally, moderate internal visibility, limited external visibility

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155
Q

Capability criticality attribute rating - 1

A

1 = Significant impact, occurs very frequently, pervasive internal visibility, definite external visibility

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156
Q

Distribution Across the Business attribute for capabilities is also called

A

Proliferation

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157
Q

Capabilities have relationships to (5)

A

Business units, value streams, information assets, initiatives, and IT assets.

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158
Q

Is important because it identifies the groups of business communities that have an interest in a given capability.

A

Business unit-to-capability mapping

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159
Q

Is normally the starting point for a transformation discussion.

A

Business unit-to-capability mapping

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160
Q

Different business units often have misaligned definitions for terms as basic as __, __, or __.

A

Product, customer, or account.

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161
Q

When the business identifies issues with a value stream, underlying ___ are likely to be the culprit.

A

Business capabilities that enable that value stream

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162
Q

In relation to value stream issues, __ are likely to require modernisation or automation enablement.

A

Capabilities

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163
Q

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.

A

Capability / Value Stream Mappings

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164
Q

Plays an important role in tactical and strategic planning for business as well as for business/IT alignment.

A

The business capability

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165
Q

Leveraging a capability-oriented view of the business to address business challenges provides commonality of views across

A

Business units and between business and the IT organisation.

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166
Q

Pinpointing the capability-based limitations or issues is an objective vehicle for

A

Moving beyond the solution-first trap.

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167
Q

The capability becomes an agreed upon focal point not just for issue analysis but also for __, __, and __.

A

Issue resolution, cross-functional investment, and eventual automation.

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168
Q

Once issues have been identified and a vision has been established, the next step in planning a solution is to

A

Determine what is being done to date to address a particular limitation within a capability.

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169
Q

By determining how many “in flight” projects are currently impacting or planning to impact a set of capabilities under review, executives can assess

A

The amount of investments already being made to address a particular problem.

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170
Q

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.

A

Impact they will or will not make on a given capability,

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171
Q

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.

A

Overlap, incompatibility, or synergy they bring,

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172
Q

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

A

Continue funding, consolidate, or even cancel certain initiatives.

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173
Q

Capability- based planning enables executives to discuss where to

A

Focus funding and how to stage an initiative to gain the most value out of their investments in the least amount of time.

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174
Q

Capability-based cost analysis is one step towards investment analysis, and it involves

A

Determining what an organisation wants to achieve for one or more capabilities balanced against what it is spending today.

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175
Q

Concepts such as ___ drive much of the transformation roadmap development and initiative deployment.

A

Capability-based costing and investment analysis

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176
Q

A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.

A

Organization

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177
Q

Not constrained by corporate or legal boundaries.

A

Organization

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178
Q

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

A

Recognise and accommodate the mapping of these third parties in some fashion.

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179
Q

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.

A

Business unit

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180
Q

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.

A

Business unit

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181
Q

A process or operation that is performed routinely to carry out a part of the mission of an organization

A

Function

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182
Q

A business blueprint that depicts business units, organisational decomposition, and other types of organisation-oriented relationships.

A

An organization map

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183
Q

Incorporate additional aspects of a business where appropriate.

A

Extended organisation maps

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184
Q

Traditional hierarchy charts are becoming increasingly irrelevant in today’s

A

Highly networked environments.

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185
Q

A common view within various types of organisational structures.

A

Hub concept

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186
Q

Are represented as collaborative teams such as a steering committee, focus group, or even a board of directors.

A

Networks of relationships

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187
Q

Do not facilitate an accurate depiction of horizontal relationships

A

Hierarchical models

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188
Q

Traditionally focus on reporting structures versus organisational alignment.

A

Hierarchical models

189
Q

Purpose, principle, role definition, organisation model, constitution, and practices.

A

Six lenses into organization

190
Q

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.

A

Analysis, planning, and solution deployment

191
Q

The organisation map provides the context for answering analysis, planning, and solution deployment questions, particularly when connected to

A

Other aspects of the business architecture such as the capability map.

192
Q

When the organisation map is extended to include ___ and ___, management gains significant visibility into the scope required to achieve a particular management objective.

A

Business capabilities and business capabilities are mapped to value maps

193
Q

Organisation mapping ensures that essential business units are involved in

A

Planning and funding discussions.

