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Relationships between Business Architecture Domains and their Elements
Business Architecture domain | Related Domain Elements |
Strategy | Business Objective |
Capability | Capability Component |
Capability | Function |
Capability | Process |
Product | Product Feature |
Product | Service Element |
Stakeholder | Stakeholder Requirement |
Initiative | Program |
Initiative | Project |
Performance | KPI (Key Performance Indicator) |
Information | Information Component |
Organisation | Organisation unit |
Business Architecture Domain Attributes
Here are the Domain attributes for each Business Architecture domain added to a single table:
Domain | Domain Attribute | Description | Example |
Strategy | Title | The name or title of the strategy. | Digital Transformation Strategy |
Strategy | Description | A detailed explanation of what the strategy entails. | Plan to leverage digital technologies to improve operations. |
Strategy | Purpose | The intended purpose or function of the strategy within the organization. | To enhance operational efficiency and customer experience. |
Strategy | Owner | The individual or team responsible for the strategy. | Strategy Office, CIO |
Strategy | Objectives | Specific, measurable targets to achieve strategic goals. | Increase digital adoption by 50%, Reduce operational costs by 20% |
Strategy | Key Activities | Critical actions necessary to implement the strategy. | Implement new CRM system, Train employees on digital tools |
Strategy | Resources | Resources allocated for the strategy implementation. | Budget, technology, personnel |
Strategy | Timeline | The timeline for achieving the strategy. | 2024-2026 |
Strategy | Performance Indicators | Metrics used to measure the success of the strategy. | Adoption rate of digital tools, cost savings |
Strategy | Dependencies | Other strategies, initiatives, or processes that the strategy depends on. | IT Infrastructure, Employee Training Programs |
Strategy | Related Strategies | Strategies that are related or linked to this strategy. | Customer Experience Strategy, Innovation Strategy |
Strategy | Risks | Potential risks associated with the strategy and its implementation. | Resistance to change, budget overruns |
Strategy | Improvement Opportunities | Areas where the strategy can be enhanced or improved. | Additional training, stakeholder engagement |
Strategy | Strategic Alignment | How the strategy aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing operational efficiency |
Strategy | Business Objective | A specific, measurable goal that a company aims to achieve to support its overall strategy. | Increasing Market Share by 10% in the next fiscal year. |
Strategy | Parent | A high-level policy that provides overarching principles or rules guiding business operations. It covers multiple sub-policies. | Customer Management |
Strategy | Child | A specific policy that falls under a broader parent policy. It provides detailed rules and guidelines for a specific aspect of business operations. | Customer Onboarding |
Policy | Title | The name or title of the policy. | Data Privacy Policy |
Policy | Description | A detailed explanation of what the policy entails. | Guidelines for handling and protecting personal data. |
Policy | Purpose | The intended purpose or function of the policy within the organization. | To ensure compliance with data protection regulations. |
Policy | Owner | The individual or team responsible for the policy. | Legal Department |
Policy | Organizational Unit | The organizational unit(s) to which the policy is linked. | IT Department |
Policy | Requirements | Specific conditions or criteria to be met under the policy. | Encrypt all personal data, limit access to authorized personnel |
Policy | Compliance Metrics | Measures to ensure adherence to policies. | Number of data breaches, compliance audit results |
Policy | Review Frequency | How often the policy is reviewed and updated. | Annually |
Policy | Approvals | Individuals or groups that must approve the policy. | CIO, Legal Counsel |
Policy | Related Policies | Policies that are related or linked to this policy. | Information Security Policy, Data Retention Policy |
Policy | Compliance and Standards | Regulatory requirements and standards the policy must adhere to. | GDPR, CCPA |
Policy | Risks | Potential risks associated with the policy and its implementation. | Non-compliance fines, reputational damage |
Policy | Improvement Opportunities | Areas where the policy can be enhanced or improved. | Regular training on data protection for all employees |
Policy | Strategic Alignment | How the policy aligns with the organization's strategic goals and objectives. | Supports the strategic goal of maintaining customer trust |
Policy | Parent | A high-level capability that encompasses multiple sub-capabilities or child capabilities. It represents a broad area of business functionality. | Customer Management |
Policy | Child | A specific capability that falls under a broader parent capability. It represents a more granular aspect of business functionality. | Customer Onboarding |
Capability | Title | The name or title of the capability. | Customer Relationship Management |
Capability | Description | A detailed explanation of what the capability entails. | Managing interactions with current and potential customers. |
Capability | Purpose | The intended purpose or function of the capability within the organization. | To streamline and enhance customer interactions. |
Capability | Owner | The individual or team responsible for the capability. | Customer Service Department |
Capability | Organizational Unit | The organizational unit(s) to which the capability is linked. | Sales and Marketing Department |
Capability | Inputs | The resources, information, or materials required for the capability to function. | Customer data, sales leads, marketing materials |
