Principles Flashcards
1
Q
It is about the business
A
Business Architecture
2
Q
Its scope is the scope of the business
A
Business Architecture
3
Q
It is not prescriptive
A
Business Architecture
4
Q
It is iterative
A
Business Architecture
5
Q
It is reusable
A
Business Architecture
6
Q
It is not about the deliverables
A
Business Architecture
7
Q
Relate to a particular community of interest
A
Business Strategies
8
Q
Created to respond to the external environment
A
Business Strategies
9
Q
Evaluated using value analysis
A
Business Strategies
10
Q
Leverage and build upon existing organisational capabilites
A
Business Strategies
11
Q
Realised through the creation of initiatives that target specific measurable outcomes
A
Business Strategies
12
Q
Represent a portfolio of approaches to pursuing objectives
A
Business Strategies
13
Q
Only as good as the ability to measure progress towards them
A
Business Strategies
14
Q
Are not static
A
Business Strategies
15
Q
Developed using a variety of analytic frameworks
A
Business Strategies
16
Q
Provide business centric views of an organisation
A
Capabilities
17
Q
Are defined in business terms
A
Capabilities
18
Q
Are nouns, not verbs
A
Capabilities
19
Q
Define what a business does
A
Capabilities
20
Q
Are stable
A
Capabilities
21
Q
Are defined once for an enterprise
A
Capabilities
22
Q
Decompose into capabilites
A
Capabilities
23
Q
There is one of these for a business
A
Capability map
24
Q
Map to other views of the business
A
Capabilities
25
An automated one of these is still for the business, not IT
Capability
26
If the mapping team cannot define it, it probably isn't one
Capability
27
Named and defined by the individuals and business units who have and exercise them
Capabilities
28
Provide visibility into the business
Organisation maps
29
Require a focal point
Organisation maps
30
Contain business units
Organisation maps
31
It may decompose into business units
Business unit
32
Constrained by the boundaries of the business
Organisation map
33
Can include third parties
Organisation maps
34
Can be extended to include business views that are not business units
Organisation maps
35
Are not constrained to a given format as long as they conform to principles 1 - 7
Organisation maps
36
Are stakeholder focused
Value maps
37
Are value-centric
Value maps
38
Provide a business-centric representation of how stakeholders derive value
Value maps
39
Provide a holistic view of how value is achieved
Value maps
40
Represent an aggregation of views
Value maps
41
Facilitate a decomposition of views of how value is achieved
Value maps
42
Define how to leverage business capabilities to achieve stakeholder value
Value maps
43
It is a strategic business asset
Information
44
Improves decision making and innovation
Information
45
It is owned by the business and its suppliers, partners and clients
Information
46
Its integrity is essential to business success
Information
47
It is a foundation for other views
Information
48
This streamlines collaboration, communication and automation
Common, shared business vocabulary
49
They are intrinsically associated with business information
Business rules
50
It is restricted by security, confidentiality and privacy policies
Information access
51
Information access is restricted by these three policies
Security, confidentiality and privacy
52
Show the linkage from initiatives to the value they are targeted to deliver
Initiative maps
53
Show how well aligned an organisation's portfolio is with strategic objectives
Initiative maps
54
Refine the prioritisation of value streams and capabilities
Initiative maps
55
Represents the combination of goods and services to satisfy the customer's needs
A product
56
May be created and managed internally or by a business partner
A product
57
A product may be created and managed
Internally or by a business partner
58
Relies on a clearly delineated, well defined concept of product
Product mapping
59
May be expanded through the use of a product grouping concept
Product mapping
60
Product mapping may be expanded through the use of this concept
Product grouping
61
It is a volatile aspect of the business architecture
Product
62
They are unique, non-redundant concepts within the context of business architecture
Products
63
It is constrained by a customer focus
Product mapping
64
They map to other views of the business where it further informs about them
Products
65
Is an individual or an organisation that has substantive impact on the business
A stakeholder
66
Can be internal or external to the business
A stakeholder
67
Covers a variety of individual and organisational categories
A stakeholder
68
Is represented as an information concept within the organisation map
A stakeholder
69
Triggers and participates in value streams, either as a recipient of value or a participant that enables value delivery
A stakeholder
70
A stakeholder participates in value streams in these two ways
A recipient of value or a participant that enables value delivery
71
Serves as a resource to implement a capability
A stakeholder
72
Can be a target of a give strategy
A stakeholder
73
A principle or a rule to guide action
Policy
74