194
Q

With organisation mapping, it is a simple exercise to use the organisation map to see the impacts of changing

A

A given value stream and related capabilities

195
Q

Allows analysts and management to readily envision which business unit has a given capability.

A

Organisation / Capability Cross Mapping

196
Q

An organisation map that incorporates business/capability mapping surfaces

A

Important interrelationships that allows management to readily absorb which business units need to work collectively to deploy common approaches

197
Q

Relationships among business units and __ are rarely found on the hierarchy chart.

A

Third parties

198
Q
  1. Determine scope up front.
A

Organisation Mapping Validation Guideline (1/14)

199
Q
  1. Leverage existing documentation.
A

Organisation Mapping Validation Guideline (2/14)

200
Q
  1. Identify an enterprise focal point.
A

Organisation Mapping Validation Guideline (3/14)

201
Q
  1. Use established business unit names that are readily recognised by the business.
A

Organisation Mapping Validation Guideline (4/14)

202
Q
  1. Expand the map to include informal or shadow structures where applicable.
A

Organisation Mapping Validation Guideline (5/14)

203
Q
  1. Define various organisation mapping relationships.
A

Organisation Mapping Validation Guideline (6/14)

204
Q
  1. Add additional relationships to other concepts where appropriate. (e.g. Business Unit exists at Location)
A

Organisation Mapping Validation Guideline (7/14)

205
Q
  1. Avoid mixing and matching too many different types of relationships in the map.
A

Organisation Mapping Validation Guideline (8/14)

206
Q
  1. Attribute Business Unit with useful information.
A

Organisation Mapping Validation Guideline (9/14)

207
Q
  1. Avoid “cluttering” the organisation map.
A

Organisation Mapping Validation Guideline (10/14)

208
Q
  1. Validate the organisation map.
A

Organisation Mapping Validation Guideline (11/14)

209
Q
  1. Maintain the organisation map.
A

Organisation Mapping Validation Guideline (12/14)

210
Q
  1. Beware of multiple maps.
A

Organisation Mapping Validation Guideline (13/14)

211
Q
  1. Be creative.
A

Organisation Mapping Validation Guideline (14/14)

212
Q
  1. Establish an enterprise as the focal point or centre of the organisation map.
A

Draft a Basic Organisation Mapping (1/4)

213
Q
  1. Obtain all hierarchical views of the organisation and use these as a baseline for identifying the first and possibly second level business unit decomposition.
A

Draft a Basic Organisation Mapping (2/4)

214
Q
  1. Add appropriate attributes to each business unit, including a purpose.
A

Draft a Basic Organisation Mapping (3/4)

215
Q
  1. Refine and streamline representations within the organisation map as required.
A

Draft a Basic Organisation Mapping (4/4)

216
Q
  1. Begin with the basic organisation map as previously defined and discussed.
A

Depict third party relationship extensions to the basic map (1/6)

217
Q

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.

A

Depict third party relationship extensions to the basic map (2/6)

218
Q
  1. Add appropriate attributes to each business partner, including a purpose.
A

Depict third party relationship extensions to the basic map (3/6)

219
Q
  1. Establish representations for third parties on the map and colour code them accordingly.
A

Depict third party relationship extensions to the basic map (4/6)

220
Q
  1. Add the appropriate relationship. (e.g Enabled By)
A

Depict third party relationship extensions to the basic map (5/6)

221
Q
  1. Refine and streamline representations within the organisation map as required.
A

Depict third party relationship extensions to the basic map (6/6)

222
Q
  1. Begin with the basic organisation map as previously defined and discussed.
A

Depict capability extensions to the basic map (1/5)

223
Q
  1. Identify the level 1 capabilities to depict from the capability map
A

Depict capability extensions to the basic map (2/5)

224
Q
  1. Map business units to the capabilities those business units possess based on
    discussions with senior management and other research.
A

Depict capability extensions to the basic map (3/5)

225
Q
  1. Colour code capabilities to differentiate among strategic, customer-facing, and commodity capabilities.
A

Depict capability extensions to the basic map (4/5)

226
Q
  1. Refine and streamline representations within the organisation map as required.
A

Depict capability extensions to the basic map (5/5)

227
Q

Hierarchical structures attempt to represent such relationships via matrix-based dotted lines.

