Driven derived its business capability model from its

This preview shows page 5 - 7 out of 9 pages.

driven derived its business capability model from its value chain model (see Note 3) to illustrate its business processes and the capabilities supporting those processes. The best practice is to recognize that business capability modeling is about improving the communication and collaboration between EA, business and IT in your organization, not about formulaic or theoretical models. This communication between business and IT might be to identify business opportunities and threats, identify business requirements, develop future-state business visions, and/or understand the gaps between current and future states. Therefore, enterprise architects should explore what forms and structures represent their business based on culture, biases, focus and experience. Gartner, Inc. | G00175782 Page 5 of 9
5.0 Explore Business Capability Models at Multiple Levels of Abstraction and Detail To increase the value of business capabilities as a technique for illustrating the link between and exploring the impact of desired business outcomes relative to capabilities, organizations should consider the level of detail that diverse audiences might need. For example, a senior executive might need a high-level picture to illustrate various business-planning scenarios. A middle manager might need a further level of detail, as might a business program manager or a business analyst, and so on. One client we spoke with created business capability models to a great detail of specificity in one area of the business (Product X) because of highly engaged business leadership from this area. For other parts of the business, the client developed high-level capability models to understand the relationship the other parts of the business had with the Product X business area. Also, taking a broad view of the business ensured the focus wasn't just on a local/tactical approach to EA (see "So You Think You're Doing EA"). As with nomenclature and format, the best practice is to determine the level of detail needed by a specific stakeholder, as well as express and illustrate the business outcomes at that level of detail. 6.0 Map to Existing Artifacts The most direct impact of business capability models happens when EA teams are able to map the business capability models to their existing and developing artifacts (for example, EA, portfolio management, business process management [BPM] or otherwise). One client was having a challenging time getting the COO and CIO focused on their application portfolio strategy because they weren't seeing the connection to the business value or the impact of the decisions. The EA team created business capability models at diverse levels of detail, and then it mapped these models to application portfolio heat maps. Each of the heat maps identified different types of applications and their status. By showing this mapping, the EA team was able to show the COO and CIO what business capabilities were affected by which applications and which business capabilities were at risk due to limitations within the application portfolio. This is just one example; organizations

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture