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CBA > Principles > Flashcards

Principles Flashcards

1
Q

It is about the business

A

Business Architecture

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2
Q

Its scope is the scope of the business

A

Business Architecture

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3
Q

It is not prescriptive

A

Business Architecture

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4
Q

It is iterative

A

Business Architecture

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5
Q

It is reusable

A

Business Architecture

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6
Q

It is not about the deliverables

A

Business Architecture

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7
Q

Relate to a particular community of interest

A

Business Strategies

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8
Q

Created to respond to the external environment

A

Business Strategies

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9
Q

Evaluated using value analysis

A

Business Strategies

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10
Q

Leverage and build upon existing organisational capabilites

A

Business Strategies

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11
Q

Realised through the creation of initiatives that target specific measurable outcomes

A

Business Strategies

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12
Q

Represent a portfolio of approaches to pursuing objectives

A

Business Strategies

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13
Q

Only as good as the ability to measure progress towards them

A

Business Strategies

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14
Q

Are not static

A

Business Strategies

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15
Q

Developed using a variety of analytic frameworks

A

Business Strategies

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16
Q

Provide business centric views of an organisation

A

Capabilities

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17
Q

Are defined in business terms

A

Capabilities

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18
Q

Are nouns, not verbs

A

Capabilities

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19
Q

Define what a business does

A

Capabilities

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20
Q

Are stable

A

Capabilities

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21
Q

Are defined once for an enterprise

A

Capabilities

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22
Q

Decompose into capabilites

A

Capabilities

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23
Q

There is one of these for a business

A

Capability map

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24
Q

Map to other views of the business

A

Capabilities

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25
Q

An automated one of these is still for the business, not IT

A

Capability

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26
Q

If the mapping team cannot define it, it probably isn’t one

A

Capability

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27
Q

Named and defined by the individuals and business units who have and exercise them

A

Capabilities

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28
Q

Provide visibility into the business

A

Organisation maps

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29
Q

Require a focal point

A

Organisation maps

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30
Q

Contain business units

A

Organisation maps

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31
Q

It may decompose into business units

A

Business unit

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32
Q

Constrained by the boundaries of the business

A

Organisation map

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33
Q

Can include third parties

A

Organisation maps

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34
Q

Can be extended to include business views that are not business units

A

Organisation maps

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35
Q

Are not constrained to a given format as long as they conform to principles 1 - 7

A

Organisation maps

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36
Q

Are stakeholder focused

A

Value maps

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37
Q

Are value-centric

A

Value maps

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38
Q

Provide a business-centric representation of how stakeholders derive value

A

Value maps

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39
Q

Provide a holistic view of how value is achieved

A

Value maps

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40
Q

Represent an aggregation of views

A

Value maps

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41
Q

Facilitate a decomposition of views of how value is achieved

A

Value maps

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42
Q

Define how to leverage business capabilities to achieve stakeholder value

A

Value maps

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43
Q

It is a strategic business asset

A

Information

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44
Q

Improves decision making and innovation

A

Information

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45
Q

It is owned by the business and its suppliers, partners and clients

A

Information

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46
Q

Its integrity is essential to business success

A

Information

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47
Q

It is a foundation for other views

A

Information

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48
Q

This streamlines collaboration, communication and automation

A

Common, shared business vocabulary

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49
Q

They are intrinsically associated with business information

A

Business rules

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50
Q

It is restricted by security, confidentiality and privacy policies

A

Information access

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51
Q

Information access is restricted by these three policies

A

Security, confidentiality and privacy

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52
Q

Show the linkage from initiatives to the value they are targeted to deliver

A

Initiative maps

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53
Q

Show how well aligned an organisation’s portfolio is with strategic objectives

A

Initiative maps

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54
Q

Refine the prioritisation of value streams and capabilities

A

Initiative maps

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55
Q

Represents the combination of goods and services to satisfy the customer’s needs

A

A product

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56
Q

May be created and managed internally or by a business partner

A

A product

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57
Q

A product may be created and managed

A

Internally or by a business partner

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58
Q

Relies on a clearly delineated, well defined concept of product

A

Product mapping

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59
Q

May be expanded through the use of a product grouping concept

A

Product mapping

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60
Q

Product mapping may be expanded through the use of this concept

A

Product grouping

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61
Q

It is a volatile aspect of the business architecture

A

Product

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62
Q

They are unique, non-redundant concepts within the context of business architecture