A

Collaborative team

228
Q

A vast number of complex of collaborative teams that comprise what can be considered a __ structure.

A

“Shadow governance”

229
Q
  1. Begin with the basic organisation map as previously defined and discussed.
A

Depict collaborative team extensions to the basic map (1/6)

230
Q
  1. Add non customer-facing capabilities and relationships to internal business units.
A

Depict collaborative team extensions to the basic map (2/6)

231
Q
  1. Add collaborative teams as appropriate to each of the business units that have outsourced customer-facing capabilities with an “enable by” relationship.
A

Depict collaborative team extensions to the basic map (3/6)

232
Q
  1. Add and connect customer-facing capabilities to each collaborative team – one per team.
A

Depict collaborative team extensions to the basic map (4/6)

233
Q
  1. Add and map business units to the right of the customer-facing capabilities they each handle.
A

Depict collaborative team extensions to the basic map (5/6)

234
Q
  1. Refine and streamline representations within the organisation map as required.
A

Depict collaborative team extensions to the basic map (6/6)

235
Q

Can be used to define the key value deliverables between business units.

A

Value Network Analysis (VNA)

236
Q

In Value Network Analysis, the value creating interactions are shown as both

A

Formal deliverable and intangible benefits and interactions.

237
Q

The VNA augments previous organisational mapping perspectives by adding the concept of

A

Value exchange as the link between two business units or businesses.

238
Q

Providing a snapshot view of how the overall business works and interacts, including relationships with third parties

A

Using the Organisation Map for Business Planning & Transformation (1/6)

239
Q

Establishing a coordinated plan across business units to streamline and improve customer value

A

Using the Organisation Map for Business Planning & Transformation (2/6)

240
Q

Shifting from a product-centric to a customer-centric organization

A

Using the Organisation Map for Business Planning & Transformation (3/6)

241
Q

Ensuring that shared capabilities are considered in transformation planning

A

Using the Organisation Map for Business Planning & Transformation (4/6)

242
Q

Creating more streamlined investment strategies across business units that share common capabilities

A

Using the Organisation Map for Business Planning & Transformation (5/6)

243
Q

Governing relationships across multiple business partners that have common capabilities essential to the success of the business

A

Using the Organisation Map for Business Planning & Transformation (6/6)

244
Q

shows the activities that an organisation performs to create the value being exchanged between itself and its stakeholders.

A

Value map

245
Q

Illustrates how an organisation orchestrates business capabilities in order to create stakeholder value and align to other aspects of the business architecture.

A

Value map

246
Q

The benefit that is derived by an organization’s stakeholder while interacting with that organization

A

Value

247
Q

The only reason an organisation exists is that it

A

Provides value to one or more stakeholders.

248
Q

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.

A

Value analysis

249
Q

Assists an organization in identifying opportunities to improve the value for one or more of those stakeholders

A

Value analysis

250
Q

Focuses on the identification of the end-to-end value creation from the standpoint of the stakeholders.

A

Value analysis

251
Q

This perspective is a view of how the organisation’s external stakeholders see the organisation providing value to them.

A

Outside-in

252
Q

Stakeholder value discussions are often muddled because they focus on a myriad of

A

Overlapping and redundant business processes, enabling technologies, and organisational complexities.

253
Q

Value maps identify the various activities where value is achieved and enable management to quickly see where to focus efforts to

A

Reduce stakeholder complaints, enable stakeholder access, and identify areas where significant opportunities may be pursued.

254
Q

Executives who have clear visibility into value map views can set strategies without concern over

A

The technical details required to deliver the benefits of this value stage.

255
Q

Business capabilities alone are not enough to fully empower a business to address

A

Near-term and long-term issues and challenges.

256
Q

Both enable and rely on business capabilities.

A

Value maps

257
Q

Stakeholders ___ in value exchanges through the value map.

A

Initiate and participate

258
Q

Each value stage of a value map as it moves from left to right creates

A

Value for one or more stakeholders.

259
Q

Value maps offer a simple, aggregated depiction of this same process-oriented concept with a clear focus on

A

Achieving end-to-end stakeholder value

260
Q

Planning teams can use value maps to rapidly envision and improve the way in which a business delivers value while determining

A

Which capabilities must be improved to support these changes.

