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 139 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, International Standard Book Number, 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:
Illustrate Business Capability Modeling projects and pay attention to the small things.
– Can we add value to the current Business Capability Modeling decision-making process (largely qualitative) by incorporating uncertainty modeling (more quantitative)?
– 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?
– What business benefits will Business Capability Modeling goals deliver if achieved?
Capability management in business Critical Criteria:
Think carefully about Capability management in business visions and balance specific methods for improving Capability management in business results.
– Is maximizing Business Capability Modeling protection the same as minimizing Business Capability Modeling loss?
– Is there a Business Capability Modeling Communication plan covering who needs to get what information when?
– Who will be responsible for documenting the Business Capability Modeling requirements in detail?
Blue Ocean Strategy Critical Criteria:
Depict Blue Ocean Strategy goals and finalize specific methods for Blue Ocean Strategy acceptance.
– Is Business Capability Modeling dependent on the successful delivery of a current project?
– Will Business Capability Modeling deliverables need to be tested and, if so, by whom?
– Are assumptions made in Business Capability Modeling stated explicitly?
Business architecture Critical Criteria:
Analyze Business architecture visions and remodel and develop an effective Business architecture strategy.
– What are the disruptive Business Capability Modeling technologies that enable our organization to radically change our business processes?
– How do we manage Business Capability Modeling Knowledge Management (KM)?
Business process reengineering Critical Criteria:
Illustrate Business process reengineering issues and drive action.
– What are your current levels and trends in key measures or indicators of Business Capability Modeling product and process performance that are important to and directly serve your customers? how do these results compare with the performance of your competitors and other organizations with similar offerings?
– When conducting a business process reengineering study, what should we look for when trying to identify business processes to change?
– How does the organization define, manage, and improve its Business Capability Modeling processes?
– Are we Assessing Business Capability Modeling and Risk?
Business strategy Critical Criteria:
Cut a stake in Business strategy visions and overcome Business strategy skills and management ineffectiveness.
– 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?
– Among the Business Capability Modeling product and service cost to be estimated, which is considered hardest to estimate?
– Which services does the ITSM investment affect, and how does that fit with the business strategy and priorities?
– What is the link between a firms business strategy and its capital budgeting process?
– 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?
– Do we all define Business Capability Modeling in the same way?
– How do we maintain Business Capability Modelings Integrity?
– Are outcomes in line with business strategy?
– What is the overall business strategy?
Capability approach Critical Criteria:
Do a round table on Capability approach projects and find out.
– Will Business Capability Modeling have an impact on current business continuity, disaster recovery processes and/or infrastructure?
– Who will be responsible for making the decisions to include or exclude requested changes once Business Capability Modeling is underway?
– How can you measure Business Capability Modeling in a systematic way?
Capability management Critical Criteria:
Accumulate Capability management planning and use obstacles to break out of ruts.
– How can you negotiate Business Capability Modeling successfully with a stubborn boss, an irate client, or a deceitful coworker?
Capability management in defence Critical Criteria:
Start Capability management in defence visions and summarize a clear Capability management in defence focus.
– Why is it important to have senior management support for a Business Capability Modeling project?
– What are the business goals Business Capability Modeling is aiming to achieve?
Coherence Premium Critical Criteria:
Prioritize Coherence Premium leadership and define Coherence Premium competency-based leadership.
– In a project to restructure Business Capability Modeling outcomes, which stakeholders would you involve?
– What are the short and long-term Business Capability Modeling goals?
– What are the Essentials of Internal Business Capability Modeling Management?
Core competency Critical Criteria:
Design Core competency adoptions and assess and formulate effective operational and Core competency strategies.
– Do we monitor the Business Capability Modeling decisions made and fine tune them as they evolve?
– Which individuals, teams or departments will be involved in Business Capability Modeling?
– Why are Business Capability Modeling skills important?
Dynamic capabilities Critical Criteria:
Investigate Dynamic capabilities engagements and clarify ways to gain access to competitive Dynamic capabilities services.
– Are we making progress? and are we making progress as Business Capability Modeling leaders?
– How can the value of Business Capability Modeling be defined?