A

Products

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63
Q

It is constrained by a customer focus

A

Product mapping

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64
Q

They map to other views of the business where it further informs about them

A

Products

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65
Q

Is an individual or an organisation that has substantive impact on the business

A

A stakeholder

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66
Q

Can be internal or external to the business

A

A stakeholder

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67
Q

Covers a variety of individual and organisational categories

A

A stakeholder

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68
Q

Is represented as an information concept within the organisation map

A

A stakeholder

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69
Q

Triggers and participates in value streams, either as a recipient of value or a participant that enables value delivery

A

A stakeholder

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70
Q

A stakeholder participates in value streams in these two ways

A

A recipient of value or a participant that enables value delivery

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71
Q

Serves as a resource to implement a capability

A

A stakeholder

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72
Q

Can be a target of a give strategy

A

A stakeholder

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73
Q

A principle or a rule to guide action

A

Policy

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74
Q

Aids in decision making and strategy setting

A

Policy

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75
Q

Policy aids in these two actions

A

Decision making and strategy setting

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76
Q

Can be adopted or proposed

A

Policy

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77
Q

Is set internally or externally

A

Policy

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78
Q

Is fluid and changes on a continuous basis

A

Policy

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79
Q

Is clearly articulated and readily accessible to impacted parties

A

Policy

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80
Q

Policy compliance and conformance requires the ability to

A

Tie policy to a variety of business perspectives

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81
Q

The ability to tie policy to a variety of business perspectives is required for

A

Policy compliance and conformance

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82
Q

The relationship between policy and strategy, product, stakeholder, initiative, business unit, capability, value stream and information is transparent to

A

Relevant and affected parties

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83
Q

The relationship between policy and these is transparent to relevant and affected parties

A

Strategy, product, stakeholder, initiative, business unit, capability, value stream and information

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84
Q

The impact of policy on these is readily determined through links to the broader business architecture

A

Change management and policy compliance

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85
Q

Identifies business architecture articulated business changes that move a business closer to a given business model view

A

Business Model / Business Architecture Alignment

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86
Q

These come in many forms and are not limited to a single set of concepts

A

Business models

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87
Q

This requires mapping business model concepts to business architecture concepts

A

Business Model / Business Architecture Alignment

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88
Q

If this impacts a business architecture concept, it maps to that concept

A

A business model framework concept

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89
Q

The mapping of these to business architecture are explicit when there is a direction mapping between a concept and a business architecture concept

A

A business model framework

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90
Q

The mapping of these to business architecture are implicit when there is a secondary mapping into business architecture through another business architecture concept.

A

Business model

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91
Q

This mapping is completed only to the extent that it is useful in the practice of deploying a business model

A

Business Model / Business Architecture

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92
Q

Provide a framework for envisioning end to end stakeholder value

A

Value streams

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93
Q

Implement various stages of stakeholder value delivery

A

Processes

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94
Q

Provide a holistic perspective that crosses business unit boundaries

A

Value streams

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95
Q

Define the same process differently for a variety of reasons

A

Different business units

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96
Q

This provides a basis for evaluating the implications of overlapping or redundant process definitions and taking action where appropriate

A

Mapping process to value streams

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97
Q

Mapping process to value streams provides a basis for this, and taking action where appropriate

A

Evaluating the implications of overlapping or redundant process definitions

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98
Q

These are enabled by capabilities

A

Value stream stages

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99
Q

These aligned to value stream stages implement the capabilities that enable those value stream stages

A

Processes

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100
Q

Provide a framework for determining which capabilities are implemented by certain processes

A

Value streams

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101
Q

Identify weaknesses and potential opportunities in process improvement

A

Heat mapped capabilities

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102
Q

Identify key information required to enable various aspects of a value stream

A

Capabilities

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103
Q

These are informed of required information via the mapping sequence of process to value stream stage to capability to information map