261
Q

Every firm is a collection of activities that are performed to design, produce, market, deliver, and support its product

A

Michael Porter / The Value Chain

262
Q

Provide a framework for identifying the distinction between value creating and supporting activities.

A

Value Chain

263
Q

This approach to value analysis has a decidedly more end-to-end, progressive perspective of value delivery than the Value Chain.

A

Value stream analysis

264
Q

A value stream has one clear goal

A

“To satisfy or to delight the customer.”

265
Q

A stakeholder triggered, end-to-end depiction of how a business delivers value to that stakeholder.

A

Value stream

266
Q

Strive to achieve the triggering stakeholder’s objective stated in the name

A

Value streams

267
Q

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.

A

The Value Network

268
Q

Value may be given by and derived from the client organisation for many stakeholders.

A

The Value Network

269
Q

Two different kinds of lines to differentiate formal, contractual deliverables (tangible) from informal or non-contractual interactions.

A

The Value Network

270
Q

By not focusing explicitly on flows the value network avoids the transactional issues that other approaches encounter and this networked approach

A

Allows the value network to be used to take a more holistic view of value

271
Q

Accounting Value, Economic Value, or Accretive Value.

A

Lean Value Streams: resource consumption (in the broad sense) associated with an activity

272
Q

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).

A

Decomposing what an organisation does to create the value (i.e., the value stream)

273
Q

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

A

Decomposing the value that is delivered by the organisation (i.e., the value item).

274
Q

Every value stage must produce at least one value item, but a single value stage may produce

A

Multiple value items.

275
Q

Describes the conveyance of value items between stakeholders within a value stream.

A

Value exchange

276
Q

The simplest kind of value exchange is the classical

A

Economic exchange between two parties.

277
Q

Many interactions cannot be monetised to easily establish value either

A

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
Q

it is important to consider __ and __ value when examining and decomposing value.

A

Monetary and non-monetary

279
Q

It is important to consider that value may be derived from value streams that are __ or __ of the value stream being considered.

A

Peers to or parents

280
Q

More than one type of stakeholder can

A

Trigger a value stream.

281
Q

Each value stream minimally has a

A

Name, a definition, and identification of one or more triggering stakeholders.

282
Q

Each value stream stage has a

A

Name and a definition, well-defined entrance and exit criteria, and identification of participating stakeholders.

283
Q

When viewing a value stream flow from left to right, value is ___ prior to moving on to the next stage.

A

Accrued at each stage

284
Q

Business object state changes result in ___ through a value stream.

A

Work moving forwards or backwards

285
Q
  1. Ensure that each value stream has a clearly identified triggering stakeholder or set of stakeholders.
A

Value Stream Mapping Validation Guideline (1/5)

286
Q
  1. Focus on customer or externally facing value streams as a priority.
A

Value Stream Mapping Validation Guideline (2/5)

287
Q
  1. Do not confuse value streams with lower level processes.
A

Value Stream Mapping Validation Guideline (3/5)

288
Q
  1. Use value streams to test and refine capabilities.
A

Value Stream Mapping Validation Guideline (4/5)

289
Q
  1. Use capabilities to test and refine value streams.
A

Value Stream Mapping Validation Guideline (5/5)

290
Q
  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.
A

Steps to build a set of value streams (1/14)

291
Q 
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
A

Steps to build a set of value streams (2/14)

292
Q
  1. Expand or adjust the list in step two above to align these concepts to the particular business terminology, stakeholders, and business model.
A

Steps to build a set of value streams (3/14)

293
Q
  1. Clearly name and define each value stream in a one-sentence description.
A

Steps to build a set of value streams (4/14)

294
Q
  1. Clearly define triggering stakeholders for each value stream.
A

Steps to build a set of value streams (5/14)

295
Q
  1. 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.
A

Steps to build a set of value streams (6/14)

296
Q
  1. Clearly name and define each stage within the value stream.
A

Steps to build a set of value streams (7/14)

297
Q
  1. Identify the criteria for entering and leaving each stage of the value stream.
A

Steps to build a set of value streams (8/14)

298
Q
  1. Identify participating stakeholders for each stage within the value stream.
A

Steps to build a set of value streams (9/14)

299
Q
  1. Decompose value stages only where essential to clarity

Repeat steps 7-9 for each lower level set of stages.