Enterprise Architecture Critical Criteria:
Deduce Enterprise Architecture outcomes and intervene in Enterprise Architecture processes and leadership.
– 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?
– What are the success criteria that will indicate that Business Capability Modeling objectives have been met and the benefits delivered?
– 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 the levels and focus right for TOGAF enterprise architecture?
– Are software assets aligned with the organizations 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:
Face Enterprise architecture framework strategies and research ways can we become the Enterprise architecture framework company that would put us out of business.
– Who are the people involved in developing and implementing Business Capability Modeling?
– How do we keep improving Business Capability Modeling?
Growth platforms Critical Criteria:
Grade Growth platforms projects and point out Growth platforms tensions in leadership.
Harvard Business Review Critical Criteria:
Detail Harvard Business Review governance and clarify ways to gain access to competitive Harvard Business Review services.
– Are there any disadvantages to implementing Business Capability Modeling? There might be some that are less obvious?
Heat map Critical Criteria:
Trace Heat map management and devise Heat map key steps.
– Do you monitor the effectiveness of your Business Capability Modeling activities?
– How do we Improve Business Capability Modeling service perception, and satisfaction?
Intellectual Property Rights Critical Criteria:
Concentrate on Intellectual Property Rights failures and adopt an insight outlook.
– 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 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)?
– 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 barriers to increased Business Capability Modeling production?
– Who will own any copyright or intellectual property rights to the data?
International Standard Book Number Critical Criteria:
Accommodate International Standard Book Number strategies and question.
– Think about the functions involved in your Business Capability Modeling project. what processes flow from these functions?
– What sources do you use to gather information for a Business Capability Modeling study?
– Is there any existing Business Capability Modeling governance structure?
NATO Architecture Framework Critical Criteria:
Adapt NATO Architecture Framework governance and diversify disclosure of information – dealing with confidential NATO Architecture Framework information.
– 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?
– Do Business Capability Modeling rules make a reasonable demand on a users capabilities?
Network Centric Warfare Critical Criteria:
Jump start Network Centric Warfare governance and get answers.
– At what point will vulnerability assessments be performed once Business Capability Modeling is put into production (e.g., ongoing Risk Management after implementation)?
– What knowledge, skills and characteristics mark a good Business Capability Modeling project manager?
– What about Business Capability Modeling Analysis of results?
Network Enabled Capability Critical Criteria:
Ventilate your thoughts about Network Enabled Capability adoptions and look in other fields.
– Does Business Capability Modeling systematically track and analyze outcomes for accountability and quality improvement?
– Which Business Capability Modeling goals are the most important?
Network theory Critical Criteria:
Prioritize Network theory failures and remodel and develop an effective Network theory strategy.
– Do the Business Capability Modeling decisions we make today help people and the planet tomorrow?
Operating model Critical Criteria:
Wrangle Operating model issues and balance specific methods for improving Operating model results.
– Do you have a defined operating model with dedicated resources for IT risk?
– Is change a campaign or operating model?
Organizational learning Critical Criteria:
Refer to Organizational learning decisions and diversify disclosure of information – dealing with confidential Organizational learning information.
– What are the key elements of your Business Capability Modeling performance improvement system, including your evaluation, organizational learning, and innovation processes?
– How do we move from reacting to problems to fact-based, systematic evaluation and improvement and organizational learning through innovation?
– Will new equipment/products be required to facilitate Business Capability Modeling delivery for example is new software needed?
Resource-based view of the firm Critical Criteria:
Distinguish Resource-based view of the firm visions and proactively manage Resource-based view of the firm risks.
– 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?
– How do we measure improved Business Capability Modeling service perception, and satisfaction?
Ricardian economics Critical Criteria:
Weigh in on Ricardian economics decisions and improve Ricardian economics service perception.
– How do you incorporate cycle time, productivity, cost control, and other efficiency and effectiveness factors into these Business Capability Modeling processes?
– What role does communication play in the success or failure of a Business Capability Modeling project?
– Meeting the challenge: are missed Business Capability Modeling opportunities costing us money?
Strategy map Critical Criteria:
Have a session on Strategy map governance and test out new things.
– 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?
– How do we Identify specific Business Capability Modeling investment and emerging trends?
