Business Capability Modeling - Revision history

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−	'''[[Business]] capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the organization’s structure, processes, people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>	+	'''Business capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the organization’s structure, processes, people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>

	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping process is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business goals. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and service level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the business architecture will later help you derive the exact requirements for the IT infrastructure. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a manufacturing company to have had a capability called Deliver Product for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the business model and the infrastructure supporting the business requirements. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your business transformation effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>		In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping process is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business goals. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and service level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the business architecture will later help you derive the exact requirements for the IT infrastructure. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a manufacturing company to have had a capability called Deliver Product for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the business model and the infrastructure supporting the business requirements. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your business transformation effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>

@@ Line 1: / Line 1: @@
-'''[[Business]] capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the [[Organizational Structure|organization’s structure]], [[Process|processes]], people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>
+'''[[Business]] capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the organization’s structure, processes, people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>
-In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of [[Business Goals|business goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model|business model]] and the infrastructure supporting the [[Business Requirements|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>
+In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping process is identifying the highest-level [[Business Capability|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business goals. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and service level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the business architecture will later help you derive the exact requirements for the IT infrastructure. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a manufacturing company to have had a capability called Deliver Product for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the business model and the infrastructure supporting the business requirements. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your business transformation effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-*[[Business Capability]]
+*[[Enterprise Architecture]] (EA): Discussing the comprehensive framework used to manage and align an organization's IT assets, people, operations, and projects with its overall strategy.
-*[[IT Capability]]
+*[[Strategic Planning]]: Covering the process by which an organization defines its strategy and makes decisions on allocating resources to pursue this strategy.
-*[[Business Strategy]]
+*[[Business Process Modeling]] (BPM): Exploring the activity of representing the processes of an enterprise in a structured manner for analysis and improvement.
-*[[Business Mission]]
+*[[Capability Maturity Model (CMM)]]: Discussing a framework for assessing the maturity of an organization's processes and capabilities.
-*[[Business Vision]]
+*[[Value Stream Mapping]]: Covering the lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer.
-*[[Business Model]]
+*[[IT Service Management (ITSM)]]: Discussing how ITSM aligns the delivery of IT services with the needs of the business, often involving capability modeling.
-*[[Business Goals]]
+*[[Gap Analysis]]: Exploring the process of comparing actual performance with potential or desired performance to identify areas for improvement.
-*[[Business Objective]]
+*[[Business Transformation]]: Covering the strategies and activities involved in making fundamental changes to how business is conducted to help cope with shifts in the market environment.
-*[[Business IT Alignment]]<br />
+*[[Balanced Scorecard]]: Discussing the performance measurement framework that adds strategic non-financial performance measures to traditional financial metrics to give managers a more 'balanced' view of organizational performance.
-*[[Chief Executive Officer (CEO)]]
+*Requirements Engineering: Exploring the process of defining, documenting, and maintaining requirements in the engineering design process, which often includes identifying business capabilities.
 </div>

@@ Line 1: / Line 1: @@
-'''Business capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the [[Organizational Structure|organization’s structure]], [[Process|processes]], people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>
+'''[[Business]] capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the [[Organizational Structure|organization’s structure]], [[Process|processes]], people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>
 In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of [[Business Goals|business goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model|business model]] and the infrastructure supporting the [[Business Requirements|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>
@@ Line 6: / Line 6: @@
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-[[Business]]<br />
+*[[Business Capability]]
-[[Business-to-Business (B2B)]]<br />
+*[[IT Capability]]
-[[Business Application]]<br />
+*[[Business Strategy]]
-[[Business-Driven Development (BDD)]]<br />
+*[[Business Mission]]
-[[Business-to-Business Gateway]]<br />
+*[[Business Vision]]
-[[Business-to-Consumer (B2C)]]<br />
+*[[Business Model]]
-[[Business Accelerator]]<br />
+*[[Business Goals]]
-[[Business Activity Monitoring (BAM)]]<br />
+*[[Business Objective]]
-[[Business Analysis]]<br />
+*[[Business IT Alignment]]<br />
-[[Business Analytics]]<br />
+*[[Chief Executive Officer (CEO)]]
 </div>