Aids in decision making and strategy setting
Policy
75
Policy aids in these two actions
Decision making and strategy setting
76
Can be adopted or proposed
Policy
77
Is set internally or externally
Policy
78
Is fluid and changes on a continuous basis
Policy
79
Is clearly articulated and readily accessible to impacted parties
Policy
80
Policy compliance and conformance requires the ability to
Tie policy to a variety of business perspectives
81
The ability to tie policy to a variety of business perspectives is required for
Policy compliance and conformance
82
The relationship between policy and strategy, product, stakeholder, initiative, business unit, capability, value stream and information is transparent to
Relevant and affected parties
83
The relationship between policy and these is transparent to relevant and affected parties
Strategy, product, stakeholder, initiative, business unit, capability, value stream and information
84
The impact of policy on these is readily determined through links to the broader business architecture
Change management and policy compliance
85
Identifies business architecture articulated business changes that move a business closer to a given business model view
Business Model / Business Architecture Alignment
86
These come in many forms and are not limited to a single set of concepts
Business models
87
This requires mapping business model concepts to business architecture concepts
Business Model / Business Architecture Alignment
88
If this impacts a business architecture concept, it maps to that concept
A business model framework concept
89
The mapping of these to business architecture are explicit when there is a direction mapping between a concept and a business architecture concept
A business model framework
90
The mapping of these to business architecture are implicit when there is a secondary mapping into business architecture through another business architecture concept.
Business model
91
This mapping is completed only to the extent that it is useful in the practice of deploying a business model
Business Model / Business Architecture
92
Provide a framework for envisioning end to end stakeholder value
Value streams
93
Implement various stages of stakeholder value delivery
Processes
94
Provide a holistic perspective that crosses business unit boundaries
Value streams
95
Define the same process differently for a variety of reasons
Different business units
96
This provides a basis for evaluating the implications of overlapping or redundant process definitions and taking action where appropriate
Mapping process to value streams
97
Mapping process to value streams provides a basis for this, and taking action where appropriate
Evaluating the implications of overlapping or redundant process definitions
98
These are enabled by capabilities
Value stream stages
99
These aligned to value stream stages implement the capabilities that enable those value stream stages
Processes
100
Provide a framework for determining which capabilities are implemented by certain processes
Value streams
101
Identify weaknesses and potential opportunities in process improvement
Heat mapped capabilities
102
Identify key information required to enable various aspects of a value stream
Capabilities
103
These are informed of required information via the mapping sequence of process to value stream stage to capability to information map
Processes
104
Processes are informed of required information via this mapping sequence
Process to value stream stage to capability to information map
105
Provide a framework for scoping and focusing business process design
Value stream stages
106
Provides a robust business framework for managing all aspects of work associated with stakeholder value delivery in complex business environments
Case management
107
Business architecture provides a robust framework on which to base these solutions
Case management
108
Is a business design and deployment discipline that is industry and technology independant
Case management
109
Allow businesses to visualise case file management requirements from a stakeholder oriented, value delivery perspective
Value streams
110
Enable analysts to visualise case file accessibility across multiple value streams that may be concurrently active
Value streams
111
Provide a foundation for business-driven case file definition and management
Business architecture information concepts
112
Capabilities to enable case management include
Case File Management, Routing, Work Queue Management, Time Processing Management, State Management
113
Case File Management, Routing, Work Queue Management, Time Processing Management, State Management are capabilities that are essential to
Case file definition, maintenance, accessibility and useability
114
Capabilities to enable case management are essential to
Case file definition, maintenance, accessibility and useability
115
Business Architecture brings visibility into the scope, upstream and downstream business impacts, and cross functional views of
Lean Six Sigma improvements
116
Business Architecture brings visibility into the __ of Lean Six Sigma improvements
