What is involved in Business Capability Modeling
Find out what the related areas are that Business Capability Modeling connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Business Capability Modeling thinking-frame.
How far is your company on its Business Capability Modeling journey?
Take this short survey to gauge your organization’s progress toward Business Capability Modeling leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.
To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.
Start the Checklist
Below you will find a quick checklist designed to help you think about which Business Capability Modeling related domains to cover and 145 essential critical questions to check off in that domain.
The following domains are covered:
Business Capability Modeling, Capability management in business, Blue Ocean Strategy, Business architecture, Business process reengineering, Business strategy, Capability approach, Capability management, Capability management in defence, Coherence Premium, Core competency, Dynamic capabilities, Enterprise Architecture, Enterprise architecture framework, Growth platforms, Harvard Business Review, Heat map, Intellectual Property Rights, NATO Architecture Framework, Network Centric Warfare, Network Enabled Capability, Network theory, Operating model, Organizational learning, Resource-based view of the firm, Ricardian economics, Strategy map, System-of-Systems Engineering, Systems Engineering, Tacit Knowledge, Technology Management, Technology Strategy, The Open Group, The Open Group Architecture Framework, Theory of the firm, UK Ministry of Defence, Value chain, Virtual Enterprise:
Business Capability Modeling Critical Criteria:
Graph Business Capability Modeling tactics and diversify disclosure of information – dealing with confidential Business Capability Modeling information.
– How do you determine the key elements that affect Business Capability Modeling workforce satisfaction? how are these elements determined for different workforce groups and segments?
– What are the top 3 things at the forefront of our Business Capability Modeling agendas for the next 3 years?
– How do we go about Securing Business Capability Modeling?
Capability management in business Critical Criteria:
Troubleshoot Capability management in business issues and balance specific methods for improving Capability management in business results.
– What will be the consequences to the business (financial, reputation etc) if Business Capability Modeling does not go ahead or fails to deliver the objectives?
– What other jobs or tasks affect the performance of the steps in the Business Capability Modeling process?
– How important is Business Capability Modeling to the user organizations mission?
Blue Ocean Strategy Critical Criteria:
X-ray Blue Ocean Strategy tactics and reduce Blue Ocean Strategy costs.
– Think about the people you identified for your Business Capability Modeling project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?
Business architecture Critical Criteria:
Learn from Business architecture risks and check on ways to get started with Business architecture.
– Do we cover the five essential competencies-Communication, Collaboration,Innovation, Adaptability, and Leadership that improve an organizations ability to leverage the new Business Capability Modeling in a volatile global economy?
– What are internal and external Business Capability Modeling relations?
Business process reengineering Critical Criteria:
Debate over Business process reengineering outcomes and define Business process reengineering competency-based leadership.
– When conducting a business process reengineering study, what should we look for when trying to identify business processes to change?
– Do the Business Capability Modeling decisions we make today help people and the planet tomorrow?
– Is Business Capability Modeling Realistic, or are you setting yourself up for failure?
– What vendors make products that address the Business Capability Modeling needs?
Business strategy Critical Criteria:
Demonstrate Business strategy management and look for lots of ideas.
– As a CSP undertakes to build out or take a fresh look at its service offerings, the CSP should clearly define its business strategy and related risk management philosophy. What market segments or industries does the CSP intend to serve?
– How do we provide the context for investment considerations (which services does an investment affect, and how does that fit with the business strategy and priorities?
– Which services does the ITSM investment affect, and how does that fit with the business strategy and priorities?
– To what extent does management recognize Business Capability Modeling as a tool to increase the results?
– What is the link between a firms business strategy and its capital budgeting process?
– What potential environmental factors impact the Business Capability Modeling effort?
– What is your it asset management program. is it manual or automated (which vendor)?
– How to get alignment between business strategy and IT infrastructure?
– What should be done in-house and what should be outsourced?
– Are outcomes in line with business strategy?