@@ Line 6: / Line 6: @@
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
+[[Business]]<br />
 </div>

@@ Line 6: / Line 6: @@
 == See Also ==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-[[Business]]<br />
 </div>

← Older revision		Revision as of 13:30, 11 June 2021
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	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of [[Business Goals\|business goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>		In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of [[Business Goals\|business goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>
		+
		+
		+	== See Also ==
		+	<div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
		+	[[Business]]<br />
		+	[[Business-to-Business (B2B)]]<br />
		+	[[Business Application]]<br />
		+	[[Business-Driven Development (BDD)]]<br />
		+	[[Business-to-Business Gateway]]<br />
		+	[[Business-to-Consumer (B2C)]]<br />
		+	[[Business Accelerator]]<br />
		+	[[Business Activity Monitoring (BAM)]]<br />
		+	[[Business Analysis]]<br />
		+	[[Business Analytics]]<br />
		+	[[Business Application]]<br />
		+	[[Business Application Programming Interface (BAPI)]]<br />
		+	[[Business Architecture]]<br />
		+	[[Business Asset]]<br />
		+	[[Business Capability]]<br />
		+	[[Business Capability Modeling]]<br />
		+	[[Business Ethics]]<br />
		+	[[Business Case]]<br />
		+	[[Business Centric Methodology (BCM)]]<br />
		+	[[Business Continuity Management (BCM)]]<br />
		+	[[Business Continuity Plan (BCP)]]<br />
		+	[[Business Continuity Planning (BCP)]]<br />
		+	[[Business Cycle]]<br />
		+	[[Business Diversification]]<br />
		+	[[Business Driven Technology]]<br />
		+	[[Business Drivers]]<br />
		+	[[Business Ecosystem]]<br />
		+	[[Business Environment and Internal Control Factors (BEICF)]]<br />
		+	[[Business Excellence]]<br />
		+	[[Business Expansion]]<br />
		+	[[Business Function]]<br />
		+	[[Business Function Model]]<br />
		+	[[Business IT Alignment]]<br />
		+	[[Business Impact Analysis (BIA)]]<br />
		+	[[Business Incubator]]<br />
		+	[[Business Insurance]]<br />
		+	[[Business Integration]]<br />
		+	[[Business Intelligence]]<br />
		+	[[Business Interruption Insurance]]<br />
		+	[[Business Life Cycle]]<br />
		+	[[Business Logic]]<br />
		+	[[Business Management System (BMS)]]<br />
		+	[[Business Model Innovation (BMI)]]<br />
		+	[[Business Model for Information Security (BMIS)]]<br />
		+	[[Business Motivation Model (BMM)]]<br />
		+	[[Business Objects]]<br />
		+	[[Business Operations]]<br />
		+	[[Business Oriented Architecture (BOA)]]<br />
		+	[[Business Mission]]<br />
		+	[[Business Vision]]<br />
		+	[[Business Model]]<br />
		+	[[Business Goals]]<br />
		+	[[Business Objective]]<br />
		+	[[Corporate Structure]]<br />
		+	[[Corporate Social Responsibility (CSR)]]<br />
		+	[[Chief Executive Officer (CEO)]]<br />
		+	[[IT Strategy (Information Technology Strategy)]]<br />
		+	[[IT Governance]]<br />
		+	[[Enterprise Architecture]]<br />
		+	[[IT Sourcing (Information Technology Sourcing)]]<br />
		+	[[IT Operations (Information Technology Operations)]]<br />
		+	</div>
		+
		+
		+	===References===
		+	<references />