A

Processes

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104
Q

Processes are informed of required information via this mapping sequence

A

Process to value stream stage to capability to information map

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105
Q

Provide a framework for scoping and focusing business process design

A

Value stream stages

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106
Q

Provides a robust business framework for managing all aspects of work associated with stakeholder value delivery in complex business environments

A

Case management

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107
Q

Business architecture provides a robust framework on which to base these solutions

A

Case management

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108
Q

Is a business design and deployment discipline that is industry and technology independant

A

Case management

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109
Q

Allow businesses to visualise case file management requirements from a stakeholder oriented, value delivery perspective

A

Value streams

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110
Q

Enable analysts to visualise case file accessibility across multiple value streams that may be concurrently active

A

Value streams

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111
Q

Provide a foundation for business-driven case file definition and management

A

Business architecture information concepts

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112
Q

Capabilities to enable case management include

A

Case File Management, Routing, Work Queue Management, Time Processing Management, State Management

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113
Q

Case File Management, Routing, Work Queue Management, Time Processing Management, State Management are capabilities that are essential to

A

Case file definition, maintenance, accessibility and useability

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114
Q

Capabilities to enable case management are essential to

A

Case file definition, maintenance, accessibility and useability

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115
Q

Business Architecture brings visibility into the scope, upstream and downstream business impacts, and cross functional views of

A

Lean Six Sigma improvements

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116
Q

Business Architecture brings visibility into the __ of Lean Six Sigma improvements

A

Scope, upstream and downstream business impacts, and cross functional views

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117
Q

Business architecture provides context for driving __, __ or other business improvements

A

Capability, value stream

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118
Q

Describe what a business does to generate value for its stakeholders in a consistent business vocabulary, not who or how

A

Business capabilities

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119
Q

Provide an end-to-end view of how to achieve value for internal and external stakeholders

A

Business architecture value streams

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120
Q

Focuses on process and therefore addresses who and how to achieve value for external and internal stakeholders

A

Lean six sigma

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121
Q

Are by nature overlapping, fast moving and reflect business unit operations

A

Lean value streams

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122
Q

Are by nature mutually exclusive, slow moving, and reflect enterprise operations

A

Capabilities

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123
Q

These are achieved by letting processes be processes but aligning them to consistent anchors in the form of capabilities to ensure processes are providing consistent enterprise level outcomes

A

Organisational flexibility, agility and effectiveness

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124
Q

Organisational flexibility, agility and effectiveness are achieved by letting processes be processes but aligning them to consistent anchors in the form of capabilities to ensure processes are providing

A

Consistent enterprise level outcomes

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125
Q

Organisational flexibility, agility and effectiveness are achieved by letting processes be processes but aligning them to these to ensure processes are providing consistent enterprise level outcomes

A

Consistent anchors in the form of capabilities

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126
Q

This is managed by understanding how a multiplicity of Lean Values Streams map to stable business capacities and vice-versa, not by imposing a 1:1 correlation between them

A

Transformational complexity

127
Q

Transformational complexity is managed by understanding how __, not by imposing a 1:1 correlation between them

A

A multiplicity of Lean Values Streams map to stable business capacities and vice-versa

128
Q

Transformational complexity is managed by understanding how a multiplicity of Lean Values Streams map to stable business capacities and vice-versa, not by __

A

imposing a 1:1 correlation between them

129
Q

Is achieved by seeing how Lean Value Streams map to business architecture, end-to-end value streams

A

Simplifying transformational complexity

130
Q

Simplifying transformational complexity is achieved by seeing how

A

Lean Value Streams map to business architecture, end-to-end value streams

131
Q

Is a measurable state of how well a business is performing against objectives

A

Business performance

132
Q

Measures levels of success or failure of business objectives

A

Business performance measurement

133
Q

Determines degrees of success of strategic and tactical action items associated with business objectives

A

Business performance measurement

134
Q

Business performance measurement determines degrees of success of

A

Strategic and tactical action items associated with business objectives

135
Q

Is based on thresholds against which quality, effectiveness and other quantifiable attributes may be established