Scope, upstream and downstream business impacts, and cross functional views
117
Business architecture provides context for driving __, __ or other business improvements
Capability, value stream
118
Describe what a business does to generate value for its stakeholders in a consistent business vocabulary, not who or how
Business capabilities
119
Provide an end-to-end view of how to achieve value for internal and external stakeholders
Business architecture value streams
120
Focuses on process and therefore addresses who and how to achieve value for external and internal stakeholders
Lean six sigma
121
Are by nature overlapping, fast moving and reflect business unit operations
Lean value streams
122
Are by nature mutually exclusive, slow moving, and reflect enterprise operations
Capabilities
123
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
Organisational flexibility, agility and effectiveness
124
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
Consistent enterprise level outcomes
125
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
Consistent anchors in the form of capabilities
126
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
Transformational complexity
127
Transformational complexity is managed by understanding how __, not by imposing a 1:1 correlation between them
A multiplicity of Lean Values Streams map to stable business capacities and vice-versa
128
Transformational complexity 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
129
Is achieved by seeing how Lean Value Streams map to business architecture, end-to-end value streams
Simplifying transformational complexity
130
Simplifying transformational complexity is achieved by seeing how
Lean Value Streams map to business architecture, end-to-end value streams
131
Is a measurable state of how well a business is performing against objectives
Business performance
132
Measures levels of success or failure of business objectives
Business performance measurement
133
Determines degrees of success of strategic and tactical action items associated with business objectives
Business performance measurement
134
Business performance measurement determines degrees of success of
Strategic and tactical action items associated with business objectives
135
Is based on thresholds against which quality, effectiveness and other quantifiable attributes may be established
Performance measurement
136
Performance measurement is based on thresholds against which __, __ and other quantifiable attributes may be established
Quality, effectiveness
137
Settings are established by the business
Performance threshold
138
Reflects simple and complex measurements assessing scales of success or failure for a given objective
Performance measurement
139
The absence of __ signals an inability of a business to determine how well it is performing against objectives
Quantifiable performance measurement
140
The absence of quantifiable performance measurement signals an
Inability of a business to determine how well it is performing against objectives
141
May be applied to specific business scenarios, initiatives or to a broader perspective on the business
Business performance measurement
142
Business performance measurement may be applied to __, __ or to __
Specific business scenarios, initiatives or to a broader perspective on the business
143
Provides shared context and understanding of the business
Business architecture
144
Provides a consistent business perspective across the business
Business architecture
145
Provides explicit scope of what the business does, the vocabulary it employs, and how it provides stakeholder value
Business architecture
146
Highlights the value, context, effectiveness and impact that capabilities and value streams have on the business
Business architecture
147
Business architecture highlights the __, __, __ and __ that capabilities and value streams have on the business
Value, context, effectiveness and impact
148
Are based on a clearly articulated perception of the business for which one or more needs are to be addressed
Business requirements
149
Business requirements are based on a clearly articulated perception of the business for which
One or more needs are to be addressed
150
Require a common understanding of business concepts that remain consistent across stakeholders and business units
Business requirements
151
Provides a framework for organising business requirements in a logical structure that aligns to well articulated business perspectives
Business architecture
152
Business architecture provides a framework for organising business requirements in a
Logical structure that aligns to well articulated business perspectives
153
Are bounded by the scope of the business for which a given need is being addressed
Business requirements
154
Business architecture heat mapping provides a basis for
Business requirements gap analysis
155
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.
Capabilities and value streams / stages that are at risk, ineffective
156
Business architecture heat mapping provides a basis for business requirements gap analysis. The business requirements can then document
Improvements or implementation of the capabilities.
