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CBA > Scenarios > Flashcards

Scenarios Flashcards

1
Q

Provide context for applying the blueprints introduced in part 2 and practice related concepts introduced in part 3

A

Scenarios

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2
Q

Redundancies in investment behaviours can be the result of either __ or as the result of __

A

Mergers or acquisitions of other organizations, internally developed behaviors across independent product or market segments

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3
Q

Can be the result of either mergers or acquisitions of other organizations or as the result of internally developed behaviors across independent product or market segments

A

Redundancies in investment behaviours

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4
Q

The __ scenario comes into play when management wants to leverage an agreed upon set of robust concepts from which to compare and contrast investments

A

Investment analysis

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5
Q

Comparing and contrasting certain investments across business units based on overlapping impacts to certain capabilities and value streams is an example of

A

Investment analysis concepts that can leverage business architecture

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6
Q

Assessing annual costs associated with a given capability is an example of

A

Investment analysis concepts that can leverage business architecture

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7
Q

Determining funding priorities based on capabilities and value streams is an example of

A

Investment analysis concepts that can leverage business architecture

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8
Q

When these situations arise, focusing on capabilities and their linkage to business strategies and business units provides insights needed to build consensus around investments.

A

Conflicting demands and priorities and limited money to address these issues

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9
Q

By holding all programs accountable for achieving a commonly coordinated set of strategic goals, the goals were no longer secondary but

A

Drove related investments and bottom line results

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10
Q

Identify the capabilities or value streams of interest, map them to a strategy, business unit, or initiative, and then assess potential spending or cost savings that could be employed based on potential redundancies and other opportunities is a pattern for what scenario?

A

Scenario 1: Investment Analysis

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11
Q

The first two steps in the investment analysis scenario

A

Identify the capabilities or value streams of interest, map them to a strategy, business unit, or initiative

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12
Q

Assess potential spending or cost savings that could be employed based on potential redundancies and other opportunities is a step in this scenario

A

Scenario 1: Investment Analysis

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13
Q

A product line, business unit, or regionally focused business model tend to obscure

A

Common customer views

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14
Q

Business architecture can provide the visibility to understand the complexity

A

Shifting to a customer centric business model

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15
Q

In a shift to a customer centric business model, business architecture can facilitate

A

Creation of a cross-functional plan to address it.

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16
Q

Business architecture enables visualizing customer engagement through

A

Customer focused value streams and the capabilities that enable these value streams

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17
Q

Identifying all customer facing value streams and related processes that implement those value streams is a focal point of

A

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

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18
Q

Identifying customer management capabilities and related business unit mappings is a focal point of

A

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

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19
Q

Assessing resource deployment impacts for these capabilities, which typically includes IT architecture mapping to capabilities is a focal point of

A

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

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20
Q

Examining information concept to data architecture mappings to highlight data deployment redundancies to be addressed is a focal point of

A

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

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21
Q

This brings one company under the umbrella of another company

A

A typical acquisition

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22
Q

This is viewed as a consolidation of two organizations into one

A

A merger

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23
Q

In a merger, one company will need to merge __, __, __, and other aspects of the enterprise with the newly acquired entity

A

Redundant operations, financial capabilities, business units

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24
Q

The evaluation of the viability and related costs of creating a combined entity is essential input to

A

The decision to execute a merger or acquisition

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25
Q

Once the decision has been made to move forward with the merger, the process of __ often determines the success or failure of the merger or acquisition.

A

Rationalizing the resulting business entity

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26
Q

Failure of a merger or acquisition may manifest itself in __, __, or the __.

A

Exaggerated operating costs, the inability to align approaches, or the inability to align common customers and strategies

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27
Q

Applying business architecture to a merger or acquisition focuses on overlap across

A

Capabilities, value streams, and information

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28
Q

Applying business architecture to a merger or acquisition focuses on overlap across capabilities, value streams, and information – as it relates to

A

Existing business units pre-and post-merger

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29
Q

Identify common capabilities across the two organizations, which will require reconciliation of naming conventions and definitions to create a common view of the business is part of this scenario

A

Scenario 3: Merger & Acquisition Analysis

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30
Q

Map shared capabilities to business units for both organizations, establishing an initial analysis as input to the merger/acquisition is part of this scenario

A

Scenario 3: Merger & Acquisition Analysis

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31
Q

Identify common value streams across the two organizations, determining a set of priorities for aligning value streams is part of this scenario

A

Scenario 3: Merger & Acquisition Analysis

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32
Q

Perform a subsequent analysis of value stream / processes to assess the degree of process complexity and reconciliation required is part of this scenario

A

Scenario 3: Merger & Acquisition Analysis

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33
Q

Based on executive priorities, map out priorities for aligning value streams and related capabilities is part of this scenario

A

Scenario 3: Merger & Acquisition Analysis

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34
Q

When applied to the merger and acquisition scenario, this approach allows an organization to determine if it has situations where multiple processes can be collapsed and supported by a single internal behavior

A

Capability / value stream / process mapping approach

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35
Q

Is essential to competing in evolving markets

A

Rolling out new products and services

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36
Q

Is an objective that many organizations are adopting in order to address the demands of competing in evolving markets

A

Rapid innovation through new products and services

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37
Q

Is not something that can just be grafted onto existing practices and requires tradeoffs between the rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

A

Rapid innovation

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38
Q

This requires tradeoffs between the rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

A

Rapid innovation

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39
Q

Rapid innovation requires tradeoffs between

A

The rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

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40
Q

A new product or service launch typically includes

A

Market research, design, engineering, rollout planning and eventually the actual rollout itself

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41
Q

Market research, design, engineering, rollout planning and eventually the actual rollout itself are part of

A

A new product or service launch

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42
Q

A typical new product/service rollout scenario begins with a __ by engaging marketing, product design, and other key players

A

Product or service launch plan

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43
Q

A typical new product/service rollout scenario begins with a product or service launch plan by

A

Engaging marketing, product design, and other key players

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44
Q

A product or service launch plan would need to engage

A

Multiple internal business lines but also external suppliers or business partners

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45
Q

In a new product/service rollout scenario, it is important to understand the cross-functional impacts on

A

Value streams, capabilities, information, and business units

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46
Q

Determine the value streams required to acquire, maintain, or otherwise process the new product and/or service is a step in this scenario

A

Scenario 4: New Product/Service Rollout

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47
Q

Identify current processes that implement these value streams to determine if there is common reuse options for the new product and/or service is a step in this scenario

A

Scenario 4: New Product/Service Rollout

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48
Q

Using value stream/capability mapping, identify if improved or new capabilities and related information are required to incorporate the new product/service is a step in this scenario

A

Scenario 4: New Product/Service Rollout

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49
Q

Assess organization impact by determining where existing or new capabilities are impacted or need to be created is a step in this scenario

A

Scenario 4: New Product/Service Rollout

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50
Q

Focus on capability improvements or additions across all relevant business units required to improve or deploy those capabilities is a step in this scenario

A

Scenario 4: New Product/Service Rollout

51
Q

Identify resources required to deploy value stream, capability, and information related improvements, changes, and/or additions is a step in this scenario

A

Scenario 4: New Product/Service Rollout

52
Q

New product and service deployment will often identify weaknesses in

A

Business infrastructure

53
Q

This scenario takes on a number of similarities with new product and service deployment

A

Deploying a new line of business

54
Q

Requires the ability to expand enterprise business models to incorporate new markets, regions, countries, currencies, and other aspects of global expansion

A

Entering global markets

55
Q

Entering global markets requires the ability to __, to incorporate __, __, __, __, and other aspects of global expansion

A

Expand enterprise business models to incorporate new markets, regions, countries, currencies

56
Q

Impacts on an enterprise of entering global markets must be anticipated in advance and incorporated into a plan based on the ability of the management team to

A

Visualise the cross-functional, cross-disciplinary impacts

57
Q

Must be anticipated in advance and incorporated into a plan based on the ability of the management team to visualise the cross-functional, cross-disciplinary impacts

A

Impacts on an enterprise of entering global markets

58
Q

Impacts on an enterprise of entering global markets must be __ and __ based on the ability of the management team to visualise the cross-functional, cross-disciplinary impacts

A

Anticipated in advance and incorporated into a plan

59
Q

The key requirement for this scenario is to gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion, including customers, partners, and foreign governments

A

Globalisation

60
Q

The key requirement for a globalisation scenario is to __, including customers, partners, and foreign governments

A

Gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion

61
Q

The key requirement for a globalisation scenario is to gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion, including __, __, and __.