A

Performance measurement

136
Q

Performance measurement is based on thresholds against which __, __ and other quantifiable attributes may be established

A

Quality, effectiveness

137
Q

Settings are established by the business

A

Performance threshold

138
Q

Reflects simple and complex measurements assessing scales of success or failure for a given objective

A

Performance measurement

139
Q

The absence of __ signals an inability of a business to determine how well it is performing against objectives

A

Quantifiable performance measurement

140
Q

The absence of quantifiable performance measurement signals an

A

Inability of a business to determine how well it is performing against objectives

141
Q

May be applied to specific business scenarios, initiatives or to a broader perspective on the business

A

Business performance measurement

142
Q

Business performance measurement may be applied to __, __ or to __

A

Specific business scenarios, initiatives or to a broader perspective on the business

143
Q

Provides shared context and understanding of the business

A

Business architecture

144
Q

Provides a consistent business perspective across the business

A

Business architecture

145
Q

Provides explicit scope of what the business does, the vocabulary it employs, and how it provides stakeholder value

A

Business architecture

146
Q

Highlights the value, context, effectiveness and impact that capabilities and value streams have on the business

A

Business architecture

147
Q

Business architecture highlights the __, __, __ and __ that capabilities and value streams have on the business

A

Value, context, effectiveness and impact

148
Q

Are based on a clearly articulated perception of the business for which one or more needs are to be addressed

A

Business requirements

149
Q

Business requirements are based on a clearly articulated perception of the business for which

A

One or more needs are to be addressed

150
Q

Require a common understanding of business concepts that remain consistent across stakeholders and business units

A

Business requirements

151
Q

Provides a framework for organising business requirements in a logical structure that aligns to well articulated business perspectives

A

Business architecture

152
Q

Business architecture provides a framework for organising business requirements in a

A

Logical structure that aligns to well articulated business perspectives

153
Q

Are bounded by the scope of the business for which a given need is being addressed

A

Business requirements

154
Q

Business architecture heat mapping provides a basis for

A

Business requirements gap analysis

155
Q

Business architecture heat mapping provides a basis for business requirements gap analysis. Heat mapping can highlight ____ or even highlight missing capabilities that the business needs.

A

Capabilities and value streams / stages that are at risk, ineffective

156
Q

Business architecture heat mapping provides a basis for business requirements gap analysis. The business requirements can then document

A

Improvements or implementation of the capabilities.

157
Q

Provides a basis for prioritising business requirements based on their impact on the business

A

Business impact analysis

158
Q

The value provided to the enterprise increases as

A

The business architecture practice matures

159
Q

The level of services and deliverables a business architecture practice provides is commensurate to the growth stage, maturity,and size of the enterprise

A

The growth stage, maturity,and size of the enterprise

160
Q

These factors a business architecture practice provides is commensurate to the growth stage, maturity,and size of the enterprise

A

The level of services and deliverables a business architecture practice provides

161
Q

Business architecture maturity must be demonstrable through

A

Evidence that would satisfy an external assessor

162
Q

The maturity model measures the maturity of

A

The practice itself and not the maturity of the business or organization

163
Q

The maturity model is flexible and can withstand changes in

A

The scope of the organization and the business architecture practice

164
Q

The maturity model is foundational to the development of an organization’s

A

Roadmap for the progress of business architecture

165
Q

Business architecture maturity is represented in the degree of organizational adoption of business architecture, in particular,

A

Supporting the creation of business blueprints and using those blueprints to address business scenarios

166
Q

Maturity is reflective of the ability of business architecture practices to

A

Influence strategy and make strategy actionable

167
Q

Is supported by technology, but not driven by it

A

Business architecture maturity

168
Q

The quality, effectiveness and usefulness of the business architecture knowledgebase is commensurate with the overall

A

Alignment of the underlying metamodel with business architecture best practices and formal disciplines

169
Q

__, __, and __ dictate the level of effort and related investments made in the knowledgebase.

A

Business value, business scenarios, and business blueprint requirements

170
Q

The knowledgebase is populated as appropriate to the business value it delivers and

A

Related strategies and projects it facilitates.

