Scenarios Flashcards
1
Q
Provide context for applying the blueprints introduced in part 2 and practice related concepts introduced in part 3
A
Scenarios
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
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
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
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Investment analysis
5
Q
Comparing and contrasting certain investments across business units based on overlapping impacts to certain capabilities and value streams is an example of
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Investment analysis concepts that can leverage business architecture
6
Q
Assessing annual costs associated with a given capability is an example of
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Investment analysis concepts that can leverage business architecture
7
Q
Determining funding priorities based on capabilities and value streams is an example of
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Investment analysis concepts that can leverage business architecture
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.
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Conflicting demands and priorities and limited money to address these issues
9
Q
By holding all programs accountable for achieving a commonly coordinated set of strategic goals, the goals were no longer secondary but
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Drove related investments and bottom line results
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?
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Scenario 1: Investment Analysis
11
Q
The first two steps in the investment analysis scenario
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Identify the capabilities or value streams of interest, map them to a strategy, business unit, or initiative
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
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Scenario 1: Investment Analysis
13
Q
A product line, business unit, or regionally focused business model tend to obscure
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Common customer views
14
Q
Business architecture can provide the visibility to understand the complexity
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Shifting to a customer centric business model
15
Q
In a shift to a customer centric business model, business architecture can facilitate
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Creation of a cross-functional plan to address it.
16
Q
Business architecture enables visualizing customer engagement through
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Customer focused value streams and the capabilities that enable these value streams
17
Q
Identifying all customer facing value streams and related processes that implement those value streams is a focal point of
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Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model
18
Q
Identifying customer management capabilities and related business unit mappings is a focal point of
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Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model
19
Q
Assessing resource deployment impacts for these capabilities, which typically includes IT architecture mapping to capabilities is a focal point of
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Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model
20
Q
Examining information concept to data architecture mappings to highlight data deployment redundancies to be addressed is a focal point of
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Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model
21
Q
This brings one company under the umbrella of another company
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A typical acquisition
22
Q
This is viewed as a consolidation of two organizations into one
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A merger
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
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
25
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.
Rationalizing the resulting business entity
26
Failure of a merger or acquisition may manifest itself in __, __, or the __.
Exaggerated operating costs, the inability to align approaches, or the inability to align common customers and strategies
27
Applying business architecture to a merger or acquisition focuses on overlap across
Capabilities, value streams, and information
28
Applying business architecture to a merger or acquisition focuses on overlap across capabilities, value streams, and information – as it relates to
Existing business units pre-and post-merger
29
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
Scenario 3: Merger & Acquisition Analysis
30
Map shared capabilities to business units for both organizations, establishing an initial analysis as input to the merger/acquisition is part of this scenario
Scenario 3: Merger & Acquisition Analysis
31
Identify common value streams across the two organizations, determining a set of priorities for aligning value streams is part of this scenario
Scenario 3: Merger & Acquisition Analysis
32
Perform a subsequent analysis of value stream / processes to assess the degree of process complexity and reconciliation required is part of this scenario
Scenario 3: Merger & Acquisition Analysis
33
Based on executive priorities, map out priorities for aligning value streams and related capabilities is part of this scenario
Scenario 3: Merger & Acquisition Analysis
34
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
Capability / value stream / process mapping approach
35
Is essential to competing in evolving markets
Rolling out new products and services
36
Is an objective that many organizations are adopting in order to address the demands of competing in evolving markets
Rapid innovation through new products and services
37
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
Rapid innovation
38
This requires tradeoffs between the rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation
Rapid innovation
39
Rapid innovation requires tradeoffs between
The rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation
40
A new product or service launch typically includes
Market research, design, engineering, rollout planning and eventually the actual rollout itself
41
Market research, design, engineering, rollout planning and eventually the actual rollout itself are part of