Capability | Outputs | The deliverables or results produced by the capability. | Customer satisfaction reports, sales reports |
Capability | Processes | The set of processes that define how the capability operates. | Lead management, customer support |
Capability | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the capability. | Customer satisfaction score, sales conversion rate |
Capability | Dependencies | Other capabilities, processes, or systems that the capability depends on. | Marketing automation system, CRM software |
Capability | Related Capabilities | Capabilities that are related or linked to this capability. | Sales Management, Customer Support |
Capability | Maturity Level | The current maturity level of the capability. | Level 3 - Defined |
Capability | Tools and Technologies | Tools and technologies used to support or enable the capability. | Salesforce CRM, Zendesk Support |
Capability | Compliance and Standards | Regulatory requirements and standards the capability must adhere to. | GDPR compliance, ISO 9001 standards |
Capability | Cost | The financial cost associated with implementing and maintaining the capability. | Annual budget of $200,000 |
Capability | Risks | Potential risks associated with the capability and its operations. | Data breaches, customer dissatisfaction |
Capability | Improvement Opportunities | Areas where the capability can be enhanced or improved. | Integration with social media platforms |
Capability | Strategic Alignment | How the capability aligns with the organization's strategic goals and objectives. | Supports the strategic goal of improving customer satisfaction |
Capability | Capability Components | A building block of organizational capabilities, representing specific skills, tools, or processes. | Data Analytics involves using tools and techniques to analyze data and extract insights. |
Capability | Function | A specific area of activity within an organization that performs a particular role or set of tasks. | Customer Support provides assistance to customers, resolves issues, and ensures satisfaction. |
Capability | Parent | A high-level capability that encompasses multiple sub-capabilities or child capabilities. It represents a broad area of business functionality. | Customer Management |
Capability | Child | A specific capability that falls under a broader parent capability. It represents a more granular aspect of business functionality. | Customer Onboarding |
Capability | Processes | A detailed process that supports a child capability. It represents a specific sequence of actions or steps required to perform the capability. | Verify Customer Identity |
Value Streams | Title | The name or title of the value stream. | Order Fulfilment |
Value Streams | Description | A detailed explanation of what the value stream entails. | End-to-end process of fulfilling customer orders. |
Value Streams | Purpose | The intended purpose or function of the value stream within the organization. | To ensure timely and accurate delivery of products to customers |
Value Streams | Owner | The individual or team responsible for the value stream. | Operations Department |
Value Streams | Organizational Unit | The organizational unit(s) to which the value stream is linked. | Supply Chain Management |
Value Streams | Stages | Different phases within the value stream. | Order receipt, order processing, shipment, delivery |
Value Streams | Value Items | Specific outputs or benefits generated at each stage. | Processed orders, shipped packages, delivered products |
Value Streams | Criteria for Each Stage | Standards to evaluate performance at each stage. | Processing time, shipment accuracy, delivery speed |
Value Streams | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the value stream. | Order cycle time, on-time delivery rate, customer satisfaction |
Value Streams | Dependencies | Other capabilities, processes, or systems that the value stream depends on. | Inventory management system, logistics partners |
Value Streams | Related Value Streams | Value streams that are related or linked to this value stream. | Procurement, Customer Service |
Value Streams | Maturity Level | The current maturity level of the value stream. | Level 4 - Managed |
Value Streams | Tools and Technologies | Tools and technologies used to support or enable the value stream. | ERP system, shipping software |
Value Streams | Compliance and Standards | Regulatory requirements and standards the value stream must adhere to. | ISO 9001, industry-specific standards |
Value Streams | Cost | The financial cost associated with implementing and maintaining the value stream. | Annual operational budget of $500,000 |
Value Streams | Risks | Potential risks associated with the value stream and its operations. | Supply chain disruptions, delivery delays |
Value Streams | Improvement Opportunities | Areas where the value stream can be enhanced or improved. | Automation of order processing, enhanced tracking capabilities |
Value Streams | Strategic Alignment | How the value stream aligns with the organization's strategic goals and objectives. | Supports the strategic goal of improving customer satisfaction |
Value Streams | Parent | A high-level capability that encompasses multiple sub-capabilities or child capabilities. It represents a broad area of business functionality. | Customer Management |
Value Streams | Child | A specific capability that falls under a broader parent capability. It represents a more granular aspect of business functionality. | Customer Onboarding |
Value Streams | Child Value Stream Stage | A specific stage within a value stream that represents a set of activities contributing to the overall value creation. | Order Fulfillment |
Stakeholders | Title | The name or title of the stakeholder. | Customers |
Stakeholders | Description | A detailed explanation of the stakeholder group. | Individuals or entities that purchase and use the organization's products. |