171
Q

Information in the knowledgebase is open and available to all relevant professionals unless it violates

A

Security or privacy concerns.

172
Q

Use of technology to support the knowledgebase is appropriate to the

A

Maturity of the business architecture efforts.

173
Q

Business can articulate visions, objectives, and priorities in terms of the impact on the business architecture.

A

Business/IT Architecture Alignment

174
Q

Business architecture has a direct, unambiguous relationship to IT architecture.

A

Business/IT Architecture Alignment

175
Q

Business capabilities have a direct and defined relationship to applications and deployable business services.

A

Business/IT Architecture Alignment

176
Q

Value streams have a direct and defined relationship to automations of business processes, case management, user interfaces, and similar business design concepts.

A

Business/IT Architecture Alignment

177
Q

Information concepts have a direct and defined relationship to data definitions within the data architecture.

A

Business/IT Architecture Alignment

178
Q

Business impacts on the business architecture can be translated into architectural impacts and requirements for the IT architecture.

A

Business/IT Architecture Alignment

179
Q

Business architecture provides simplified business design-level views that can be translated into IT architecture design-level views.

A

Business/IT Architecture Alignment

180
Q

Business/IT architecture mapping simplifies the ability to synchronise business/IT transformation.

A

Business/IT Architecture Alignment

181
Q

Enterprise architecture formalises

A

Views and perspectives of the enterprise.

182
Q

Business architecture formalises

A

Views of business.

183
Q

Business architecture is a __, owned by the business.

A

Business discipline,

184
Q

Enterprise architecture frameworks provide approaches for

A

Defining, managing, and using enterprise architecture.

185
Q

Business architecture framework provides approaches for

A

Defining, managing, and using business architecture.

186
Q

Business and enterprise architecture frameworks can be cross-mapped

A

To leverage both disciplines collectively.

187
Q

Use and implementation of one or more enterprise architecture frameworks and the business architecture framework are specific to

A

The organisation using the framework.

188
Q

___ is a distinct and separate discipline and set of perspectives from the SDLC.

A

The business architecture

189
Q

The business architecture is maintained independently by the business, independent

A

From any given project.

190
Q

Business architecture artefacts are input to

A

SDLC related stages.

191
Q

Use of the business architecture in conjunction with SDLC project stages is

A

Methodology agnostic.

192
Q

SDLC requires clarity of __, __, __, __, and __ across business unit boundaries.

A

Business objectives, scope, engagement, terms, and perspectives

193
Q

Business architecture crystallises concise, widely agreed upon

A

Business perspectives and vocabulary.

194
Q

Business architecture formalises traceability of __, __, __, __, and other aspects of the business.

A

Business objectives, business capabilities, value delivery, organisational interdependencies

195
Q

Business architecture provides a basis for

A

Deriving, framing, and reusing business requirements.

196
Q

SDLC establishes phased

A

Project deployment roadmaps.

197
Q

Business architecture provides business priorities, ___ and ___ as input to SDLC roadmap definition.

A

Aligned to business value and capability related perspectives

198
Q

Business architecture provides __, aligned to business value and capability related perspectives as input to SDLC roadmap definition.

A

Business priorities

199
Q

SDLC establishes a well-defined

A

Target state data and solution architecture.

200
Q

Business architecture provides ___ articulate target state data, solution, services, and other target state IT architectural perspectives.

A

Business perspective needed to

201
Q

Business architecture provides business perspective needed to articulate __, __, and other target state IT architectural perspectives.

A

Target state data, solution, services

202
Q

SDLC requires identification of existing

A

Software assets involved in a given project.

203
Q

Business architecture / IT architecture mapping identifies existing

A

Software assets that automate various aspects of the business architecture.

204
Q

Business capabilities provide a business view of

A

What a business does.

205
Q

Business capabilities can be assessed in terms of what

A

A capability delivers to a business from an overall value perspective.

206
Q

Applications automate

A

Business capabilities.