← Older revision		Revision as of 18:26, 19 March 2021
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−	[[Business]] capability modeling is a technique for the representation of an organization’s business anchor [[model]], independent of the organization’s structure, processes, people or domains.<ref>Definition: What does [[Business Capability]] Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>	+	'''Business capability modeling''' is a technique for the representation of an organization’s business anchor model, independent of the [[Organizational Structure\|organization’s structure]], [[Process\|processes]], people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>

−	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of ~~business~~ [[goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>	+	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of [[Business Goals\|business goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>

← Older revision		Revision as of 14:10, 6 February 2021
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−	Business capability modeling is a technique for the representation of an organization’s business anchor model, independent of the organization’s structure, processes, people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>	+	[[Business]] capability modeling is a technique for the representation of an organization’s business anchor [[model]], independent of the organization’s structure, processes, people or domains.<ref>Definition: What does [[Business Capability]] Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>

−	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping process is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business goals. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and service level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a manufacturing company to have had a capability called Deliver Product for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>	+	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping [[process]] is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business [[goals]]. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and [[service]] level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a [[manufacturing]] company to have had a capability called Deliver [[Product]] for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>

← Older revision		Revision as of 15:27, 20 March 2019
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−	'~~''Content Coming Soon'''~~	+	Business capability modeling is a technique for the representation of an organization’s business anchor model, independent of the organization’s structure, processes, people or domains.<ref>Definition: What does Business Capability Modeling Mean? [https://www.gartner.com/it-glossary/business-capability-modeling Gartner]</ref>
		+
		+	In other words, business capability modeling is graphically representing the abilities of the company, as well as its potential. When business architects and analysts engage in business capability modeling, their work results in the creation of a capability model. This forms the core of business capability mapping, which enables adaptive, sleek architectures that can respond quickly to changes in today's competitive business landscape. The first stage of the mapping process is identifying the highest-level [[Business Capability\|capabilities of the business]]. Typically, these are oriented towards the operational side. After they’re all documented you can start decomposing these top-level capabilities into lower-level capabilities. At this point you may choose to create an exhaustive model and keep every single sub-capability. Alternatively, you could discard all but the ones most relevant to the achievement of business goals. This doesn’t automatically entail negative consequences. Keeping your eyes on the whole business landscape is laudable during this process but capabilities that aren’t critical may safely be omitted during the mapping process. This of course also depends to a large degree on the timeframe of the project and the number of allotted personnel. Once you have an agreed upon capability model, you and your team should start listing attributes for each individual capability and service level expectation. These may differ from company to company, but usually what you’ll be looking at are things such as performance requirements, capability owner, customers, inputs and outputs, as well as general information on the elements that compose it – people, processes, and technology. All this knowledge captured as part of the [[Business Architecture\|business architecture]] will later help you derive the exact requirements for the [[IT Infrastructure\|IT infrastructure]]. The goal of this practice is to model the business around its most stable elements. This is because although the way in which a company powers its abilities may change dramatically with time (the How), the actual abilities are usually unfluctuating even on long time scales (the What). For instance, it’s very plausible for a manufacturing company to have had a capability called Deliver Product for the past century. The way in which this capability might have been fulfilled throughout the years however will have varied immensely (i.e. horse-drawn carriage, train, truck etc.). The main benefit of having a model based on the most resilient elements of the business is its longevity. Changes to how capabilities are implemented don’t necessarily alter the base model. What’s more, with a stable business model the IT infrastructure of the enterprise is more likely to actually support the business instead of constantly showing up as an ongoing cost. Consequently, business capability mapping promotes a strong connection between the [[Business Model\|business model]] and the infrastructure supporting the [[Business Requirements\|business requirements]]. This also means that when professionals model business capabilities they are helping to bring together business and IT figures. As part of your [[Business Transformation\|business transformation]] effort you will undoubtedly need to engage in business capability mapping. So, in esence, modeling business capabilities is about defining your organization’s ability to execute.<ref>Explaining Business Capability Modeling [https://www.orbussoftware.com/us/business-architecture/business-capability-modeling/# ObusSoftware]</ref>