A

Customers, partners, and foreign governments

62
Q

Business architecture supports global transformation through __ based on the capabilities of these business units and value streams impacted

A

The exposure of all business units and external entities that may be impacted by global expansion

63
Q

Business architecture supports global transformation through the exposure of all business units and external entities that may be impacted by global expansion based on

A

The capabilities of these business units and value streams impacted

64
Q

Business architecture supports __ through the exposure of all business units and external entities that may be impacted by __ based on the capabilities of these business units and value streams impacted

A

Global transformation, global expansion

65
Q

Assess all value streams impacted by a globalization effort, which is likely to minimally include all externally facing value streams is a step in this scenario

A

Scenario 5: Globalization

66
Q

Determine capabilities that enable these value streams and are impacted by globalization is a step in this scenario

A

Scenario 5: Globalization

67
Q

Establish a priority plan to synchronize value streams and related capabilities, rolling out solutions in synchronized fashion across business units is a step in this scenario

A

Scenario 5: Globalization

68
Q

Based on information impacts, establish a supporting strategy to realign the information architecture to enable the prioritized plan is a step in this scenario

A

Scenario 5: Globalization

69
Q

Globalization complexities challenge organizations due to the

A

Lack of transparency and inherent redundancies across global business units

70
Q

Without clarity to see where __, it is difficult to put a strategy in place to address globalization from an operational deployment perspective

A

Capabilities, information concepts, and value streams conflict or overlap

71
Q

Augmenting in-house capabilities that an organization does not have or does not desire to have is

A

Outsourcing

72
Q

Many businesses do not view outsourcing from this perspective, resulting in a a lack of clarity surrounding governance and ownership responsibilities and an inability to visualize the overall business environment in which the enterprise functions

A

Outsourcing value streams and capabilities

73
Q

A lack of clarity surrounding governance and ownership responsibilities is a result of

A

Not viewing outsourcing from a value streams and capabilities perspective

74
Q

An inability to visualize the overall business environment in which the enterprise functions is a result of

A

Not viewing outsourcing from a value streams and capabilities perspective

75
Q

Human Resource Management, Financial Management, Information Technology Management,and Procurement Management are

A

Common examples of outsourced capabilities

76
Q

Understanding which business units have certain capabilities is essential to

A

Understanding opportunities for outsourcing, organizational alignment, synchronization across business units, shared automation opportunities, and ways to improve value delivery as required through certain value streams

77
Q

This is essential to understanding opportunities for outsourcing

A

Understanding which business units have certain capabilities

78
Q

This is essential to understanding organizational alignment

A

Understanding which business units have certain capabilities

79
Q

This is essential to understanding synchronization across business units

A

Understanding which business units have certain capabilities

80
Q

This is essential to understanding shared automation opportunities

A

Understanding which business units have certain capabilities

81
Q

This is essential to understanding ways to improve value delivery as required through certain value streams

A

Understanding which business units have certain capabilities

82
Q

Assessing if one or more deployments of a value stream are to be outsourced is a factor to be considered in this scenario

A

Scenario 6: Business Capability Outsourcing

83
Q

Determining which business units have capabilities that are to be outsourced through capability / business unit mapping is a factor to be considered in this scenario

A

Scenario 6: Business Capability Outsourcing

84
Q

Identifying where capabilities shared across in-house and external business partners should be synchronized or otherwise aligned is a factor to be considered in this scenario

A

Scenario 6: Business Capability Outsourcing

85
Q

Determining where certain information concepts are shared across business boundaries so these concepts can be commonly understood across those boundaries is a factor to be considered in this scenario

A

Scenario 6: Business Capability Outsourcing

86
Q

In a supply chain scenario, business architecture visualization would need to be extended to include __ and __.

A

The customer service capability, all internal and external suppliers that provide this capability

87
Q

In a supply chain scenario, the organization should be able to visualize shared __, and related __, __, and __ that map to business units

A

Value streams and related process deployments, information, and products

88
Q

Once this new level of supply chain scenario transparency has been established, management can develop a roadmap to __, __, and/or__ these __ to drive down costs and increase customer service

A

Standardize, streamline, and/or consolidate these complexities

89
Q

Once this new level of supply chain scenario transparency has been established, management can develop a roadmap to standardize, streamline, and/or consolidate these complexities to

A

Drive down costs and increase customer service

90
Q

The business architecture in some supply chain scenarios may require a greater

A

Degree of supplier participation

91
Q

The business architecture in some supply chain scenarios may require a greater degree of supplier participation when

A

One or more third parties play a crucial role in customer facing capabilities and value streams.