207
Q

Applications that automate capabilities

A

Contribute to the value delivered by those capabilities.

208
Q

The degree of value contributed by an application to enabling a given capability is a result of

A

Determining the amount of manual and other non-application effort and cost enabling that capability offset by the automation.

209
Q

There is a cost to

A

Managing and maintaining an application.

210
Q

The cost of managing and maintaining an application must be balanced against

A

The value that the application provides in automating and enabling one or more capabilities.

211
Q

Continued investment in an application is based on present-day contribution to business value and

A

Projected ability of the application to continue contributing into the future based on capability improvement requirements.

212
Q

Business capabilities define

A

Distinct, unambiguous, and non-redundant views of what the business does.

213
Q

Business information defines the common vocabulary of __, and that must be shared across the enterprise.

A

The fundamental business entities required by capabilities

214
Q

Value streams specify the context in which

A

Capabilities are required and leveraged to deliver stakeholder value.

215
Q

Value streams provide an architectural view of

A

Business process requirements, design, and deployment.

216
Q

Capabilities share characteristics with and map directly to

A

Business services.

217
Q

Capabilities represent a modular definition of unique

A

Business responsibilities.

218
Q

Services implement

A

Unique responsibilities.

219
Q

Value streams provide insights into

A

Information passing and service orchestration from a business perspective.

220
Q

Services share information through their interfaces, in particular

A

The common vocabulary identified by capability analysis

221
Q

Services share information through their interfaces, in particular

A

The shared information required by value stream analysis.

222
Q

Weaknesses or gaps in business capabilities highlight the need for

A

Improving or creating new business services to address those weaknesses and gaps.

223
Q

SOA is a foundational perspective that

A

Underlies and is leveraged by a solution architecture.

224
Q

Information is a

A

Business concept defined and owned by the business.

225
Q

The business value of information can be derived from the business architecture, especially

A

The linkages between information, value streams, and capabilities.

226
Q

The business value of information is enhanced by data management practices that

A

Make the information explicit, shareable, and of sufficient quality.

227
Q

Information may be explicit or implicit but is most easily shared and used in automation processes when

A

It is made explicit.

228
Q

Explicit information can be

A

Turned into data.

229
Q

A key objective of business information mapping is to identify ways to

A

Make valuable, implicit information explicit.

230
Q

A key objective of data management is to

A

Acquire, manage, and share the explicit information.

231
Q

Business information mapping and data management provide the best value to the business when they

A

Actively collaborate.

232
Q

Business capabilities impose a point of view on the business information they use. These points of view must be

A

Maintained by data management with respect to the corresponding data items.

233
Q

Value streams and their associated capabilities impose a lifecycle on business information. This lifecycle must be

A

Respected by data management.

234
Q

The quality of the data associated with business information is

A

Jointly stipulated and monitored by the business architect and the data architect.

235
Q

The feasibility, cost, and performance of managed data are determined by the data architect and will have

A

A strong influence on the business architect.

236
Q

Business architecture and solution architecture are

A

Distinct and mutually-beneficial disciplines.

237
Q

Business architecture artefacts are of primary importance to solution architecture

A

Development and value delivery.

238
Q

The business architecture describes the holistic

A

Business ecosystem, absent project scope.

239
Q

Business architecture is absent of

A

Technical design and is technologically-agnostic.

240
Q

Solution architecture’s goal is to deliver the prescribed

A

Value enablement and capability improvement across the business architecture.

241
Q

Solution architecture is focused on delivery of

A

All or part of the identified business capabilities.

242
Q

Solution architecture references the ___ regardless of the project methodology in use.

A

Priorities, value, and perspectives provided by business architecture

243
Q

Solution architecture leverages ___ that pinpoint business architecture perspectives to be automated.

A

Business architecture / IT architecture mapping concepts

244
Q

Business/IT architecture transformation requires

A

Business and IT commitment and sponsorship.

245
Q

Business/IT architecture transformation requires aggregate views of __, IT architecture limitations, and a clear direction on how to resolve both.

A

Business issues

246
Q

Business/IT architecture transformation requires aggregate views of business issues, __, and a clear direction on how to resolve both.