A

Steps to build a set of value streams (10/14)

300
Q
  1. Validate each value stream with executive teams and business units responsible for enacting or improving the processes supporting the value stream.
A

Steps to build a set of value streams (11/14)

301
Q
  1. Validate each value stream with a broad variety of business stakeholders.
A

Steps to build a set of value streams (12/14)

302
Q
  1. 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.
A

Steps to build a set of value streams (13/14)

303
Q

Value streams provide a framework to view the

A

Need for and solution to full transparency of the business objects or cases moving through these value streams.

304
Q

Value streams are not triggered by other value streams but always by stakeholders or stakeholder proxies (e.g., time or other events).

A

Rules for multiple parallel value streams (1/3)

305
Q

The state of a business object in one value stream may result in termination of another value stream working against that same business object.

A

Rules for multiple parallel value streams (2/3)

306
Q

Business object (commonly called a case in case management terms) may be impacted by a change of state in a related business object.

A

Rules for multiple parallel value streams (3/3)

307
Q

Five criteria representing a common way of evaluating various aspects of value streams

A 
Quality and Correctness 
Efficiency and Timeliness 
Consistency and Standardisation
Availability to Stakeholder Community 
Performance against Expectations
308
Q

Minimise clutter in the Value Stream / Capability mapping by only showing the highest level capability possible where

A

Each of the lower level capabilities may be required by that stage.

309
Q

The most important benefit of value stream / capability mapping is the ability to

A

Rapidly envision how to drive stakeholder value and where to improve weaknesses in the value stream.

310
Q

Another benefit of value stream / capability mapping is

A

Capability reuse.

311
Q

A business architecture mapping should not be considered mature until the

A

Value streams and capabilities have been cross-mapped

312
Q

Mapping Value Streams to multiple business processes is common in many businesses where multiple

A

Business units or teams have variations on the processes that may implement a given value stream stage.

313
Q

The collective view of ___ link the architecture with solution design and delivery.

A

Value stream and process

314
Q
  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.
A

Value Stream Key Relationships for Analysis (1/10)

315
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (1/10)

316
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (2/10)

317
Q

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

A

Value Stream Key Relationships for Analysis (3/10)

318
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (4/10)

319
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (5/10)

320
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (6/10)

321
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (7/10)

322
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (8/10)

323
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (9/10)

324
Q
  1. 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.
A

Value Stream Key Relationships for Analysis (10/10)

325
Q

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.

A

Value streams

326
Q

Provide the ability to demonstrate that vision from a high-level perspective that can then be drilled down into more detail.

A

Value maps

327
Q

Determining and communicating ___ is an essential analysis requirement for a number of real world scenarios that business architecture can support.

A

Where business processes are redundantly defined across business units, product lines, and third party organisations

328
Q

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.

A

Value mapping

329
Q

Value mapping provides an entry point into understanding the opportunities and choices that an organisation faces

A

In challenging business environments

330
Q

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.

A

To assess the impact of the decisions that this analysis may lead to

331
Q

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

A

Stakeholder value is a major consideration at each stage of analysis and deployment.

332
Q

Focus on using information to understand the wants of small distinct groups of consumers and to

A

Reach these consumers with offerings tailored to these wants.

333
Q

Instantaneous information about the operations of the business and the behaviour of competitors is improving the

A

Efficiency and competitiveness of business.

334
Q

Text, video, audio

A

Unstructured data

335
Q

XML, RDF, HTML

A

Semi-structured data

336
Q

Relational schemas, XML schemas and other more concrete information models can be derived

A

From graph models

337
Q

Relational schemas, XML schemas and other more concrete information models can be derived from graph models, enabling them to be used

A

Jointly by business people, business architects, and technology architects.

338
Q

Is one that has a physical presence; it can be touched if it is safe to do so.

A

A tangible entity

339
Q

Are conceptual in nature, typically ideas or commitments.

A

Intangible entities

340
Q

Both tangible and intangible entities are manipulated and transformed within the business to

A

Create value for the stakeholders of the business.

341
Q

Is a persistent thing that is of interest to a business.

A

Business entity

342
Q

These items represent categories of business entities such as revenues, stock on hand, managers, and CEOs.

A

Classes:

343
Q

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.

A

Individuals:

344
Q

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.

A

Roles:

345
Q

We relate these business entities and results to capabilities through

A

Roles

346
Q

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.

A

Role

347
Q

Discrete, objective facts or observations, which are unorganized and unprocessed and therefore have no meaning or value because of lack of context and interpretation

A

Data

348
Q

The combination of data and a context for interpreting that data

A

Information

349
Q

Interpretation comes from associating the data with terms and definitions associated with the context of use of the data.

A

Information

350
Q

May also exist in the minds of people who participate in the business and may never be realised as data in an IT system.

A

Information

351
Q

An ability to apply information in order to solve a problem or create value.

A

Knowledge

352
Q

The accumulated experience of using knowledge, resulting in learned patterns for the application of knowledge to a problem or opportunity.

A

Wisdom

353
Q

The baseline from which business knowledge evolves.

A

Business information

354
Q

Serves as a foundational building block for business capabilities and values streams.

A

Business information

355
Q

Is challenging and expensive to obtain

A

Business information

356
Q

Many businesses are deficient in it

A

Business information

357
Q

Business information is transformed into business knowledge when people and processes can use that information to

A

Improve business decision making and respond to challenges.

358
Q

iIs a pattern for transforming business knowledge into wisdom.

A

Scenario analysis

359
Q

Associated with skills, is difficult to explain in words, and is often taught by example.

A

Tacit knowledge

360
Q

Difficult to convey among persons and to IT systems.

A

Tacit knowledge

361
Q

Often associated with decisions

A

Explicit knowledge

362
Q

Can be translated into words and data

A

Explicit knowledge

363
Q

Can be conveyed by publication

A

Explicit knowledge

364
Q

Is easily transmitted

A

Explicit knowledge

365
Q

Often termed “information”

A

Explicit knowledge

366
Q

Often associated with decisions, is learned by association

A

Cultural knowledge

367
Q

Often takes the form of beliefs that are used to make decisions in the presence of uncertainty or lack of tacit and explicit knowledge.

A

Cultural knowledge

368
Q

When used by a human, the human is often unaware of the source of the knowledge.

A

Cultural knowledge

369
Q

We are always looking for ways to make ___ so that the spread of business knowledge is enhanced.

A

Tacit and cultural knowledge explicit

370
Q

Representation of the business entities and relationships that are required to manage or participate in the activities of the capabilities.

A

The information map

371
Q

The representation of the business entities and relationships may be a diagram, a spreadsheet, or the contents of a computer database.

A

The information map

372
Q

Should be of primary importance to the business.

A

The concepts represented in the basic information map

373
Q

We use IT systems to track business events, but not to ___ of the people who make the business function.

A

Describe or assess the hopes, aspirations, and cultures

374
Q

We sometimes use data in IT systems as a

A

Proxy for things we cannot observe directly such as customer motivation.

375
Q

Definitions, mappings to capabilities, stakeholder related mappings to value streams, business knowledge, and linkages to existing data systems.

A

Associated with mapping of information concepts

376
Q

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.

A

The vocabulary the business will use

377
Q

Provides the basic business vocabulary for the information required to communicate and collaborate across a business.

A

Business information mapping

378
Q

Business information mapping provides the basic business vocabulary for the information required to

A

Communicate and collaborate across a business.

379
Q

Common information vocabulary allows each part of the business to view the customer

A

As seen by the other parts of the business.

380
Q

The information map is a foundation for analysis to identify

A

Information and data governance

381
Q

Having a baseline vocabulary streamlines

A

Communication and coordination.

382
Q

Just as a common business vocabulary enables coordination across internal business units, the vocabulary offers the same type of value when

A

Dealing with business partners.

383
Q

Having a commonly defined set of business information for both organisations enables merger and acquisition deployment to move forward with

A

A common foundational language

384
Q

Executive and related business decision making relies on

A

Robust, high integrity information.

385
Q

Establishes the path towards building a cohesive regulatory reporting environment.

A

Establishing a shared information vocabulary

386
Q

It has been consistently shown that information is essential for innovation, together with

A

A culture that encourages and rewards intelligent risk taking.

387
Q

Information facilitates the assessment of both ___ associated with a course of action.

A

Upside and downside risk

388
Q

Are often compromised when business vocabulary is not consistently defined.

A

Stakeholder and internal communication and collaboration

389
Q

If information is not properly identified, then __, __ and __ can be compromised

A

Security, confidentiality, and privacy

390
Q

It is a best practice to create the information map ___ the creation of the capability map.