157
Provides a basis for prioritising business requirements based on their impact on the business
Business impact analysis
158
The value provided to the enterprise increases as
The business architecture practice matures
159
The level of services and deliverables a business architecture practice provides is commensurate to the growth stage, maturity,and size of the enterprise
The growth stage, maturity,and size of the enterprise
160
These factors a business architecture practice provides is commensurate to the growth stage, maturity,and size of the enterprise
The level of services and deliverables a business architecture practice provides
161
Business architecture maturity must be demonstrable through
Evidence that would satisfy an external assessor
162
The maturity model measures the maturity of
The practice itself and not the maturity of the business or organization
163
The maturity model is flexible and can withstand changes in
The scope of the organization and the business architecture practice
164
The maturity model is foundational to the development of an organization’s
Roadmap for the progress of business architecture
165
Business architecture maturity is represented in the degree of organizational adoption of business architecture, in particular,
Supporting the creation of business blueprints and using those blueprints to address business scenarios
166
Maturity is reflective of the ability of business architecture practices to
Influence strategy and make strategy actionable
167
Is supported by technology, but not driven by it
Business architecture maturity
168
The quality, effectiveness and usefulness of the business architecture knowledgebase is commensurate with the overall
Alignment of the underlying metamodel with business architecture best practices and formal disciplines
169
__, __, and __ dictate the level of effort and related investments made in the knowledgebase.
Business value, business scenarios, and business blueprint requirements
170
The knowledgebase is populated as appropriate to the business value it delivers and
Related strategies and projects it facilitates.
171
Information in the knowledgebase is open and available to all relevant professionals unless it violates
Security or privacy concerns.
172
Use of technology to support the knowledgebase is appropriate to the
Maturity of the business architecture efforts.
173
Business can articulate visions, objectives, and priorities in terms of the impact on the business architecture.
Business/IT Architecture Alignment
174
Business architecture has a direct, unambiguous relationship to IT architecture.
Business/IT Architecture Alignment
175
Business capabilities have a direct and defined relationship to applications and deployable business services.
Business/IT Architecture Alignment
176
Value streams have a direct and defined relationship to automations of business processes, case management, user interfaces, and similar business design concepts.
Business/IT Architecture Alignment
177
Information concepts have a direct and defined relationship to data definitions within the data architecture.
Business/IT Architecture Alignment
178
Business impacts on the business architecture can be translated into architectural impacts and requirements for the IT architecture.
Business/IT Architecture Alignment
179
Business architecture provides simplified business design-level views that can be translated into IT architecture design-level views.
Business/IT Architecture Alignment
180
Business/IT architecture mapping simplifies the ability to synchronise business/IT transformation.
Business/IT Architecture Alignment
181
Enterprise architecture formalises
Views and perspectives of the enterprise.
182
Business architecture formalises
Views of business.
183
Business architecture is a __, owned by the business.
Business discipline,
184
Enterprise architecture frameworks provide approaches for
Defining, managing, and using enterprise architecture.
185
Business architecture framework provides approaches for
Defining, managing, and using business architecture.
186
Business and enterprise architecture frameworks can be cross-mapped
To leverage both disciplines collectively.
187
Use and implementation of one or more enterprise architecture frameworks and the business architecture framework are specific to
The organisation using the framework.
188
___ is a distinct and separate discipline and set of perspectives from the SDLC.
The business architecture
189
The business architecture is maintained independently by the business, independent
From any given project.
190
Business architecture artefacts are input to
SDLC related stages.
191
Use of the business architecture in conjunction with SDLC project stages is
Methodology agnostic.
192
SDLC requires clarity of __, __, __, __, and __ across business unit boundaries.
Business objectives, scope, engagement, terms, and perspectives
193
Business architecture crystallises concise, widely agreed upon
Business perspectives and vocabulary.