Stakeholders | Role | Defined responsibilities and interests of the stakeholder. | Provide feedback, influence product development |
Stakeholders | Organizational Unit | The organizational unit(s) to which the stakeholder is linked. | Sales and Marketing |
Stakeholders | Engagement Strategies | Plans to communicate and interact with stakeholders. | Regular surveys, customer support |
Stakeholders | Interest Levels | Degree of influence and interest each stakeholder has in organizational activities. | High influence, high interest |
Stakeholders | Inputs | Resources or information stakeholders provide to the organization. | Feedback, purchase data |
Stakeholders | Outputs | Benefits or outcomes stakeholders receive from the organization. | Products, support services |
Stakeholders | Dependencies | Other stakeholders, processes, or systems that the stakeholder depends on. | Customer support team, product development |
Stakeholders | Related Stakeholders | Stakeholders that are related or linked to this stakeholder. | Suppliers, partners |
Stakeholders | Performance Indicators | Metrics used to measure the effectiveness of stakeholder engagement. | Customer satisfaction score, net promoter score |
Stakeholders | Risks | Potential risks associated with stakeholder engagement. | Negative feedback, customer churn |
Stakeholders | Improvement Opportunities | Areas where stakeholder engagement can be enhanced or improved. | Improved communication channels, personalized support |
Stakeholders | Strategic Alignment | How the stakeholder aligns with the organization's strategic goals and objectives. | Supports the strategic goal of increasing customer loyalty |
Stakeholders | Stakeholder Requirement | A need or expectation from individuals or groups that have an interest in the organization's activities. | User Authentication ensures secure and reliable access to systems for users. |
Initiatives | Title | The name or title of the initiative. | Digital Transformation |
Initiatives | Description | A detailed explanation of what the initiative entails. | Implementation of digital tools and processes to enhance business operations. |
Initiatives | Purpose | The intended purpose or function of the initiative within the organization. | To improve efficiency and competitiveness through digital technology. |
Initiatives | Owner | The individual or team responsible for the initiative. | IT Department |
Initiatives | Organizational Unit | The organizational unit(s) to which the initiative is linked. | All departments |
Initiatives | Goals | Specific objectives of the initiative. | Increase digital adoption by 50% |
Initiatives | Progress Tracking | Tools and methods to monitor progress towards initiative goals. | Project management software, regular status reports |
Initiatives | Resource Allocation | Distribution and management of resources for initiatives. | Budget, personnel, technology |
Initiatives | Dependencies | Other initiatives, processes, or systems that the initiative depends on. | Existing IT infrastructure, staff training programs |
Initiatives | Related Initiatives | Initiatives that are related or linked to this initiative. | IT Modernization, Process Automation |
Initiatives | Performance Indicators | Metrics used to measure the success and progress of the initiative. | Percentage of digital adoption, project completion rate |
Initiatives | Risks | Potential risks associated with the initiative and its implementation. | Resistance to change, budget overruns |
Initiatives | Improvement Opportunities | Areas where the initiative can be enhanced or improved. | Increased training, stakeholder engagement |
Initiatives | Strategic Alignment | How the initiative aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing operational efficiency |
Initiatives | Related strategies | Strategies that are connected or aligned with the primary strategy, providing additional support or focus. | Digital Transformation Strategy |
Initiatives | Parent | A high-level capability that encompasses multiple sub-capabilities or child capabilities. It represents a broad area of business functionality. | Customer Management |
Initiatives | Child | A specific capability that falls under a broader parent capability. It represents a more granular aspect of business functionality. | Customer Onboarding |
Initiatives | Child Program | A specific program that is part of a larger initiative, focusing on a particular set of objectives. | Employee Wellness Program |
Products | Title | The name or title of the product. | CRM Software |
Products | Description | A detailed explanation of what the product entails. | Software for managing customer relationships and sales processes. |
Products | Purpose | The intended purpose or function of the product within the organization. | To improve customer relationship management and increase sales. |
Products | Owner | The individual or team responsible for the product. | Product Management Team |
Products | Organizational Unit | The organizational unit(s) to which the product is linked. | Sales and Marketing |
Products | Lifecycle Management | Strategies for managing the product from inception to retirement. | Product development, launch, maintenance, and retirement |
Products | Market Competitiveness | Analysis of how the product compares with competitors. | Competitive pricing, feature comparison |
Products | Customer Feedback | Data on customer satisfaction and product performance. | Customer satisfaction surveys, product reviews |
Products | Dependencies | Other products, processes, or systems that the product depends on. | Marketing campaigns, support services |
Products | Related Products | Products that are related or linked to this product. | Sales Management Software, Marketing Automation Tools |
Products | Performance Indicators | Metrics used to measure the success and performance of the product. | Sales revenue, customer satisfaction score |
Products | Risks | Potential risks associated with the product and its lifecycle. | Market competition, technological changes |