– What is the overall business strategy?
Capability approach Critical Criteria:
Probe Capability approach strategies and budget the knowledge transfer for any interested in Capability approach.
– Is there any existing Business Capability Modeling governance structure?
– Are there Business Capability Modeling Models?
Capability management Critical Criteria:
Align Capability management decisions and use obstacles to break out of ruts.
– Can we add value to the current Business Capability Modeling decision-making process (largely qualitative) by incorporating uncertainty modeling (more quantitative)?
– How do you incorporate cycle time, productivity, cost control, and other efficiency and effectiveness factors into these Business Capability Modeling processes?
– What is the total cost related to deploying Business Capability Modeling, including any consulting or professional services?
Capability management in defence Critical Criteria:
Examine Capability management in defence visions and ask what if.
– Does Business Capability Modeling appropriately measure and monitor risk?
– How much does Business Capability Modeling help?
Coherence Premium Critical Criteria:
Conceptualize Coherence Premium risks and point out improvements in Coherence Premium.
– Does Business Capability Modeling analysis show the relationships among important Business Capability Modeling factors?
– Does the Business Capability Modeling task fit the clients priorities?
– What are the usability implications of Business Capability Modeling actions?
Core competency Critical Criteria:
Consult on Core competency projects and report on setting up Core competency without losing ground.
– How do we go about Comparing Business Capability Modeling approaches/solutions?
– Are there recognized Business Capability Modeling problems?
Dynamic capabilities Critical Criteria:
Read up on Dynamic capabilities leadership and attract Dynamic capabilities skills.
– What may be the consequences for the performance of an organization if all stakeholders are not consulted regarding Business Capability Modeling?
– How likely is the current Business Capability Modeling plan to come in on schedule or on budget?
Enterprise Architecture Critical Criteria:
Huddle over Enterprise Architecture decisions and sort Enterprise Architecture activities.
– Marketing budgets are tighter, consumers are more skeptical, and social media has changed forever the way we talk about Business Capability Modeling. How do we gain traction?
– With the increasing adoption of cloud computing do you think enterprise architecture as a discipline will become more or less important to us and why?
– Enterprise architecture planning. how does it align with to the to be architecture?
– How does the standard fit into the Federal Enterprise Architecture (FEA)?
– Are Enterprise JavaBeans still relevant for enterprise architectures?
– Are software assets aligned with the agency enterprise architecture?
– Are software assets aligned with the organizations enterprise architecture?
– Are the levels and focus right for TOGAF enterprise architecture?
– Is There a Role for Patterns in Enterprise Architecture?
– What is the value of mature Enterprise Architecture?
– Why Should we Consider Enterprise Architecture?
– What is an Enterprise Architecture?
– What Is Enterprise Architecture?
– Why Enterprise Architecture?
Enterprise architecture framework Critical Criteria:
Extrapolate Enterprise architecture framework issues and integrate design thinking in Enterprise architecture framework innovation.
– What are the barriers to increased Business Capability Modeling production?
– Are there Business Capability Modeling problems defined?
Growth platforms Critical Criteria:
Be clear about Growth platforms projects and get the big picture.
– Is maximizing Business Capability Modeling protection the same as minimizing Business Capability Modeling loss?
– How do we Identify specific Business Capability Modeling investment and emerging trends?
Harvard Business Review Critical Criteria:
Meet over Harvard Business Review leadership and acquire concise Harvard Business Review education.
– How do we ensure that implementations of Business Capability Modeling products are done in a way that ensures safety?
– How can we improve Business Capability Modeling?
Heat map Critical Criteria:
Illustrate Heat map adoptions and raise human resource and employment practices for Heat map.
– Does Business Capability Modeling analysis isolate the fundamental causes of problems?
– Can Management personnel recognize the monetary benefit of Business Capability Modeling?
– Have all basic functions of Business Capability Modeling been defined?