194
Business architecture formalises traceability of __, __, __, __, and other aspects of the business.
Business objectives, business capabilities, value delivery, organisational interdependencies
195
Business architecture provides a basis for
Deriving, framing, and reusing business requirements.
196
SDLC establishes phased
Project deployment roadmaps.
197
Business architecture provides business priorities, ___ and ___ as input to SDLC roadmap definition.
Aligned to business value and capability related perspectives
198
Business architecture provides __, aligned to business value and capability related perspectives as input to SDLC roadmap definition.
Business priorities
199
SDLC establishes a well-defined
Target state data and solution architecture.
200
Business architecture provides ___ articulate target state data, solution, services, and other target state IT architectural perspectives.
Business perspective needed to
201
Business architecture provides business perspective needed to articulate __, __, and other target state IT architectural perspectives.
Target state data, solution, services
202
SDLC requires identification of existing
Software assets involved in a given project.
203
Business architecture / IT architecture mapping identifies existing
Software assets that automate various aspects of the business architecture.
204
Business capabilities provide a business view of
What a business does.
205
Business capabilities can be assessed in terms of what
A capability delivers to a business from an overall value perspective.
206
Applications automate
Business capabilities.
207
Applications that automate capabilities
Contribute to the value delivered by those capabilities.
208
The degree of value contributed by an application to enabling a given capability is a result of
Determining the amount of manual and other non-application effort and cost enabling that capability offset by the automation.
209
There is a cost to
Managing and maintaining an application.
210
The cost of managing and maintaining an application must be balanced against
The value that the application provides in automating and enabling one or more capabilities.
211
Continued investment in an application is based on present-day contribution to business value and
Projected ability of the application to continue contributing into the future based on capability improvement requirements.
212
Business capabilities define
Distinct, unambiguous, and non-redundant views of what the business does.
213
Business information defines the common vocabulary of __, and that must be shared across the enterprise.
The fundamental business entities required by capabilities
214
Value streams specify the context in which
Capabilities are required and leveraged to deliver stakeholder value.
215
Value streams provide an architectural view of
Business process requirements, design, and deployment.
216
Capabilities share characteristics with and map directly to
Business services.
217
Capabilities represent a modular definition of unique
Business responsibilities.
218
Services implement
Unique responsibilities.
219
Value streams provide insights into
Information passing and service orchestration from a business perspective.
220
Services share information through their interfaces, in particular
The common vocabulary identified by capability analysis
221
Services share information through their interfaces, in particular
The shared information required by value stream analysis.
222
Weaknesses or gaps in business capabilities highlight the need for
Improving or creating new business services to address those weaknesses and gaps.
223
SOA is a foundational perspective that
Underlies and is leveraged by a solution architecture.
224
Information is a
Business concept defined and owned by the business.
225
The business value of information can be derived from the business architecture, especially
The linkages between information, value streams, and capabilities.
226
The business value of information is enhanced by data management practices that
Make the information explicit, shareable, and of sufficient quality.
227
Information may be explicit or implicit but is most easily shared and used in automation processes when
It is made explicit.
228
Explicit information can be
Turned into data.
229
A key objective of business information mapping is to identify ways to
Make valuable, implicit information explicit.
230
A key objective of data management is to
Acquire, manage, and share the explicit information.
231
Business information mapping and data management provide the best value to the business when they
Actively collaborate.
232
Business capabilities impose a point of view on the business information they use. These points of view must be
Maintained by data management with respect to the corresponding data items.
233
Value streams and their associated capabilities impose a lifecycle on business information. This lifecycle must be
Respected by data management.
234
The quality of the data associated with business information is
Jointly stipulated and monitored by the business architect and the data architect.
235
The feasibility, cost, and performance of managed data are determined by the data architect and will have
A strong influence on the business architect.
236
Business architecture and solution architecture are
Distinct and mutually-beneficial disciplines.
237
Business architecture artefacts are of primary importance to solution architecture
Development and value delivery.