A

IT architecture limitations

247
Q

Business/IT architecture transformation requires well-articulated

A

Business architecture, business vision, current state IT architecture, and target state IT architecture.

248
Q

Business architecture crafted business vision communicates __ based on impacts to capabilities, value streams, and information concepts.

A

Business objectives and priorities

249
Q

Business architecture crafted business vision communicates business objectives and priorities based on impacts to

A

Capabilities, value streams, and information concepts.

250
Q

Current state IT architecture mapping defines how ___ are enabled by current state application and data architectures.

A

Capabilities, value streams, and information concepts

251
Q

Target state IT architecture is based on ___ through the lens of business capabilities, value streams, and information concepts.

A

Business vision, related objectives, and priorities

252
Q

Target state IT architecture is based on business vision, related objectives, and priorities through the lens of

A

Business capabilities, value streams, and information concepts.

253
Q

Business/IT architecture mappings along with business priorities establish the

A

Baseline for creating a business-driven, business/IT transformation roadmap.

254
Q

IT architecture transformation leverages a combination of __ applied to current state and evolving target state IT architectures.

A

Options and techniques

255
Q

IT architecture transformation leverages a combination of options and techniques applied to

A

Current state and evolving target state IT architectures.

256
Q

IT architecture transformation moves at a pace that allows the business to synchronise

A

Shadow systems, manual work, and policy and procedures.

257
Q

Alignment identifies business architecture articulated business changes that move a business closer to a given business model view.

A

Business Architecture / Business Model Alignment

258
Q

Business model frameworks can come in many forms and are not limited to a single set of concepts.

A

Business Architecture / Business Model Alignment

259
Q

Alignment requires mapping business model concepts to business architecture concepts.

A

Business Architecture / Business Model Alignment

260
Q

A business model framework concept that impacts a business architecture concept maps to that concept.

A

Business Architecture / Business Model Alignment

261
Q

Business model framework to business architecture mappings are explicit when there is a direction mapping between a concept and a business architecture concept.

A

Business Architecture / Business Model Alignment

262
Q

Business model to business architecture mappings are implicit when there is a secondary mapping into business architecture through another business architecture concept.

A

Business Architecture / Business Model Alignment

263
Q

Mapping is completed only to the extent that it is useful in the practice of deploying a business model.

A

Business Architecture / Business Model Alignment

264
Q

Provide a framework for envisioning end-to-end stakeholder value.

A

Value streams

265
Q

Implement various stages of stakeholder value delivery.

A

Processes

266
Q

Provide a holistic perspective that crosses business unit boundaries.

A

Value streams

267
Q

Different business units define ___ differently for a variety of reasons.

A

The same processes

268
Q

Mapping processes to value streams provides a basis for ___ and taking action where appropriate.

A

Evaluating the implications of overlapping or redundant process definitions

269
Q

Value stream stages are enabled by

A

Business capabilities.

270
Q

Processes aligned to value stream stages implement

A

The capabilities that enable those stages.

271
Q

Value streams provide a framework for determining which

A

Capabilities are implemented by certain processes.

272
Q

Heat mapped capabilities identify ___ in process improvement.

A

Weaknesses and potential opportunities

273
Q

Capabilities identify key information required to enable

A

Various aspects of a value stream.

274
Q

Processes are informed of required information via the mapping sequence of __ to __ mapping.

A

Process to value stream stage, capability to information

275
Q

Case management provides a robust business framework for managing all aspects of work associated with

A

Stakeholder value delivery in complex business environments.

276
Q

Business architecture provides a robust business framework on which to base

A

Case management solutions.

277
Q

Case management is a business design and deployment discipline that is __ and __ independent.

A

Industry and technology

278
Q

Value streams allow businesses to visualise case file management requirements from a __, __ perspective.

A

Stakeholder oriented, value delivery

279
Q

Value streams enable analysts to visualise case file accessibility across multiple

A

Value streams that may be concurrently active.

280
Q

Business architecture information concepts provide a foundation for business-driven

A

Case file definition and management.