Intellectual Property Rights Critical Criteria:
Understand Intellectual Property Rights failures and figure out ways to motivate other Intellectual Property Rights users.
– What will be the policies for data sharing and public access (including provisions for protection of privacy, confidentiality, security, intellectual property rights and other rights as appropriate)?
– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Business Capability Modeling models, tools and techniques are necessary?
– Who will own any copyright or intellectual property rights to the data?
NATO Architecture Framework Critical Criteria:
Exchange ideas about NATO Architecture Framework engagements and cater for concise NATO Architecture Framework education.
– Risk factors: what are the characteristics of Business Capability Modeling that make it risky?
– Why should we adopt a Business Capability Modeling framework?
– What is our Business Capability Modeling Strategy?
Network Centric Warfare Critical Criteria:
Think carefully about Network Centric Warfare risks and diversify disclosure of information – dealing with confidential Network Centric Warfare information.
– How will we insure seamless interoperability of Business Capability Modeling moving forward?
– Who needs to know about Business Capability Modeling ?
Network Enabled Capability Critical Criteria:
Revitalize Network Enabled Capability strategies and research ways can we become the Network Enabled Capability company that would put us out of business.
– Is Supporting Business Capability Modeling documentation required?
– What is Effective Business Capability Modeling?
Network theory Critical Criteria:
Define Network theory visions and create a map for yourself.
– Are there any easy-to-implement alternatives to Business Capability Modeling? Sometimes other solutions are available that do not require the cost implications of a full-blown project?
– Is the Business Capability Modeling organization completing tasks effectively and efficiently?
Operating model Critical Criteria:
Use past Operating model failures and report on developing an effective Operating model strategy.
– Do you have a defined operating model with dedicated resources for IT risk?
– Does our organization need more Business Capability Modeling education?
– Do we have past Business Capability Modeling Successes?
– Is change a campaign or operating model?
Organizational learning Critical Criteria:
Inquire about Organizational learning leadership and innovate what needs to be done with Organizational learning.
– What are the key elements of your Business Capability Modeling performance improvement system, including your evaluation, organizational learning, and innovation processes?
– What are your key performance measures or indicators and in-process measures for the control and improvement of your Business Capability Modeling processes?
– How do we move from reacting to problems to fact-based, systematic evaluation and improvement and organizational learning through innovation?
– How do we Improve Business Capability Modeling service perception, and satisfaction?
Resource-based view of the firm Critical Criteria:
Systematize Resource-based view of the firm tasks and create Resource-based view of the firm explanations for all managers.
– What management system can we use to leverage the Business Capability Modeling experience, ideas, and concerns of the people closest to the work to be done?
– How can skill-level changes improve Business Capability Modeling?
Ricardian economics Critical Criteria:
Define Ricardian economics governance and correct better engagement with Ricardian economics results.
– What is the purpose of Business Capability Modeling in relation to the mission?
– Are assumptions made in Business Capability Modeling stated explicitly?
Strategy map Critical Criteria:
Own Strategy map adoptions and diversify disclosure of information – dealing with confidential Strategy map information.
– Are we making progress? and are we making progress as Business Capability Modeling leaders?
System-of-Systems Engineering Critical Criteria:
Paraphrase System-of-Systems Engineering outcomes and oversee implementation of System-of-Systems Engineering.
– Is there a Business Capability Modeling Communication plan covering who needs to get what information when?
– Think of your Business Capability Modeling project. what are the main functions?
Systems Engineering Critical Criteria:
Paraphrase Systems Engineering results and document what potential Systems Engineering megatrends could make our business model obsolete.
– What approach will permit us to deal with the kind of unpredictable emergent behaviors that dynamic complexity can introduce?
– How will we know when our design effort has produced a solution which will satisfy the objectives within the constraints?
– How to manage the complexity to permit us to answer questions, such as: when have we done enough?
– What will take the place of magnitude in our attempts to discern a power-law relationship?
– What are the elements and the high-level capabilities of the system?