A new product or service launch
42
A typical new product/service rollout scenario begins with a __ by engaging marketing, product design, and other key players
Product or service launch plan
43
A typical new product/service rollout scenario begins with a product or service launch plan by
Engaging marketing, product design, and other key players
44
A product or service launch plan would need to engage
Multiple internal business lines but also external suppliers or business partners
45
In a new product/service rollout scenario, it is important to understand the cross-functional impacts on
Value streams, capabilities, information, and business units
46
Determine the value streams required to acquire, maintain, or otherwise process the new product and/or service is a step in this scenario
Scenario 4: New Product/Service Rollout
47
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
Scenario 4: New Product/Service Rollout
48
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
Scenario 4: New Product/Service Rollout
49
Assess organization impact by determining where existing or new capabilities are impacted or need to be created is a step in this scenario
Scenario 4: New Product/Service Rollout
50
Focus on capability improvements or additions across all relevant business units required to improve or deploy those capabilities is a step in this scenario
Scenario 4: New Product/Service Rollout
51
Identify resources required to deploy value stream, capability, and information related improvements, changes, and/or additions is a step in this scenario
Scenario 4: New Product/Service Rollout
52
New product and service deployment will often identify weaknesses in
Business infrastructure
53
This scenario takes on a number of similarities with new product and service deployment
Deploying a new line of business
54
Requires the ability to expand enterprise business models to incorporate new markets, regions, countries, currencies, and other aspects of global expansion
Entering global markets
55
Entering global markets requires the ability to __, to incorporate __, __, __, __, and other aspects of global expansion
Expand enterprise business models to incorporate new markets, regions, countries, currencies
56
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
Visualise the cross-functional, cross-disciplinary impacts
57
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
Impacts on an enterprise of entering global markets
58
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
Anticipated in advance and incorporated into a plan
59
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
Globalisation
60
The key requirement for a globalisation scenario is to __, including customers, partners, and foreign governments
Gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion
61
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 __.
Customers, partners, and foreign governments
62
Business architecture supports global transformation through __ based on the capabilities of these business units and value streams impacted
The exposure of all business units and external entities that may be impacted by global expansion
63
Business architecture supports global transformation through the exposure of all business units and external entities that may be impacted by global expansion based on
The capabilities of these business units and value streams impacted
64
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
Global transformation, global expansion
65
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
Scenario 5: Globalization
66
Determine capabilities that enable these value streams and are impacted by globalization is a step in this scenario
Scenario 5: Globalization
67
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
Scenario 5: Globalization
68
Based on information impacts, establish a supporting strategy to realign the information architecture to enable the prioritized plan is a step in this scenario
Scenario 5: Globalization
69
Globalization complexities challenge organizations due to the
Lack of transparency and inherent redundancies across global business units
70
Without clarity to see where __, it is difficult to put a strategy in place to address globalization from an operational deployment perspective
Capabilities, information concepts, and value streams conflict or overlap
71
Augmenting in-house capabilities that an organization does not have or does not desire to have is
Outsourcing
72
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
Outsourcing value streams and capabilities
73
A lack of clarity surrounding governance and ownership responsibilities is a result of
Not viewing outsourcing from a value streams and capabilities perspective
74
An inability to visualize the overall business environment in which the enterprise functions is a result of
Not viewing outsourcing from a value streams and capabilities perspective
75
Human Resource Management, Financial Management, Information Technology Management,and Procurement Management are
Common examples of outsourced capabilities
76
Understanding which business units have certain capabilities is essential to
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
This is essential to understanding opportunities for outsourcing
Understanding which business units have certain capabilities
78
This is essential to understanding organizational alignment
Understanding which business units have certain capabilities
79
This is essential to understanding synchronization across business units
Understanding which business units have certain capabilities
80
This is essential to understanding shared automation opportunities
Understanding which business units have certain capabilities
81
This is essential to understanding ways to improve value delivery as required through certain value streams
Understanding which business units have certain capabilities
82
Assessing if one or more deployments of a value stream are to be outsourced is a factor to be considered in this scenario
Scenario 6: Business Capability Outsourcing
83
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
Scenario 6: Business Capability Outsourcing
84
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
Scenario 6: Business Capability Outsourcing
85
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
Scenario 6: Business Capability Outsourcing
86
In a supply chain scenario, business architecture visualization would need to be extended to include __ and __.