System-of-Systems Engineering Critical Criteria:
Give examples of System-of-Systems Engineering goals and report on developing an effective System-of-Systems Engineering strategy.
– What is our formula for success in Business Capability Modeling ?
Systems Engineering Critical Criteria:
Familiarize yourself with Systems Engineering tactics and balance specific methods for improving Systems Engineering results.
– When we try to quantify Systems Engineering in terms of capturing productivity (i.e., size/effort) data to incorporate into a parametric model, what size measure captures the amount of intellectual work performed by the systems engineer?
– The pp and the semp define the tasks and schedule for the project and the processes that will be followed to produce the deliverables. once the project is underway, how can you track progress against the plan?
– What constraints apply, either in the nature and scope of our design effort (time, cost, funding, and other resources) or in the nature (size, cost, weight, etc.) of our solution?
– How do you know that your project team members are following the documented cm processes to establish the baseline and control changes to it?
– Who is the main stakeholder, with ultimate responsibility for driving Business Capability Modeling forward?
– Does the deployment schedule call for installations at a typically rainy time of year?
– Once the project is underway, how can you track progress against the plan?
– What will happen if there is a loss of key staff or contractor personnel?
– Is the funding for the project secure, or is only part of it in place?
– What kind of support for requirements management will be needed?
– 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 interfaces for a given part?
– What parts are connected to each other?
– How will we know when we are done?
– Why use systems engineering?
– Deliver interim releases?
– How confident are we?
– What is a system?
Tacit Knowledge Critical Criteria:
Pilot Tacit Knowledge leadership and stake your claim.
– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Business Capability Modeling?
– How does one best achieve tacit knowledge codification?
Technology Management Critical Criteria:
Categorize Technology Management adoptions and arbitrate Technology Management techniques that enhance teamwork and productivity.
– What is the total cost related to deploying Business Capability Modeling, including any consulting or professional services?
Technology Strategy Critical Criteria:
Map Technology Strategy tasks and describe the risks of Technology Strategy sustainability.
– Where do ideas that reach policy makers and planners as proposals for Business Capability Modeling strengthening and reform actually originate?
– How likely is the current Business Capability Modeling plan to come in on schedule or on budget?
The Open Group Critical Criteria:
Distinguish The Open Group tactics and intervene in The Open Group processes and leadership.
– What other organizational variables, such as reward systems or communication systems, affect the performance of this Business Capability Modeling process?
– Do several people in different organizational units assist with the Business Capability Modeling process?
– Can Management personnel recognize the monetary benefit of Business Capability Modeling?
The Open Group Architecture Framework Critical Criteria:
Drive The Open Group Architecture Framework tasks and look at it backwards.
– What are all of our Business Capability Modeling domains and what do they do?
Theory of the firm Critical Criteria:
Have a meeting on Theory of the firm goals and ask what if.
– What are the record-keeping requirements of Business Capability Modeling activities?
– How to deal with Business Capability Modeling Changes?
UK Ministry of Defence Critical Criteria:
Investigate UK Ministry of Defence outcomes and mentor UK Ministry of Defence customer orientation.
– What are the top 3 things at the forefront of our Business Capability Modeling agendas for the next 3 years?
– Why should we adopt a Business Capability Modeling framework?
Value chain Critical Criteria:
Nurse Value chain management and cater for concise Value chain education.
– How would one define Business Capability Modeling leadership?
Virtual Enterprise Critical Criteria:
Adapt Virtual Enterprise visions and integrate design thinking in Virtual Enterprise innovation.
– Think about the kind of project structure that would be appropriate for your Business Capability Modeling project. should it be formal and complex, or can it be less formal and relatively simple?