Products | Improvement Opportunities | Areas where the product can be enhanced or improved. | Feature updates, enhanced customer support |
Products | Strategic Alignment | How the product aligns with the organization's strategic goals and objectives. | Supports the strategic goal of increasing market share |
Products | Product Feature | A specific functionality or characteristic of a product that provides value to users. | Mobile Payment allows customers to make payments using their mobile devices. |
Products | Service Element | A component of a service offering that contributes to its overall value and effectiveness. | 24/7 Customer Support provides round-the-clock assistance to customers. |
Products | Parent | A high-level policy that provides overarching principles or rules guiding business operations. It covers multiple sub-policies. | Customer Management |
Products | Child | A specific policy that falls under a broader parent policy. It provides detailed rules and guidelines for a specific aspect of business operations. | Customer Onboarding |
Performance | Title | The name or title of the performance metric. | Customer Satisfaction Score |
Performance | Description | A detailed explanation of what the performance metric entails. | Measure of customer satisfaction based on survey results. |
Performance | Purpose | The intended purpose or function of the performance metric within the organization. | To gauge customer satisfaction and identify areas for improvement. |
Performance | Owner | The individual or team responsible for the performance metric. | Customer Service Department |
Performance | Organizational Unit | The organizational unit(s) to which the performance metric is linked. | Customer Service |
Performance | Inputs | The resources, information, or materials required for the performance metric. | Customer feedback, survey data |
Performance | Outputs | The deliverables or results produced by the performance metric. | Customer satisfaction reports |
Performance | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the performance metric. | Survey response rate, satisfaction score |
Performance | Dependencies | Other metrics, processes, or systems that the performance metric depends on. | Feedback collection tools, data analysis software |
Performance | Related Performance Metrics | Performance metrics that are related or linked to this metric. | Net Promoter Score, Customer Retention Rate |
Performance | Maturity Level | The current maturity level of the performance metric. | Level 4 - Managed |
Performance | Tools and Technologies | Tools and technologies used to support or enable the performance metric. | SurveyMonkey, data analytics software |
Performance | Compliance and Standards | Regulatory requirements and standards the performance metric must adhere to. | ISO 9001, industry-specific standards |
Performance | Cost | The financial cost associated with implementing and maintaining the performance metric. | Annual budget of $50,000 |
Performance | Risks | Potential risks associated with the performance metric and its operations. | Low response rates, inaccurate data |
Performance | Improvement Opportunities | Areas where the performance metric can be enhanced or improved. | Improved survey design, better data collection methods |
Performance | Strategic Alignment | How the performance metric aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing customer satisfaction |
Performance | KPI (Key Performance Indicator) | A measurable value that demonstrates how effectively an organization is achieving its key business objectives. | Customer Satisfaction Score measures how happy customers are with a company's products and services. |
Performance | Parent | A high-level policy that provides overarching principles or rules guiding business operations. It covers multiple sub-policies. | Customer Management |
Performance | Child | A specific policy that falls under a broader parent policy. It provides detailed rules and guidelines for a specific aspect of business operations. | Customer Onboarding |
Information Management | Title | The name or title of the information management element. | Data Dictionary |
Information Management | Description | A detailed explanation of what the information management element entails. | Definitions and descriptions of data elements used within the organization. |
Information Management | Purpose | The intended purpose or function of the information management element within the organization. | To ensure consistent understanding and use of data elements. |
Information Management | Owner | The individual or team responsible for the information management element. | Data Management Team |
Information Management | Organizational Unit | The organizational unit(s) to which the information management element is linked. | IT Department |
Information Management | Inputs | The resources, information, or materials required for the information management element. | Data definitions, metadata |
Information Management | Outputs | The deliverables or results produced by the information management element. | Data dictionary entries |
Information Management | Processes | The set of processes that define how the information management element operates. | Data collection, data definition |
Information Management | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the information management element. | Accuracy of data definitions, frequency of updates |
Information Management | Dependencies | Other elements, processes, or systems that the information management element depends on. | Database management system, metadata repository |
Information Management | Related Information Elements | Information elements that are related or linked to this element. | Data models, information flow diagrams |
Information Management | Maturity Level | The current maturity level of the information management element. | Level 3 - Defined |