A

Slightly behind or in concert with

391
Q

Role labels are often taken from ___: Agent, Object, Tool/Instrument

A

The common labels we apply to parts of speech

392
Q

Another category of Role labels is used to ___, e.g., “Quarterly Sales”

A

Model aggregations of business entities

393
Q

Is a set of contingent commitments by the parties to the agreement to engage in specified future behaviours.

A

An agreement

394
Q

Is an intangible business entity that is represented in the information map by a Class.

A

An agreement

395
Q

Events can be represented by __, and Event Classes can have __ relationships just like capabilities.

A

Classes, Role

396
Q

Different points of view typically correlate with

A

Specific capabilities of the business.

397
Q

The information map can then be used to remove ambiguity in discussions and in other business architecture maps.

A

Benefit to keeping the point of view definitions (1/2)

398
Q

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.

A

Benefit to keeping the point of view definitions (2/2)

399
Q

Must be applied to the information map or it will become chaotic and inconsistent and its value will be destroyed.

A

Governance

400
Q

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.

A

Primary linkage among the concepts in the Information Map (1/4)

401
Q

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).

A

Primary linkage among the concepts in the Information Map (2/4)

402
Q

One concept is a kind of the other (e.g., an automobile policy is a kind of policy).

A

Primary linkage among the concepts in the Information Map (3/4)

403
Q

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).

A

Primary linkage among the concepts in the Information Map (4/4)

404
Q

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.).

A

Identity

405
Q

Linkages to entities not in the information map. (e.g. honorific titles)

A

Attributes

406
Q

Some relationships involving an entity concept are contingent, i.e. they

A

May or may not exist depending on circumstances.

407
Q

Attribute linkages should only be used for relationships that ___ contingent

A

Are NOT

408
Q

Attribute linkages should rarely be used for relationships that are

A

Many to one.

409
Q

The capability map is a good basis for creating an information map because the capability map is

A

A relatively stable description of the functions of a business of a particular type.

410
Q

Information / Capability Relationship (1/4)

A

Used by the capability but not changed by it (e.g., the customer associated with a claim), or

411
Q

Information / Capability Relationship (2/4)

A

Created by the capability (e.g., a policy)

412
Q

Information / Capability Relationship (3/4)

A

Used and modified by the capability

413
Q

Information / Capability Relationship (4/4)

A

Destroyed by the capability.

414
Q

Information / Capability characterisations are used for

A

Tracing the flow of information instances through the business

415
Q

Information / Capability characterisations are used

A

To help define information governance policies

416
Q

Capability mapping enforces carefully considered analysis of each capability and produces a

A

Clear, concise, and non- ambiguous definition.

417
Q

We gain an understanding of some of the ways that information associated with a capability can produce value.

A

By linking capabilities with information,

418
Q

The importance of information associated with a capability can frequently be determined by

A

The value stream stage associated with that capability.

419
Q

It is not sufficient to simply associate the information entities to the capability; they must also be associated to the value stream stage.

A

Because capabilities can be associated with many value stream stages,

420
Q

Describes how information instances come into existence, are changed, and go out of existence.

A

An information lifecycle model

421
Q

Cause these information lifecycle events (come into existence, are changed, and go out of existence) to happen

A

Capabilities

422
Q

When no capability is interested in an information individual, it may as well

A

Be destroyed.

423
Q

It is natural for that capability to have a governance role with respect to the concept when

A

When a capability creates or changes an information concept

424
Q

When governance policies are linked to their business structure model concepts, they constitute the

A

Information governance model.

425
Q

This model may be used to identify the capabilities that may be assigned this governance responsibility.

A

Information governance model.

426
Q

A general governance policy might be to prohibit changes to information by capabilities other than

A

Those with direct business need to alter the information.

427
Q

A general governance policy must be coupled with an audit policy because

A

No prohibition mechanism is safe from an individual with good knowledge of the system.

428
Q

The linkage between __, __, and __ allows the identification of types of information items that should be preserved for auditing purposes.

A

Value stream stage, capability and information concept

429
Q

Will typically include concepts that are derived from other concepts.

A

The information structure model

430
Q

The requirement to be able to examine this data when one can view the trajectory is an

A

Information provenance policy.