281
Q

Capabilities to enable case file management include __, __, __, __, __, and related capabilities essential to case file definition, maintenance, accessibility, and usability.

A

Case File Management, Routing, Work Queue Management, Time Processing Management, State Management

282
Q

Business architecture brings visibility into the (3) of Lean Six Sigma improvements.

A

Scope, upstream and downstream business impacts, and cross-functional views

283
Q

Business architecture provides context for driving __, __ or other business improvements.

A

Capability, value stream

284
Q

Describe what a business does to generate value for its stakeholders in a consistent business vocabulary, not who or how.

A

Business capabilities

285
Q

Provide an end-to-end view of how to achieve value for external and internal stakeholders.

A

Business architecture value streams

286
Q

Lean Six Sigma focuses on process and therefore addresses

A

Who and how value is generated and delivered to end value recipients.

287
Q

Lean Value Streams are by nature (3)

A

Overlapping, fast-moving and reflect business unit operations.

288
Q

Capabilities are by nature (3)

A

Mutually-exclusive, slow-moving and reflect enterprise operations.

289
Q

(3) are achieved by letting processes be processes but aligning them to consistent anchors in the form of capabilities to ensure processes are producing consistent enterprise-level outcomes.

A

Organisational flexibility, agility, and effectiveness

290
Q

Organisational flexibility, agility, and effectiveness are achieved by letting processes be processes but aligning them to consistent anchors in the form of

A

Capabilities to ensure processes are producing consistent enterprise-level outcomes.

291
Q

Transformational complexity is managed by understanding how ___, not by imposing a 1:1 correlation between them.

A

A multiplicity of Lean Value Streams map to stable business capabilities and vice versa

292
Q

Is achieved by seeing how Lean Value Streams map to business architecture, end-to-end value streams.

A

Simplifying transformational complexity

293
Q

A measurable state of how well a business is performing against objectives.

A

Business performance

294
Q

Measures levels of success or failure of business objectives.

A

Business performance measurement

295
Q

Determines degrees of success of strategic and tactical action items associated with business objectives.

A

Business performance measurement

296
Q

Is based on thresholds against which quality, effectiveness, and other quantifiable attributes may be established.

A

Performance measurement

297
Q

Settings are established by the business.

A

Performance threshold

298
Q

Reflects simple and complex measurements assessing

scales of success or failure for a given objective.

A

Performance measurement

299
Q

The absence of quantifiable performance measurement signals an inability of a
business to

A

Determine how well it is performing against objectives.

300
Q

Business performance measure may be applied to __, __, or to a broader perspective on the business.

A

Specific business scenarios, initiatives

301
Q

Business architecture provides shared

A

Context and understanding of the business.

302
Q

Business architecture offers a consistent

A

Business perspective across business units.

303
Q

Business architecture provides explicit scope of __, __, and __.

A

what a business does, the vocabulary it employs, and how it defines stakeholder value.

304
Q

Business architecture highlights the __, __, __, and __ that capabilities and value streams have on the business.

A

Value, context, effectiveness and impact

305
Q

Business architecture highlights the value, context, effectiveness and impact that __ and __ have on the business.

A

Capabilities and value streams

306
Q

Business requirements are based on a clearly articulated

A

Perception of the business for which one or more needs are to be addressed.

307
Q

Business requirements require a common understanding of

A

Business concepts that remains consistent across stakeholders and business units.

308
Q

Business requirements are bounded by scope of

A

The business for which a given need is being addressed.

309
Q

Business architecture provides a framework for organising business requirements in a

A

Logical structure that aligns to well-articulated business perspectives.

310
Q

Business architecture heat mapping provides a basis for

A

Business requirements gap analysis.

311
Q

Business architecture heat mapping provides a basis for business requirements gap analysis. Heat mapping can highlight ___ that the business needs.

A

Capabilities and value stream/stages that are at-risk, ineffective or even highlight missing capabilities

312
Q

The business requirements can then document

A

Improvements or implementation of the capabilities.

313
Q

Provides a basis for prioritising business requirements based on their impact on the business.

A

Business impact analysis

CBA (12 decks)

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