238
The business architecture describes the holistic
Business ecosystem, absent project scope.
239
Business architecture is absent of
Technical design and is technologically-agnostic.
240
Solution architecture’s goal is to deliver the prescribed
Value enablement and capability improvement across the business architecture.
241
Solution architecture is focused on delivery of
All or part of the identified business capabilities.
242
Solution architecture references the ___ regardless of the project methodology in use.
Priorities, value, and perspectives provided by business architecture
243
Solution architecture leverages ___ that pinpoint business architecture perspectives to be automated.
Business architecture / IT architecture mapping concepts
244
Business/IT architecture transformation requires
Business and IT commitment and sponsorship.
245
Business/IT architecture transformation requires aggregate views of __, IT architecture limitations, and a clear direction on how to resolve both.
Business issues
246
Business/IT architecture transformation requires aggregate views of business issues, __, and a clear direction on how to resolve both.
IT architecture limitations
247
Business/IT architecture transformation requires well-articulated
Business architecture, business vision, current state IT architecture, and target state IT architecture.
248
Business architecture crafted business vision communicates __ based on impacts to capabilities, value streams, and information concepts.
Business objectives and priorities
249
Business architecture crafted business vision communicates business objectives and priorities based on impacts to
Capabilities, value streams, and information concepts.
250
Current state IT architecture mapping defines how ___ are enabled by current state application and data architectures.
Capabilities, value streams, and information concepts
251
Target state IT architecture is based on ___ through the lens of business capabilities, value streams, and information concepts.
Business vision, related objectives, and priorities
252
Target state IT architecture is based on business vision, related objectives, and priorities through the lens of
Business capabilities, value streams, and information concepts.
253
Business/IT architecture mappings along with business priorities establish the
Baseline for creating a business-driven, business/IT transformation roadmap.
254
IT architecture transformation leverages a combination of __ applied to current state and evolving target state IT architectures.
Options and techniques
255
IT architecture transformation leverages a combination of options and techniques applied to
Current state and evolving target state IT architectures.
256
IT architecture transformation moves at a pace that allows the business to synchronise
Shadow systems, manual work, and policy and procedures.
257
Alignment identifies business architecture articulated business changes that move a business closer to a given business model view.
Business Architecture / Business Model Alignment
258
Business model frameworks can come in many forms and are not limited to a single set of concepts.
Business Architecture / Business Model Alignment
259
Alignment requires mapping business model concepts to business architecture concepts.
Business Architecture / Business Model Alignment
260
A business model framework concept that impacts a business architecture concept maps to that concept.
Business Architecture / Business Model Alignment
261
Business model framework to business architecture mappings are explicit when there is a direction mapping between a concept and a business architecture concept.
Business Architecture / Business Model Alignment
262
Business model to business architecture mappings are implicit when there is a secondary mapping into business architecture through another business architecture concept.
Business Architecture / Business Model Alignment
263
Mapping is completed only to the extent that it is useful in the practice of deploying a business model.
Business Architecture / Business Model Alignment
264
Provide a framework for envisioning end-to-end stakeholder value.
Value streams
265
Implement various stages of stakeholder value delivery.
Processes
266
Provide a holistic perspective that crosses business unit boundaries.
Value streams
267
Different business units define ___ differently for a variety of reasons.
The same processes
268
Mapping processes to value streams provides a basis for ___ and taking action where appropriate.
Evaluating the implications of overlapping or redundant process definitions
269
Value stream stages are enabled by
Business capabilities.
270
Processes aligned to value stream stages implement
The capabilities that enable those stages.
271
Value streams provide a framework for determining which
Capabilities are implemented by certain processes.
272
Heat mapped capabilities identify ___ in process improvement.
Weaknesses and potential opportunities
273
Capabilities identify key information required to enable
Various aspects of a value stream.
274
Processes are informed of required information via the mapping sequence of __ to __ mapping.