431
Q

An information provenance policy can be linked to ___ in the ___, creating an information provenance model.

A

The source and target concepts in the information structure model

432
Q
  1. Determine that an information concept is a business information concept.
A

Validation guideline for working with information maps (1/5)

433
Q
  1. Ensure that an information asset has a corresponding capability.
A

Validation guideline for working with information maps (2/5)

434
Q
  1. Validate that a concept is generalised across the business where appropriate.
A

Validation guideline for working with information maps (3/5)

435
Q
  1. Inspect initiating stakeholders for each value stream to ensure that all major stakeholder categories are included.
A

Validation guideline for working with information maps (4/5)

436
Q
  1. Ensure that each business information asset is socialised and validated with a representative cross-section of the business.
A

Validation guideline for working with information maps (5/5)

437
Q
  1. Establish a starter list of information Classes.
A

Step to draft the information map (1/8)

438
Q

Any starter information list should incorporate business information concepts that are common to your

A

Business and industry.

439
Q

The starter information list can be enhanced by reviewing

A

Strategy objectives in the corresponding strategy map that defines how objectives are to be achieved.

440
Q
  1. Refine the starter list of information Classes.
A

Step to draft the information map (2/8)

441
Q
  1. Validate the information map against the capability map.
A

Step to draft the information map (3/8)

442
Q

Which would include definitions for capability levels 1-3, is an excellent source from which to validate or even derive information items.

A

A mature capability map,

443
Q

Are used to link the information items in the map to the Capabilities.

A

The Role relationships

444
Q
  1. Validate the information map against the value stream stakeholder list.
A

Step to draft the information map (4/8)

445
Q

Each __ should be represented within the information map.

A

Triggering stakeholder

446
Q
  1. Establish Role links among information items.
A

Step to draft the information map (5/8)

447
Q

Role links often represent

A

Specialization

448
Q

Less frequently, a Role link may represent a

A

Reference to an action or state of affairs

449
Q
  1. Extend information maps into lower level information maps.
A

Step to draft the information map (6/8)

450
Q
  1. Perform behavioural analysis for selected information assets.
A

Step to draft the information map (7/8)

451
Q

Attributes various information assets with a business view of when and how often the information is expected to be available, made current, and used.

A

Behavioural analysis

452
Q

When performing the behavioural analysis, be alert for

A

Unusual and valuable skills

453
Q

When performing the behavioural analysis, take care to understand the

A

Information needed to execute unusual and valuable skills efficiently and well.

454
Q
  1. Iteratively socialise the information map.
A

Step to draft the information map (8/8)

455
Q

This socialiSation process follows the same pattern as performed in capability mapping.

A

Information Mapping

456
Q

The information map can be __ to indicate information that is unavailable or of poor quality.

A

Heat mapped

457
Q

Heat mapping capabilities is more useful than heat mapping information maps because

A

It indicates the degree to which the functioning of the capability is inhibited by an information deficit.

458
Q

It will often be the case that information desired by the business, its partners, and its customers will not be available because

A

It is not collected or because it is not known how to obtain the information.

459
Q

Information, known to be useful to a business may not be available because

A

Collecting it is too expensive or is infeasible because the information is tacit or cultural.

460
Q

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

A

Exhibit the same behaviour as the ideal information.

461
Q

As a baseline vocabulary

A

The immediate value of an information map

462
Q

Various business groups, business analysts, and even business partners can use it as a basis for communicating.

A

The immediate value of an information map

463
Q

Provides clarity for any discussion that crosses business unit boundaries and or business and IT

A

Value of an information map

464
Q

Using the common vocabulary to communicate issues, requirements, and strategy across business units and divisions.

A

Immediate use for the information map

465
Q

Information maps allow the identification of __ and __ needed by the post transformation activities and decision making.

A

information and knowledge

466
Q

Information maps allow the identification of information and knowledge needed by the post transformation

A

activities and decision making.

467
Q

To establish an operational data model upon which to base a multi-application transformation effort.

A

Use for the information map

468
Q

Any internal transformation initiative that crosses business boundaries requires

A

A common vocabulary.

469
Q

Is invaluable in various business scenarios that involve a merger, acquisition, or even smaller scale partnering arrangement where certain capabilities have been outsourced.

A

A common business vocabulary of information

CBA (12 decks)

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