The customer service capability, all internal and external suppliers that provide this capability
87
In a supply chain scenario, the organization should be able to visualize shared __, and related __, __, and __ that map to business units
Value streams and related process deployments, information, and products
88
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
Standardize, streamline, and/or consolidate these complexities
89
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
Drive down costs and increase customer service
90
The business architecture in some supply chain scenarios may require a greater
Degree of supplier participation
91
The business architecture in some supply chain scenarios may require a greater degree of supplier participation when
One or more third parties play a crucial role in customer facing capabilities and value streams.
92
The business architecture offers the ability to visualize what decoupling and divesting a line of the business entails and how
It impacts various aspects of the business ecosystem
93
All __, __, __, and __ impacted by a divestiture should be identified for impact analysis
Business units, value streams, capabilities, and information concepts
94
Business units linked to the business being divested should be considered in this scenario analysis
Scenario 8: Divestiture
95
Related business capabilities should be considered in this scenario analysis
Scenario 8: Divestiture
96
Value streams enabling those capabilities should be considered in this scenario analysis
Scenario 8: Divestiture
97
Customers tied to those business units should be considered in this scenario analysis
Scenario 8: Divestiture
98
Resources automating those capabilities and value streams should be considered in this scenario analysis
Scenario 8: Divestiture
99
Hit a wide variety of aspects within a given enterprise and the impacts can have ripple effects
Regulatory issues
100
Annual regulatory reviews by insurance, banking, and other industry regulatory bodies are becoming
Increasingly sophisticated
101
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 change in a regulatory requirement
102
Business architecture supports regulatory changes by providing the
High-level and drill-down map of impacted aspects and artifacts of the business
103
Business policies to business capabilities mapping would be required in the planning and subsequent deployment for this scenario
Scenario 9: Regulatory Compliance
104
Business units tied to relevant capabilities mapping would be required in the planning and subsequent deployment for this scenario
Scenario 9: Regulatory Compliance
105
Information concepts tied to those capabilities mapping would be required in the planning and subsequent deployment for this scenario
Scenario 9: Regulatory Compliance
106
Value streams and supporting processes mapping would be required in the planning and subsequent deployment for this scenario
Scenario 9: Regulatory Compliance
107
Business units can engage in collaborative teams organized around a shared value stream, capability, or information concept to respond to
A new regulation as opposed to responding to an audit to verify compliance with existing regulations
108
The ability to react effectively and efficiently to __ is a huge challenge for organizations today
Changes in external and internal enterprise dynamics
109
Being able to do rapid analysis of changes and impacts across a highly transparent business ecosystem provides
rapid development of initiative roadmaps that can be rolled out quickly and cost effectively
110
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.
Scenario 10: Change Management
111
Capabilities impacted by a change to a value stream are impacts that business architecture allows views of in this scenario.
Scenario 10: Change Management
112
Information concepts impacted by a change to one or more capabilities are impacts that business architecture allows views of in this scenario.
Scenario 10: Change Management
113
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.
Scenario 10: Change Management
114
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.
Scenario 10: Change Management
115
This scenario is characterized by management directives to find areas within the enterprise where spending can be reduced
Scenario 11: Operational Cost Reduction
116
This scenario may include capability-based realignment, value stream/process streamlining, business unit consolidation,or other factors.
Scenario 11: Operational Cost Reduction
117
Operational cost reduction may include __, __, __, or other factors.
Capability-based realignment, value stream/process streamlining, business unit consolidation
118
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
Scenario 12: Joint Venture Deployment
119
Joint venture deployment 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
120
Identifying customer-facing and non-customer-facing capabilities is one major aspect of this scenario
Scenario 12: Joint Venture Deployment
121
This scenario requires clear definition of stakeholder alignment across one or more value streams
Scenario 12: Joint Venture Deployment
122
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.
Scenario 12: Joint Venture Deployment
123
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.
Value streams and capabilities