Information Management | Tools and Technologies | Tools and technologies used to support or enable the information management element. | Metadata management tools, data catalog software |
Information Management | Compliance and Standards | Regulatory requirements and standards the information management element must adhere to. | ISO 8000, industry-specific standards |
Information Management | Cost | The financial cost associated with implementing and maintaining the information management element. | Annual budget of $100,000 |
Information Management | Risks | Potential risks associated with the information management element and its operations. | Inconsistent data definitions, outdated information |
Information Management | Improvement Opportunities | Areas where the information management element can be enhanced or improved. | Automated data dictionary updates, enhanced data governance |
Information Management | Strategic Alignment | How the information management element aligns with the organization's strategic goals and objectives. | Supports the strategic goal of improving data quality |
Information Management | Information Component | A piece of data or information used within the organization to support various processes and decision-making. | Customer Data includes personal details, purchase history, and preferences. |
Organisation | Title | The name or title of the organisation. | ABC Corporation |
Organisation | Description | A detailed explanation of what the organisation entails. | A multinational company specializing in consumer electronics. |
Organisation | Structure | The organizational structure of the company. | Hierarchical, Matrix, Flat |
Organisation | Mission Statement | The mission of the organization. | To provide innovative technology solutions that improve lives. |
Organisation | Vision Statement | The vision of the organization. | To be the global leader in consumer electronics. |
Organisation | Values | The core values guiding the organization. | Innovation, Integrity, Customer Focus |
Organisation | Strategic Goals | Long-term goals that align with the mission and vision. | Expand market share, Enhance product portfolio |
Organisation | Stakeholders | Key stakeholders of the organization. | Customers, Employees, Shareholders |
Organisation | Governance | The governance framework and policies. | Corporate Governance Policies, Board of Directors |
Organisation | Legal Structure | The legal structure of the organization. | Publicly traded company |
Organisation | Geographic Presence | Locations and geographic reach of the organization. | Offices in North America, Europe, Asia |
Organisation | Size | The size of the organization in terms of employees, revenue, etc. | 10,000 employees, $5 billion annual revenue |
Organisation | Culture | The culture within the organization. | Collaborative, Innovative, Customer-centric |
Organisation | History | The history and milestones of the organization. | Founded in 1990, IPO in 2000 |
Organisation | Strategic Initiatives | Key initiatives to drive strategic goals. | Digital Transformation, Sustainability Programs |
Organisation | Child Organisation unit | A sub-division within the organization that falls under a broader parent organization unit, representing a specific area of operations. | Marketing Department |
Business Architecture Domain Elements
Here are the Sub-Elements for each Business Architecture Domain added to a single table:
Domain | Elements | AttributeSub-Element | Description | Example |
Initiative | Program | Title | The name or title of the program. | Employee Wellness Program |
Initiative | Program | Description | A detailed explanation of what the program entails. | Initiatives to improve employee health and well-being. |
Initiative | Program | Purpose | The intended purpose or function of the program within the organization. | To enhance employee satisfaction and productivity. |
Initiative | Program | Owner | The individual or team responsible for the program. | HR Department |
Initiative | Program | Organizational Unit | The organizational unit(s) to which the program is linked. | Human Resources |
Initiative | Program | Goals | Specific objectives of the program. | Reduce employee turnover by 10% |
Initiative | Program | Resources | Resources allocated for the program implementation. | Budget, personnel, wellness tools |
Initiative | Program | Timeline | The timeline for achieving the program goals. | 2024-2025 |
Initiative | Program | Performance Indicators | Metrics used to measure the success of the program. | Employee satisfaction score, retention rate |
Initiative | Program | Dependencies | Other programs, initiatives, or processes that the program depends on. | Training programs, health benefits |
Initiative | Program | Related Programs | Programs that are related or linked to this program. | Leadership Development Program |
Initiative | Program | Risks | Potential risks associated with the program and its implementation. | Low participation, budget constraints |
Initiative | Program | Improvement Opportunities | Areas where the program can be enhanced or improved. | Increased communication, more diverse wellness activities |
Initiative | Program | Strategic Alignment | How the program aligns with the organization's strategic goals and objectives. | Supports the strategic goal of improving employee well-being |
Initiative | Program | Parent Initiative | The parent initiative to which this program belongs. | Employee Engagement Initiative |
Initiative | Program | Child Projects | Projects that are part of this program. | Health Screening Project, Fitness Program Project |
Initiative | Project | Title | The name or title of the project. | CRM Implementation Project |
Initiative | Project | Description | A detailed explanation of what the project entails. | Deploying a new CRM system to improve customer relationship management. |
