Knowledge Base & Metamodel Flashcards
1
Q
Business Unit decomposes into
A
Business Unit
2
Q
Business Unit composed from
A
Business Unit
3
Q
Capability delivered by
A
Business Unit
4
Q
Business Unit delivers
A
Capability
5
Q
Business Unit belongs to
A
Organisation
6
Q
Organisation has
A
Business Unit
7
Q
Capability supported by
A
Information Concept
8
Q
Information Concept supports
A
Capability
9
Q
Capability is impacted by
A
Initiative
10
Q
Initiative impacts
A
Capability
11
Q
Capability enabled by
A
Product
12
Q
Product enables
A
Capability
13
Q
Capability is enabled by
A
Value Stage
14
Q
Value Stage enables
A
Capability
15
Q
Information Concept informed by
A
Capability
16
Q
Capability informs
A
Information Concept
17
Q
Information Concept informed by
A
Objective
18
Q
Objective informs
A
Information Concept
19
Q
Information Concept defines
A
Stakeholder
20
Q
Stakeholder defined by
A
Information Concept
21
Q
Initiative realizes
A
Objective
22
Q
Objective is realized by
A
Initiative
23
Q
Initiative impacts
A
Product
24
Q
Product is impacted by
A
Initiative
25
Objective motivates
Initiative
26
Initiative is motivated by
Objective
27
Organisation is guided by
Objective
28
Objective guides
Organisation
29
Organisation delivers
Product
30
Product delivered by
Organisation
31
Organisation integrates through
Strategy
32
Strategy integrates for
Organisation
33
Product owned by
Business Unit
34
Business Unit owns
Product
35
Product relies on
Capability
36
Capability guides
Product
37
Product is valuable to
Stakeholder
38
Stakeholder receives value from
Product
39
Product is impacted by
Initiative
40
Initiative impacts
Product
41
Product provided by
Organisation
42
Organisation provides
Product
43
Productis similar to
Product
44
Stakeholder enables
Capability
45
Capability is enabled by
Stakeholder
46
Stakeholder owns
Initiative
47
Initiative is owned by
Stakeholder
48
Stakeholder may be an
Organisation
49
Organisation a kind of
Stakeholder
50
Stakeholder instantiated as
Organisation
51
Organisation type of
Stakeholder
52
Stakeholder owns
Strategy
53
Strategy is owned by
Stakeholder
54
Stakeholder triggers
Value Stream
55
Value Stream triggered by
Stakeholder
56
Stakeholder participates in
Value Stream Stage
57
Value Stream Stage is participant of
Stakeholder
58
Strategy impacts
Product
59
Product impacted by
Strategy
60
Strategy owned by
Stakeholder
61
Stakeholder owns
Strategy
62
Strategy aligned with
Value Stream
63
Value Stream aligns
Strategy
64
Value Stream enables
Business Unit
65
Business Unit is enabled by
Value Stream
66
Value Stream guides the direction for
Product
67
Product relies on
Value Stream
68
Value Stream parent of
Value Stream Stage
69
Value Stream Stage child of
Value Stream
70
Value Stream Stage is supported by
Stakeholder
71
Stakeholder participates in
Value Stream Stage
72
The business architecture knowledgebase provides the foundational perspective for formalising the
definition, relationships, and management of business architecture artifacts
73
The metamodel identifies the artefacts and relationships that serve as the foundation for
storing and automating a business architecture practice.
74
As a general rule, this metamodel would serve as the basis for automating
the capture and dissemination of business architecture artefacts.
75
The knowledgebase can be leveraged as a foundation for ensuring business blueprints are consistent, complete, and aligned
across the organisation (vertically and horizontally).
76
The knowledgebase can be leveraged as a foundation for ensuring ___ across the organisation (vertically and horizontally).
business blueprints are consistent, complete, and aligned
77
The knowledgebase should be aligned and informed using a metamodel to ensure blueprints are
consistent, complete, and enable best practices and formal disciplines.
78
The knowledgebase can be__ (a few documents and spreadsheets) or formal (__).
informal, suggesting a sophisticated environment supported by a tool
79
The knowledgebase may be formalised as part of
an individual or federated repository.
80
A standard practice involves having a small group of business architects govern
The business architecture and its use across the organisation
81
A standard practice involves having a small group of business architects ensure that business architecture artefacts
Are properly identified (catalogued) and captured in the knowledgebase.
82
A standard practice involves having a small group of business architects ensure that the underlying metamodel
Supports a robust set of business architecture artefacts, relationships, and scenarios identified within the practice of business architecture.
83
The overall business architecture objectives that the organisation has established for the knowledgebase.
Consideration when defining the knowledgebase
84
The desire for an organisation to shift from an ad hoc, simplistic business architecture environment to a sophisticated, highly leveraged business architecture environment.
Consideration when defining the knowledgebase
85
The ultimate level of sophistication envisions that business architecture can be used to trace
strategy through execution and solution deployment across initiatives and business units.
86
The ability of an organisation to engage tooling to allow the knowledgebase to fully support and enable the business architecture.
Consideration when defining the knowledgebase
87
__and __, will aid an organisation’s tool selection process.
Well-considered objectives, enabling a knowledgebase, supported by a formal metamodel
88
Every organisation has something in place for capturing their business architecture artefacts __, or __.
Explicitly or implicitly
89
A business architecture knowledgebase is built upon a metamodel that defines __, __, and the __.
The core set of concept terms, definitions, relationships among those concepts
90
In order to populate the knowledgebase with their own business-specific information, organisations must identify aspects of their business architecture, including:
Value stream, capability, information, organisation, strategy and related concepts that contribute to achieving practice- related objectives.
91
Promote the capture and sharing of business architecture knowledge to support consistent communications and understanding across business practices.
Guideline for development of an effective business architecture knowledgebase
92
The capture and sharing of business architecture knowledge includes
The ability to provide traceability across planning, strategy, and initiative execution
93
The capture and sharing of business architecture knowledge enables
Business architecture to align with complementary disciplines including BPM, Lean Six Sigma, or business requirements analysis.
94
Ensure that the knowledgebase and practice are informed by scenarios that cover the enterprise perspective and relevant local and regional perspectives.
Guideline for development of an effective business architecture knowledgebase
95
Establish and maintain a metamodel that encapsulates the core concepts (terms) and relationships as used across the organisation.
Guideline for development of an effective business architecture knowledgebase
96
Any enterprise business architecture repository must be able to ___ in order to provide an integrated view of the organization.
coexist with and link to multiple existing repositories
97
Ensure the knowledgebase is populated properly with relevant business architecture artifacts to support value delivery for business initiatives and business scenarios.
Guideline for development of an effective business architecture knowledgebase
98
A knowledgebase is only as good as __ and __ of the business information being represented.
the currency, integrity
99
A knowledgebase is only as good as the currency and integrity of the business information being represented, particularly with
The more volatile aspects such as strategy or initiative, which can evolve on a more fluid basis than core concepts
100
Leverage technology to support the knowledgebase using a pragmatic approach.
Guideline for development of an effective business architecture knowledgebase
101
Ensure that the knowledgebase can integrate and link information from various domains and sources.
Guideline for development of an effective business architecture knowledgebase
102
Ensure that the business architecture knowledgebase can provide multiple business perspectives.
Guideline for development of an effective business architecture knowledgebase
103
In order to provide a holistic view of an organization it is essential that the business architecture reference model not embed ___, including, for example, an explicit business model that is likely to change often over time.
Any particular perspective that would restrict its ability to support other perspectives
104
Ensure that elements in the business architecture knowledgebase must not be restricted to any single element of the business architecture framework.
Guideline for development of an effective business architecture knowledgebase
105
The underlying metamodel helps align the semantics that exist in an organisation through
Its glossary and the extensions that incorporate the context associated with different perspectives.
106
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 functional area.
Business Unit (Metamodel Entity)
107
A particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome.
Capability (Metamodel Entity)
108
Core subject areas used to define the organization's business model (e.g., Asset, Customer, Product, Location, Contract)
Information Concept (Metamodel Entity)
109
A course of action that is being executed or has been selected for execution.
Initiative (Metamodel Entity)
110
Measurable goals for guiding strategy and aligning initiatives with execution. They can be applied at individual, operational, business unit, and organisational levels.
Objective (Metamodel Entity)
111
A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.