– What kind of support for requirements management will be needed?
– Has organization developed a plan for continuous improvement?
– How will the system be developed, operated, and maintained?
– What is the geographic and physical extent of the system?
– How will functionality be verified and validated?
– Who will use the systems engineering plan (sep)?
– What are the flows between parts of the system?
– What policies are currently being implemented?
– What are the interfaces for a given part?
– What solution options may be appropriate?
– How much systems engineering is enough?
– How will we know when we are done?
– Why model-based architectures?
– Right requirements?
Tacit Knowledge Critical Criteria:
Concentrate on Tacit Knowledge management and oversee Tacit Knowledge requirements.
– How do we manage Business Capability Modeling Knowledge Management (KM)?
– How will you measure your Business Capability Modeling effectiveness?
– How does one best achieve tacit knowledge codification?
Technology Management Critical Criteria:
Chat re Technology Management visions and work towards be a leading Technology Management expert.
– Have the types of risks that may impact Business Capability Modeling been identified and analyzed?
– Is the scope of Business Capability Modeling defined?
Technology Strategy Critical Criteria:
Accelerate Technology Strategy management and display thorough understanding of the Technology Strategy process.
– How do your measurements capture actionable Business Capability Modeling information for use in exceeding your customers expectations and securing your customers engagement?
The Open Group Critical Criteria:
Group The Open Group issues and separate what are the business goals The Open Group is aiming to achieve.
– Will new equipment/products be required to facilitate Business Capability Modeling delivery for example is new software needed?
The Open Group Architecture Framework Critical Criteria:
Facilitate The Open Group Architecture Framework goals and spearhead techniques for implementing The Open Group Architecture Framework.
– What tools do you use once you have decided on a Business Capability Modeling strategy and more importantly how do you choose?
– Who will be responsible for making the decisions to include or exclude requested changes once Business Capability Modeling is underway?
Theory of the firm Critical Criteria:
Participate in Theory of the firm failures and adopt an insight outlook.
UK Ministry of Defence Critical Criteria:
Categorize UK Ministry of Defence tasks and explain and analyze the challenges of UK Ministry of Defence.
– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Business Capability Modeling?
– How would one define Business Capability Modeling leadership?
Value chain Critical Criteria:
Accommodate Value chain risks and improve Value chain service perception.
– Does Business Capability Modeling include applications and information with regulatory compliance significance (or other contractual conditions that must be formally complied with) in a new or unique manner for which no approved security requirements, templates or design models exist?
– Which customers cant participate in our Business Capability Modeling domain because they lack skills, wealth, or convenient access to existing solutions?
Virtual Enterprise Critical Criteria:
Set goals for Virtual Enterprise issues and devise Virtual Enterprise key steps.
– When a Business Capability Modeling manager recognizes a problem, what options are available?
– Who will provide the final approval of Business Capability Modeling deliverables?
– What are our Business Capability Modeling Processes?
This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Business Capability Modeling Self Assessment:
Author: Gerard Blokdijk
CEO at The Art of Service | http://theartofservice.com
Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.
