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Align strategic initiatives with organizational goals.
Improve policy compliance and governance.
Enhance capability development and performance measurement.
Streamline value streams and process efficiency.
Foster stakeholder engagement and satisfaction.
Drive successful program and project implementations.
Optimize product and service offerings.
Relationships between Business Architecture Domains and their Components
Business Architecture domain | Related Component |
Strategy | Business Objective |
Capability | Capability Component |
Capability | Function |
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 attributes for each Business Architecture domain added to a single table:
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 | 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 | 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 | Child Process | 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 Fulfillment |
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 | Parent | A high-level capability that encompasses multiple sub-capabilities or child capabilities. It represents a broad area of business functionality. | Customer Management |
Stakeholders | Child | A specific capability that falls under a broader parent capability. It represents a more granular aspect of business functionality. | Customer Onboarding |
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 | 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 | 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 | Parent | A high-level policy that provides overarching principles or rules guiding business operations. It covers multiple sub-policies. | Customer Management |
Information Management | 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 |
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 | Roles | The roles within the organization. | CEO, CFO, Department Managers |
Organisation | Units | Sub-divisions or units within the organization. | Sales Department, HR Department |
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 |
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