Initiative | Project | Purpose | The intended purpose or function of the project within the program. | To enhance customer interaction and streamline processes. |
Initiative | Project | Owner | The individual or team responsible for the project. | IT Department |
Initiative | Project | Organizational Unit | The organizational unit(s) to which the project is linked. | Sales and Marketing |
Initiative | Project | Goals | Specific objectives of the project. | Implement CRM system by Q4 2024 |
Initiative | Project | Resources | Resources allocated for the project implementation. | Budget, technology, personnel |
Initiative | Project | Timeline | The timeline for completing the project. | Jan 2024 - Dec 2024 |
Initiative | Project | Performance Indicators | Metrics used to measure the success of the project. | System uptime, user adoption rate |
Initiative | Project | Dependencies | Other projects, initiatives, or processes that the project depends on. | Existing IT infrastructure, training programs |
Initiative | Project | Related Projects | Projects that are related or linked to this project. | Marketing Automation Project |
Initiative | Project | Risks | Potential risks associated with the project and its implementation. | Delays in implementation, budget overruns |
Initiative | Project | Improvement Opportunities | Areas where the project can be enhanced or improved. | Additional training, stakeholder engagement |
Initiative | Project | Strategic Alignment | How the project aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing customer relationship management |
Initiative | Project | Parent Program | The parent program to which this project belongs. | Customer Relationship Management Program |
Initiative | Project | Child Projects | Projects that are part of this project (if applicable). | Data Migration Project, User Training Project |
Value Stream | Value Stream Stage | Title | The name or title of the value stream stage. | Order Processing |
Value Stream | Value Stream Stage | Description | A detailed explanation of what the value stream stage entails. | Processing customer orders including verification and fulfillment. |
Value Stream | Value Stream Stage | Purpose | The intended purpose or function of the value stream stage within the value stream. | To ensure accurate and efficient order processing. |
Value Stream | Value Stream Stage | Owner | The individual or team responsible for the value stream stage. | Operations Department |
Value Stream | Value Stream Stage | Organizational Unit | The organizational unit(s) to which the value stream stage is linked. | Supply Chain Management |
Value Stream | Value Stream Stage | Inputs | The resources, information, or materials required for the value stream stage. | Customer orders, inventory data |
Value Stream | Value Stream Stage | Outputs | The deliverables or results produced by the value stream stage. | Processed orders, shipping labels |
Value Stream | Value Stream Stage | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the value stream stage. | Order processing time, accuracy rate |
Value Stream | Value Stream Stage | Dependencies | Other value stream stages, processes, or systems that the value stream stage depends on. | Inventory management system, order management system |
Value Stream | Value Stream Stage | Risks | Potential risks associated with the value stream stage and its operations. | Delays in processing, errors in order fulfilment |
Value Stream | Value Stream Stage | Improvement Opportunities | Areas where the value stream stage can be enhanced or improved. | Automation, improved training |
Value Stream | Value Stream Stage | Strategic Alignment | How the value stream stage aligns with the organization's strategic goals and objectives. | Supports the strategic goal of efficient order fulfilment |
Value Stream | Value Stream Stage | Enabling Capability | The capability that enables this value stream stage. | Inventory Management Capability |
Organisation | Organisation Unit | Title | The name or title of the organizational unit. | Sales Department |
Organisation | Organisation Unit | Description | A detailed explanation of what the organizational unit entails. | Manages all sales activities and customer relationships. |
Organisation | Organisation Unit | Purpose | The intended purpose or function of the organizational unit within the organization. | To drive revenue growth through effective sales strategies. |
Organisation | Organisation Unit | Owner | The individual or team responsible for the organizational unit. | Sales Director |
Organisation | Organisation Unit | Parent Unit | The parent organizational unit to which this unit reports. | Marketing Division |
Organisation | Organisation Unit | Child Units | Sub-units that report to this organizational unit. | Regional Sales Teams, Sales Support |
Organisation | Organisation Unit | Roles | Specific roles within the organizational unit. | Sales Manager, Sales Representative |
Organisation | Organisation Unit | Processes | Key processes carried out by the organizational unit. | Lead generation, sales reporting |
Organisation | Organisation Unit | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the organizational unit. | Sales targets, customer acquisition rate |
Organisation | Organisation Unit | Dependencies | Other units, processes, or systems that the organizational unit depends on. | Marketing department, CRM system |
Organisation | Organisation Unit | Related Units | Organizational units that are related or linked to this unit. | Customer Service, Marketing |
Organisation | Organisation Unit | Risks | Potential risks associated with the organizational unit and its operations. | Sales shortfalls, high turnover |
Organisation | Organisation Unit | Improvement Opportunities | Areas where the organizational unit can be enhanced or improved. | Enhanced training, better incentives |
Organisation | Organisation Unit | Strategic Alignment | How the organizational unit aligns with the organization's strategic goals and objectives. | Supports the strategic goal of revenue growth |