To address the criteria in this checklist, these selected resources are provided for sources of further research and information:
Business Capability Modeling External links:
Business Capability Modeling – Gartner IT Glossary
Business Capability Modeling – Gartner IT Glossary
Capability management in business External links:
Capability management in business – topics.revolvy.com
https://topics.revolvy.com/topic/Capability management in business
Blue Ocean Strategy External links:
Blue Ocean Strategy: 5 Proven Steps – The Innovative Manager
Blue Ocean Strategy – Home | Facebook
Blue Ocean Strategy – Official Site
Business architecture External links:
[PDF]Business Architecture Document – OpenSDLC
Capstera Business Architecture Software
What is Business Architecture? – The Open Group Blog
Business process reengineering External links:
BUSINESS PROCESS REENGINEERING: Essays
[PDF]Business Process Reengineering
Job: BUSINESS PROCESS REENGINEERING | Master …
Business strategy External links:
Business Strategy Manager Jobs, Employment | Indeed.com
Business Strategy ppt | Competition | Strategic Management
Business Strategy Game Simulation
Capability approach External links:
Capability Approach en Sociaal Werk – Home | Facebook
[PDF]The Capability Approach to Environmental Refugees
SEN’S CAPABILITY APPROACH AND GENDER …
Capability management External links:
What is business capability management? – Updated 2017
Capability Management – Center For Talent Reporting
Coherence Premium External links:
The Coherence Premium – Strategy&
Core competency External links:
ALF Core Competency Test
If it’s not your core competency: Outsource it | MedSpeed …
Dynamic capabilities External links:
“Dynamic Capabilities and New Product Development in …
Dynamic capabilities – IS Theory
Enterprise Architecture External links:
Enterprise Architecture – CDT Services
Enterprise Architecture Center of Excellence
Enterprise Architecture Professional Journal
Growth platforms External links:
Senior Vice President, Growth Platforms, AT&T
Harvard Business Review External links:
Harvard Business Review – Ideas and Advice for Leaders
Harvard Business Review Subscription – Magazine …
Heat map External links:
USA National Gas Price Heat Map – GasBuddy.com
EarningsWhispers Heat Map
A heat map is a graphical representation of data where the individual values contained in a grid are represented as colors.
Intellectual Property Rights External links:
Intellectual property rights in the United States are regulated through the federal government through a number of rights. The four main intellectual property rights in the United States are Copyright; Patent; Trademark; and Trade Secrets.
What are intellectual property rights? – WTO
Intellectual Property Rights (IPRS) search – cbp.gov
Network Centric Warfare External links:
Network Centric Warfare (NCW) Conference | ASDEvents
Network Enabled Capability External links:
Network Enabled Capability – YouTube
Network theory External links:
Chemical Reaction Network Theory
Lec-00 Introduction to Network Theory – YouTube
Actor Network Theory – YouTube
Organizational learning External links:
Society for Organizational Learning – Official Site
Storied Ground | Organizational Learning | Toronto, Canada
Resource-based view of the firm External links:
Resource-based view of the firm – IS Theory
Ricardian economics External links:
CiteSeerX — Ricardian economics.
Strategy map External links:
IS Strategy Map | Kent State University
Strategy Map – How to Use a Strategy Map
Simple Balanced Scorecard / Strategy Map Cascade – YouTube
Systems Engineering External links:
Innoslate | PLM and Systems Engineering Tools
Systems Engineering | IT Services Company | …
Advanced Systems Engineering Corporation | ASEC …
Tacit Knowledge External links:
ERIC – Tacit Knowledge, Innovation and Technology …
SWS Website – We transfer complex and tacit knowledge
TACIT Knowledge Alliance
Technology Management External links:
Information Technology Management | Coral Springs, FL
Engineering and Technology Management
The Open Group External links:
Passleader 2017 The Open Group OG0-093 Dumps | OG0 …
The Open Group Professional Certifications – Pearson VUE
FACE HOME | The Open Group
The Open Group Architecture Framework External links:
The Open Group Architecture Framework Tutorials | …
The Open Group Architecture Framework Version 8.1.1
The Open Group Architecture Framework (TOGAF) – Core Concepts
Theory of the firm External links:
[DOC]Theory of the Firm – USI
http://www.usi.edu/business/cashel/308/Theory of the Firm1.doc
Theory of the firm (Book, 1975) [WorldCat.org]
Theory of the firm (Book, 1973) [WorldCat.org]
Value chain External links:
U.S. Global Value Chain Coalition
Value Chain – Investopedia
The Value Chain Academy | Start
Virtual Enterprise External links:
Welcome To Virtual Enterprise
What is Virtual Enterprise | IGI Global
[PDF]Virtual Enterprise Course Description – SJCOE