Organisation (Metamodel Entity)
112
Customers "hire" them to help them achieve a set of desired outcomes associated with one or more jobs they are trying to get done. The value that one provides for a customer is measured by how well it helps that customer address their desired outcomes.
Product (Metamodel Entity)
113
An internal or external individual or organisation with a vested interest in achieving value through a particular outcome.
Stakeholder (Metamodel Entity)
114
The pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole.
Strategy (Metamodel Entity)
115
Representation of the series of interchanges with stakeholders as the value stream moves from left to right.
Value Stage (Metamodel Entity)
116
An end-to-end collection of activities that create a result for a customer, who may be the ultimate customer or an internal end-user of the value stream.
Value Stream (Metamodel Entity)
117
A value in formalising the metamodel as part of launching a business architecture practice is that
It creates alignment around the key terms used by the organisation leadership
118
A value in formalising the metamodel as part of launching a business architecture practice is that
It helps everyone in the organization understand the relationships in the underlying business architecture
119
A value in formalising the metamodel as part of launching a business architecture practice is that
It helps everyone in the organization understand the importance of embracing the disciplines underlying business architecture
120
One of the most common uses of the metamodel is for conducting
Impact analysis to understand cause and effect (causality) or for planning change.
121
Knowledgebase enabled analysis is important because it provides insights into __ that require examining business-wide impacts, failure points, transformation perspectives, and related priorities.
How to meet significant and far-reaching objectives and strategies
122
Knowledgebase enabled analysis is important because it provides insights into how to meet significant and far-reaching objectives and strategies that require
Examining business-wide impacts, failure points, transformation perspectives, and related priorities.
123
Facilities to load business architecture capabilities, value representations, information and business units
Business architecture tool criteria (Capture)
124
Ability to represent additional concepts including objectives, initiatives, stakeholders, products and services, and external third parties
Business architecture tool criteria (Capture)
125
Ability to view loaded artifacts in list, graphical, or other formats
Business architecture tool criteria (Capture)
126
Standard import facility using standards based and other industry input formats
Business architecture tool criteria (Capture)
127
Ability to support the definition of and relationships among business architecture representations, such as capability to business unit or capability to value stage
Business architecture tool criteria (Capture)
128
Ability to input data via application programming interfaces (APIs)
Business architecture tool criteria (Capture)
129
Robust repository for storing, cross-referencing, and accessing business architecture
Business architecture tool criteria (Manage)
130
Metamodel based repository that reflects industry standard relationships where available and practice-based relationships where appropriate
Business architecture tool criteria (Manage)
131
Ability to access the tool by authorized administrators and users that enables version control and historical management of metadata
Business architecture tool criteria (Manage)
132
Support for multiple simultaneous users and the ability to allow multiple streams of work to be managed and synchronized
Business architecture tool criteria (Manage)
133
Ability to generate standardized views of capability, organization, information, and value maps
Business architecture tool criteria (Communicate)
134
Ability to create customized or extended business architecture mapping views
Business architecture tool criteria (Communicate)
135
nabling of ad hoc views based on usage requirements
Business architecture tool criteria (Communicate)
136
Ability to export webpage views of business architecture blueprints and related information
Business architecture tool criteria (Share)
137
Business architecture export facility that uses industry standard exchange formats
Business architecture tool criteria (Share)
138
Open interchange formats as necessitated by evolution of data exchanges standards and protocols
Business architecture tool criteria (Share)
139
Export of views into standard tooling (e.g., MS Office) in a manner that enables further customization of views within these tools
Business architecture tool criteria (Share)
140
Initial building efforts may use Word or Excel to build out the business architecture
Business Architecture Tool Selection Consideration
141
Excel representations provide flexibility in initiating the business architecture and can be used to export those representations into an enterprise architecture tool
Business Architecture Tool Selection Consideration
142
Drawing tools can be used to enhance the limitations of MS Excel or the high-end enterprise architecture tools and creating custom blueprints
Business Architecture Tool Selection Consideration
143
Lightweight business architecture tools can co-exist with high-end enterprise architecture tools because the tools essentially serve a different purpose
Business Architecture Tool Selection Consideration
144
The business architecture tool should not dictate
How to manage or represent the business architecture