Capability | Process | Title | The name or title of the process. | Lead Generation |
Capability | Process | Description | A detailed explanation of what the process entails. | Identifying and acquiring potential customers. |
Capability | Process | Purpose | The intended purpose or function of the process within the capability. | To generate new business opportunities. |
Capability | Process | Owner | The individual or team responsible for the process. | Marketing Department |
Capability | Process | Steps | Specific steps involved in the process. | Identify target audience, outreach, follow-up |
Capability | Process | Inputs | The resources, information, or materials required for the process. | Customer data, marketing materials |
Capability | Process | Outputs | The deliverables or results produced by the process. | Qualified leads, contact lists |
Capability | Process | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the process. | Number of leads generated, conversion rate |
Capability | Process | Dependencies | Other processes, capabilities, or systems that the process depends on. | CRM system, email marketing tool |
Capability | Process | Related Processes | Processes that are related or linked to this process. | Lead Nurturing, Sales Follow-up |
Capability | Process | Risks | Potential risks associated with the process and its operations. | Low response rates, data inaccuracies |
Capability | Process | Improvement Opportunities | Areas where the process can be enhanced or improved. | Better targeting, automated outreach |
Capability | Process | Strategic Alignment | How the process aligns with the organization's strategic goals and objectives. | Supports the strategic goal of increasing customer acquisition |
Capability | Process | Enables Capability | The capability that this process enables. | Sales Capability |
Performance | KPIs | Title | The name or title of the KPI. | Customer Satisfaction Score |
Performance | KPIs | Description | A detailed explanation of what the KPI entails. | Measure of customer satisfaction based on survey results. |
Performance | KPIs | Purpose | The intended purpose or function of the KPI within the performance measurement framework. | To gauge customer satisfaction and identify areas for improvement. |
Performance | KPIs | Owner | The individual or team responsible for the KPI. | Customer Service Department |
Performance | KPIs | Measurement Method | How the KPI is measured. | Customer surveys, feedback forms |
Performance | KPIs | Targets | Specific targets or benchmarks for the KPI. | Achieve a satisfaction score of 8/10 |
Performance | KPIs | Frequency | How often the KPI is measured and reported. | Quarterly |
Performance | KPIs | Data Source | The source of data for the KPI measurement. | Customer feedback system |
Performance | KPIs | Related KPIs | KPIs that are related or linked to this KPI. | Net Promoter Score, Customer Retention Rate |
Performance | KPIs | Dependencies | Other KPIs, processes, or systems that the KPI depends on. | Customer support performance, product quality |
Performance | KPIs | Risks | Potential risks associated with the KPI measurement and its interpretation. | Low response rates, biased feedback |
Performance | KPIs | Improvement Opportunities | Areas where the KPI measurement can be enhanced or improved. | Improved survey design, better data collection methods |
Performance | KPIs | Strategic Alignment | How the KPI aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing customer satisfaction |
Strategy | Business Objectives | Title | The name or title of the business objective. | Increase Market Share |
Strategy | Business Objectives | Description | A detailed explanation of what the business objective entails. | Strategies and actions aimed at increasing the company’s market presence and customer base. |
Strategy | Business Objectives | Purpose | The intended purpose or function of the business objective. | To achieve a higher market penetration and boost sales. |
Strategy | Business Objectives | Owner | The individual or team responsible for the business objective. | Marketing Department |
Strategy | Business Objectives | Organizational Unit | The organizational unit(s) to which the business objective is aligned. | Sales and Marketing |
Strategy | Business Objectives | Metrics | The measurable indicators used to assess the success of the objective. | Market Share Percentage, Sales Growth Rate |
Strategy | Business Objectives | Timeline | The timeframe within which the business objective should be achieved. | Q1 2024 - Q4 2024 |
Strategy | Business Objectives | Stakeholders | The stakeholders involved or affected by the business objective. | Customers, Sales Team, Investors |
Strategy | Functions | Title | The name or title of the function. | Customer Support |
Capability | Functions | Description | A detailed explanation of what the function involves. | Providing assistance and support to customers regarding products and services. |
Capability | Functions | Purpose | The intended purpose or function of the activity. | To ensure customer satisfaction and resolve issues. |
Capability | Functions | Owner | The individual or team responsible for the function. | Customer Service Department |
Capability | Functions | Organizational Unit | The organizational unit(s) where the function resides. | Customer Relations |
Capability | Functions | Inputs | The inputs required to perform the function. | Customer Queries, Support Tickets |
Capability | Functions | Outputs | The outputs or deliverables produced by the function. | Resolved Issues, Customer Feedback Reports |
Capability | Functions | Processes | The processes involved in the function. | Issue Resolution Process, Feedback Collection Process |
Information | Information Components | Title | The name or title of the information component. | Customer Data |