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 | 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
Capability management in business External links:
Capability management in business – Revolvy
update.revolvy.com/topic/Capability management in business
Capability management in business – topics.revolvy.com
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 Definition from Financial Times Lexicon
Business architecture External links:
What is Business Architecture? – The Open Group Blog
Business Architecture Center of Excellence
Business process reengineering External links:
Job: BUSINESS PROCESS REENGINEERING | Master …
[PDF]Business Process Reengineering
BUSINESS PROCESS REENGINEERING: Essays
Business strategy External links:
Business Strategy Game Simulation
Business Strategy Manager Jobs, Employment | Indeed.com
Business Strategy | Coursera
Capability approach External links:
[PDF]The Capability Approach: a theoretical survey
SEN’S CAPABILITY APPROACH AND GENDER …
[PDF]The Capability Approach: Its Development, Critiques …
Capability management External links:
What is business capability management? – Updated 2017
Capability Management – Center For Talent Reporting
Coherence Premium External links:
coherence premium Archives – Sheila Margolis
The Coherence Premium Flashcards | Quizlet
The Coherence Premium – CIO Index
Core competency External links:
Core Competency Model – California
Dynamic capabilities External links:
Dynamic Capabilities Framework – David Teece
Dynamic Capabilities: Understanding Strategic Change …
Dynamic capabilities – IS Theory
Enterprise Architecture External links:
Enterprise Architecture | North Dakota ITD
Enterprise Architecture – CDT Services
Enterprise architecture framework External links:
Federal Enterprise Architecture Framework Version 2 – …
TOGAF as an Enterprise Architecture Framework
Growth platforms External links:
Creating New Growth Platforms – Harvard Business Review
Harvard Business Review External links:
Harvard Business Review Subscription – Magazine …
Harvard Business Review – Ideas and Advice for Leaders
Harvard Business Review Case Discussions – Educators …
Heat map External links:
EarningsWhispers Heat Map
SF Crime Heat Map – San Francisco Open Data
Intellectual Property Rights External links:
What are intellectual property rights? – WTO
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.
International Standard Book Number External links:
What is an ISBN (International Standard Book Number)?
ISBN – The International Standard Book Number
ISBN: International Standard Book Number for Self …
NATO Architecture Framework External links:
download nato architecture framework v3 – Google Drive
NATO Architecture Framework · GitHub
Network Centric Warfare External links:
Network Centric Warfare 2018 – GovEvents.com
[PDF]NETWORK CENTRIC WARFARE – …
Network Enabled Capability External links:
Network Enabled Capability – YouTube
[PDF]Area Air Defence as a Network Enabled Capability for …
Network Enabled Capability Technology (Feb 2018), …
Network theory External links:
Chemical Reaction Network Theory
What is Network Theory? – Definition from Techopedia
Chapter 1: Network Theory Flashcards | Quizlet
Organizational learning External links:
Society for Organizational Learning – Official Site
Organizational Learning and Quality Improvement | …
How to Debrief to Promote Organizational Learning: 7 Steps
Ricardian economics External links:
Decline of Ricardian Economics: Susan Pashkoff: …
Strategy map External links:
What is a Strategy Map? A short and simple guide for 2017.
Strategy Map – How to Use a Strategy Map
Systems Engineering External links:
Systems Engineering | IT Services Company | …
Industrial, Manufacturing and Systems Engineering
DoD Systems Engineering – Guidance & Tools
Tacit Knowledge External links:
Tacit knowledge | Knowledge Management Café
Tacit Knowledge Guadalajara – Home | Facebook
[PDF]From Tacit Knowledge to Organizational …
Technology Management External links:
Staff | UIUC Office of Technology Management
Technology Management Concepts – El Segundo, CA – Inc.com
The Open Group External links:
Customer Service :: The Open Group
The Open Group Professional Certifications – Pearson VUE
2018 Passleader The Open Group OG0-093 Dumps | OG0 …
The Open Group Architecture Framework External links:
The Open Group Architecture Framework Version 8.1.1
The Open Group Architecture Framework (TOGAF) – Core Concepts
The Open Group Architecture Framework (TOGAF)
Theory of the firm External links:
Theory of the firm (Book, 1973) [WorldCat.org]
Theory of the firm (Book, 1975) [WorldCat.org]
[DOC]Theory of the Firm – USI
www.usi.edu/business/cashel/308/Theory of the Firm1.doc
Value chain External links:
TRACC Value Chain Improvement Solution
Welcome to TATA Motors Value Chain Management
Quantitative Value Chain Analysis : An Application To …
Virtual Enterprise External links:
[DOC]Virtual Enterprise—Departments and Job Titles
[PDF]Virtual Enterprise Course Description – SJCOE
Welcome To Virtual Enterprise