92
Q

The business architecture offers the ability to visualize what decoupling and divesting a line of the business entails and how

A

It impacts various aspects of the business ecosystem

93
Q

All __, __, __, and __ impacted by a divestiture should be identified for impact analysis

A

Business units, value streams, capabilities, and information concepts

94
Q

Business units linked to the business being divested should be considered in this scenario analysis

A

Scenario 8: Divestiture

95
Q

Related business capabilities should be considered in this scenario analysis

A

Scenario 8: Divestiture

96
Q

Value streams enabling those capabilities should be considered in this scenario analysis

A

Scenario 8: Divestiture

97
Q

Customers tied to those business units should be considered in this scenario analysis

A

Scenario 8: Divestiture

98
Q

Resources automating those capabilities and value streams should be considered in this scenario analysis

A

Scenario 8: Divestiture

99
Q

Hit a wide variety of aspects within a given enterprise and the impacts can have ripple effects

A

Regulatory issues

100
Q

Annual regulatory reviews by insurance, banking, and other industry regulatory bodies are becoming

A

Increasingly sophisticated

101
Q

Under this scenario, an enterprise would need to establish a plan, engage relevant business units and partners, identify key documents, change impacted processes and establish a systems impact plan.

A

A change in a regulatory requirement

102
Q

Business architecture supports regulatory changes by providing the

A

High-level and drill-down map of impacted aspects and artifacts of the business

103
Q

Business policies to business capabilities mapping would be required in the planning and subsequent deployment for this scenario

A

Scenario 9: Regulatory Compliance

104
Q

Business units tied to relevant capabilities mapping would be required in the planning and subsequent deployment for this scenario

A

Scenario 9: Regulatory Compliance

105
Q

Information concepts tied to those capabilities mapping would be required in the planning and subsequent deployment for this scenario

A

Scenario 9: Regulatory Compliance

106
Q

Value streams and supporting processes mapping would be required in the planning and subsequent deployment for this scenario

A

Scenario 9: Regulatory Compliance

107
Q

Business units can engage in collaborative teams organized around a shared value stream, capability, or information concept to respond to

A

A new regulation as opposed to responding to an audit to verify compliance with existing regulations

108
Q

The ability to react effectively and efficiently to __ is a huge challenge for organizations today

A

Changes in external and internal enterprise dynamics

109
Q

Being able to do rapid analysis of changes and impacts across a highly transparent business ecosystem provides

A

rapid development of initiative roadmaps that can be rolled out quickly and cost effectively

110
Q

Related impacts across processes, based on value stream/process decomposition and aggregation as discussed in the BIZBOK® Guide section 3.6 are impacts that business architecture allows views of in this scenario.

A

Scenario 10: Change Management

111
Q

Capabilities impacted by a change to a value stream are impacts that business architecture allows views of in this scenario.

A

Scenario 10: Change Management

112
Q

Information concepts impacted by a change to one or more capabilities are impacts that business architecture allows views of in this scenario.

A

Scenario 10: Change Management

113
Q

The business units that need to be engaged based on capability / business unit mapping are impacts that business architecture allows views of in this scenario.

A

Scenario 10: Change Management

114
Q

Additional resource impacts based on business/IT mapping, as discussed in the BIZBOK® Guide section 3.3 are impacts that business architecture allows views of in this scenario.

A

Scenario 10: Change Management

115
Q

This scenario is characterized by management directives to find areas within the enterprise where spending can be reduced

A

Scenario 11: Operational Cost Reduction

116
Q

This scenario may include capability-based realignment, value stream/process streamlining, business unit consolidation,or other factors.

A

Scenario 11: Operational Cost Reduction

117
Q

Operational cost reduction may include __, __, __, or other factors.

A

Capability-based realignment, value stream/process streamlining, business unit consolidation

118
Q

This scenario is characterized by the need to clearly define capability and value stream boundaries, ensuring that a given business knows its role while the partner knows its role

A

Scenario 12: Joint Venture Deployment

119
Q

Joint venture deployment is characterized by the need to clearly define capability and value stream boundaries, ensuring

A

That a given business knows its role while the partner knows its role

120
Q

Identifying customer-facing and non-customer-facing capabilities is one major aspect of this scenario

A

Scenario 12: Joint Venture Deployment

121
Q

This scenario requires clear definition of stakeholder alignment across one or more value streams

A

Scenario 12: Joint Venture Deployment

122
Q

Business architecture is particularly important in a scenario such as this one because it is unbounded by enterprise boundaries and offers a perspective that may be missing from traditional analysis approaches.

A

Scenario 12: Joint Venture Deployment

123
Q

These may be shared across partner models, but it is important to know what is shared, what is not, and how to respond in each case.

A

Value streams and capabilities

CBA (12 decks)

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