Information | Information Components | Description | A detailed explanation of the information component. | Information related to customers including personal details, purchase history, and preferences. |
Information | Information Components | Purpose | The intended use or function of the information component. | To personalize customer interactions and improve service quality. |
Information | Information Components | Owner | The individual or team responsible for managing the information. | Data Management Team |
Information | Information Components | Organizational Unit | The organizational unit(s) using the information component. | Sales and Marketing, Customer Service |
Information | Information Components | Data Sources | The sources from which the information is collected. | CRM System, Online Forms |
Information | Information Components | Data Quality | The quality measures and standards for the information component. | Accuracy, Completeness, Consistency |
Information | Information Components | Security | The security measures applied to protect the information. | Encryption, Access Controls |
Product | Product Features | Title | The name or title of the product feature. | Mobile Payment |
Product | Product Features | Description | A detailed explanation of what the product feature entails. | Allowing customers to make payments using their mobile devices. |
Product | Product Features | Purpose | The intended purpose or benefit of the product feature. | To provide convenience and enhance user experience. |
Product | Product Features | Owner | The individual or team responsible for the product feature. | Product Development Team |
Product | Product Features | Organizational Unit | The organizational unit(s) involved in the product feature. | Technology, Finance |
Product | Product Features | User Stories | The user stories or use cases related to the product feature. | As a customer, I want to pay using my smartphone so that I can avoid carrying cash. |
Product | Product Features | Technical Specifications | The technical details and requirements of the product feature. | Compatibility with major mobile platforms, Secure Payment Gateway Integration |
Product | Product Features | Release Plan | The plan for releasing the product feature. | Beta Release in Q3 2024, Full Release in Q4 2024 |
Product | Service Elements | Title | The name or title of the service element. | 24/7 Customer Support |
Product | Service Elements | Description | A detailed explanation of what the service element entails. | Round-the-clock support services available to customers via multiple channels. |
Product | Service Elements | Purpose | The intended purpose or benefit of the service element. | To provide continuous support and enhance customer satisfaction. |
Product | Service Elements | Owner | The individual or team responsible for the service element. | Customer Service Department |
Product | Service Elements | Organizational Unit | The organizational unit(s) involved in the service element. | Customer Relations, IT Support |
Product | Service Elements | Service Level Agreements | The SLAs associated with the service element. | Response Time within 30 minutes, Resolution Time within 24 hours |
Product | Service Elements | Channels | The channels through which the service is provided. | Phone, Email, Live Chat |
Product | Service Elements | Customer Feedback | The methods for collecting and analyzing customer feedback. | Customer Satisfaction Surveys, Feedback Forms |
Capability | Capability Components | Title | The name or title of the capability component. | Data Analytics |
Capability | Capability Components | Description | A detailed explanation of what the capability component involves. | Tools and processes for analyzing data to extract insights. |
Capability | Capability Components | Purpose | The intended purpose or benefit of the capability component. | To support data-driven decision making. |
Capability | Capability Components | Owner | The individual or team responsible for the capability component. | Data Science Team |
Capability | Capability Components | Organizational Unit | The organizational unit(s) utilizing the capability component. | Business Intelligence, Marketing |
Capability | Capability Components | Technologies | The technologies and tools used for the capability component. | Data Warehouses, Analytics Platforms |
Capability | Capability Components | Processes | The processes involved in the capability component. | Data Collection, Data Processing, Data Visualization |
Capability | Capability Components | Skills | The skills and competencies required for the capability component. | Data Analysis, Statistical Modeling, Machine Learning |
Stakeholder | Stakeholder Requirements | Title | The name or title of the stakeholder requirement. | User Authentication |
Stakeholder | Stakeholder Requirements | Description | A detailed explanation of the stakeholder requirement. | Requirement for secure and reliable authentication mechanisms for users. |
Stakeholder | Stakeholder Requirements | Purpose | The intended purpose or benefit of the stakeholder requirement. | To ensure security and protect user data. |
Stakeholder | Stakeholder Requirements | Owner | The individual or team responsible for fulfilling the requirement. | Security Team |
Stakeholder | Stakeholder Requirements | Organizational Unit | The organizational unit(s) impacted by the requirement. | IT, User Experience |
Stakeholder | Stakeholder Requirements | Acceptance Criteria | The criteria for accepting the stakeholder requirement. | Successful login without security breaches, Multi-Factor Authentication enabled |
Stakeholder | Stakeholder Requirements | Dependencies | The dependencies related to the stakeholder requirement. | Integration with existing security infrastructure, User Training |
Stakeholder | Stakeholder Requirements | Regulatory Compliance | The regulatory requirements associated with the stakeholder requirement. | GDPR, HIPAA |