Process to value stream stage, capability to information
275
Case management provides a robust business framework for managing all aspects of work associated with
Stakeholder value delivery in complex business environments.
276
Business architecture provides a robust business framework on which to base
Case management solutions.
277
Case management is a business design and deployment discipline that is __ and __ independent.
Industry and technology
278
Value streams allow businesses to visualise case file management requirements from a __, __ perspective.
Stakeholder oriented, value delivery
279
Value streams enable analysts to visualise case file accessibility across multiple
Value streams that may be concurrently active.
280
Business architecture information concepts provide a foundation for business-driven
Case file definition and management.
281
Capabilities to enable case file management include __, __, __, __, __, and related capabilities essential to case file definition, maintenance, accessibility, and usability.
Case File Management, Routing, Work Queue Management, Time Processing Management, State Management
282
Business architecture brings visibility into the (3) of Lean Six Sigma improvements.
Scope, upstream and downstream business impacts, and cross-functional views
283
Business architecture provides context for driving __, __ or other business improvements.
Capability, value stream
284
Describe what a business does to generate value for its stakeholders in a consistent business vocabulary, not who or how.
Business capabilities
285
Provide an end-to-end view of how to achieve value for external and internal stakeholders.
Business architecture value streams
286
Lean Six Sigma focuses on process and therefore addresses
Who and how value is generated and delivered to end value recipients.
287
Lean Value Streams are by nature (3)
Overlapping, fast-moving and reflect business unit operations.
288
Capabilities are by nature (3)
Mutually-exclusive, slow-moving and reflect enterprise operations.
289
(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.
Organisational flexibility, agility, and effectiveness
290
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 producing consistent enterprise-level outcomes.
291
Transformational complexity is managed by understanding how ___, not by imposing a 1:1 correlation between them.
A multiplicity of Lean Value Streams map to stable business capabilities and vice versa
292
Is achieved by seeing how Lean Value Streams map to business architecture, end-to-end value streams.
Simplifying transformational complexity
293
A measurable state of how well a business is performing against objectives.
Business performance
294
Measures levels of success or failure of business objectives.
Business performance measurement
295
Determines degrees of success of strategic and tactical action items associated with business objectives.
Business performance measurement
296
Is based on thresholds against which quality, effectiveness, and other quantifiable attributes may be established.
Performance measurement
297
Settings are established by the business.
Performance threshold
298
Reflects simple and complex measurements assessing
| scales of success or failure for a given objective.
Performance measurement
299
The absence of quantifiable performance measurement signals an inability of a
business to
Determine how well it is performing against objectives.
300
Business performance measure may be applied to __, __, or to a broader perspective on the business.
Specific business scenarios, initiatives
301
Business architecture provides shared
Context and understanding of the business.
302
Business architecture offers a consistent
Business perspective across business units.
303
Business architecture provides explicit scope of __, __, and __.
what a business does, the vocabulary it employs, and how it defines stakeholder value.
304
Business architecture highlights the __, __, __, and __ that capabilities and value streams have on the business.
Value, context, effectiveness and impact
305
Business architecture highlights the value, context, effectiveness and impact that __ and __ have on the business.
Capabilities and value streams
306
Business requirements are based on a clearly articulated
Perception of the business for which one or more needs are to be addressed.
307
Business requirements require a common understanding of
Business concepts that remains consistent across stakeholders and business units.
308
Business requirements are bounded by scope of
The business for which a given need is being addressed.
309
Business architecture provides a framework for organising business requirements in a
Logical structure that aligns to well-articulated business perspectives.
310
Business architecture heat mapping provides a basis for
Business requirements gap analysis.
311
Business architecture heat mapping provides a basis for business requirements gap analysis. Heat mapping can highlight ___ that the business needs.
Capabilities and value stream/stages that are at-risk, ineffective or even highlight missing capabilities
312
The business requirements can then document
Improvements or implementation of the capabilities.
313
Provides a basis for prioritising business requirements based on their impact on the business.
Business impact analysis
