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BUSINESS ARCHITECTUREGOVERNMENT

REFERENCE MODEL WORKSHOPS e p t e m b e r 2 0 1 8 – O t t a w a , O n t a r i o , C a n a d a

Workshop Chairs: Whynde Kuehn / William UlrichTeam Leads: Cal Dellinger / Cecilie Hoffman

www.businessarchitectureguild.org

• Gain hands on experience in business architecture capability and value mapping

• Produce reference content for the global business architecture community

• Jump start in-house efforts for your business architecture

• Establish a baseline for a government reference model

• Build content as you build your skills

Copyright 2018

WORKSHOP OBJECTIVES

2

9/22/2018

GOVERNMENT REFERENCE MODEL WORKSHOP AGENDA

• Overview, approach, organizing structure, workshop sessions, recaps and lessons learned / next steps

8:45– 9:15 am Government Reference Model Workshop: Goals, Background & Agenda

Abstract Session overviews reference model value proposition, usage context, sample content, and workshop goals.

09:15–9:45 am Reference Model Mapping Principles & Guidelines – Crash Review

Abstract Session provides mapping session guidelines and principles and shares reference model content for breakout teams.

09:45–10:00 am Reference Model Logistics & Breakout Team Assignments

Abstract Session identifies breakout teams based on government subsectors and assigns breakout session leads.

10:00–10:20 am Morning Break

10:20 am–Noon Capability Mapping Breakout Sessions: By Government Subsector

Abstract Breakout teams articulate capabilities by government subsector, including revenue, public works, procurement, agriculture, homeland protection, defense, procurement, health, and others to be determined.

Noon–1:00 pm Lunch

1:00–1:45 pm Capability Mapping Results Review

Abstract Breakout teams share capability mapping definition and decomposition results and exchange feedback.

1:45–2:30 pm Value Stream Mapping Breakout Sessions: By Government Subsector

Abstract Breakout teams align based on government subsectors to define business architecture value propositions, stakeholders, and related value streams.

2:30–2:50 pm Afternoon Refreshment Break

2:50– 4:00 pm Value Stream Mapping Breakout Sessions: By Government Subsector

Abstract Breakout teams continue government subsector value stream and related stakeholder definition work.

4:00–5:00 pm Value Stream Mapping Results Review

Abstract Breakout teams share value stream definition results, discuss alignment to capabilities, and exchange critique.

5:00–5:20 pm Review Lessons Learned & Discuss Post-Workshop Next Steps

Abstract Session discusses options for moving forward and sharing and maturing the results of the working sessions long-term.

• Business Architecture Guild® produces reference model content that is free to Guild members

• Reference models are for internal use only for individuals and organizations that download the content

• Currently covers several vertical industries and a common reference model

• All reference model content is aligned to Guild principles (per BIZBOK® Guide)

• Reference models are made available in BIZBOK® and as downloads – released incrementally

• Each reference model is owned by a reference model collaborative team, mentored under the Guild’s collaborative team infrastructure

• Guild sponsored 1st government reference model workshop in 2018: Reston VA

• Government Reference Model team formed in Q2 2018

• Reference models (including derivative content) are not to be shared externally, resold or distributed for profit and are for the benefit and internal use of Guild members

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GOVERNMENT REFERENCE MODEL BACKGROUND

• Why industry reference models? • Establish a principle-based, best practice-driven business architecture orientation for a given industry

• Help jump start a company beginning a business architecture mapping effort or retrofitting existing model

• Transfer knowledge as to what constitutes a robust, principle-based business architecture reference model

• What form do they take?• Packaged in standard BIZBOK® template format

• BIZBOK® Guide summary level representations in Part 8

• Downloadable content shared in populated templates

• Content is maintained in tools by various teams

• Long-term goal• Ensure consistency across industry sectors in relation to terminology, common capabilities and value streams,

decomposition structure for certain capabilities

• Deliver a plug-and-play set of reference model components that would enable organizations with hybrid business models to construct a reference model

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WHAT IS A BUSINESS ARCHITECTURE, INDUSTRY REFERENCE MODEL?

• Pre-workshop preparation – Government Reference Model• Guild government reference model team prepared material for review• Work included drafting a level 1 capability map and a value stream inventory• Note that ecosystem scope was limited to non-DoD / Defense business models

• Workshop • Extend and refine reference models• Provide feedback

• Post-workshop next steps• Join the government reference model team • Incorporate workshop results into ideas for moving forward• Mature and release content• Package content into BIZBOK® Guide and v1.0 of downloadable content (2019)

Copyright 2018

PRE-WORKSHOP / POST-WORKSHOP ACTIVITIES

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All mapping work and results are governed by the Business Architecture Guild and BIZBOK® Guide principles and guidelines

• Business Architecture Overview • Capability Mapping• Value Stream Mapping

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BUSINESS ARCHITECTURE OVERVIEW & PRINCIPLES

BUSINESS ARCHITECTURE: MAPPING THE BUSINESS ECOSYSTEM

Copyright 2018

Source: A Guide to the Business Architecture Body of Knowledge® (BIZBOK® Guide), v7.0, Part 1: Introduction

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Comprehensive representation of business ecosystem, regardless of industry sector

Comprehensive, transparent view of the business ecosystem

Initiatives

Stakeholders

Products

Strategies

Metrics

PoliciesCapabilities

Information

Value Streams

Organization

Business Architecture

A REVIEW OF CAPABILITY MAPPING BASICS

Copyright 2018

• Capabilities define what, not how, providing a robust, long-standing business perspective

• Capabilities represent unique, non-redundant views of the business that are defined once for the business

• Capabilities are not defined haphazardly or on demand by a given program or business unit, but represent a foundational, ubiquitous business perspective across programs and business units

• Capability maps only contain capabilities

• Every capability has a definition

• A business will have one capability map for its business ecosystem

• Capabilities are based on business objects that create concise, unambiguous, and clearly delineated business perspectives – all child capabilities are bounded by the parent object

• Capabilities live within the context of an overall business architecture

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Source: BIZBOK® Guide, Business Architecture Guild

CUTTING THROUGH THE CONFUSION: DEFINING CAPABILITIES BASED ON BUSINESS OBJECTS

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• Business object: Abstract representation of a concrete actor within the business

• Business object names – derived from your business vocabulary Shared, rationalized vocabulary is required and must come from the business!

• Terms for business objects, such as… Customer, Product, Partner, Agreement, Location, Event, Facility, Asset

• Serve as basis for capability names, such as… Customer Management, Product Management, Partner Management, Agreement

Management, Event Management, Facility Management, Asset Management

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A REVIEW OF CAPABILITY MAP BASICS –STRATIFICATION STRUCTURE

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SUPPORTINGCAPABILITIES

CORE / CUSTOMER-FACING

CAPABILITIES

STRATEGICCAPABILITIES

STRATIFICATION

BUSINESS PLAN MGMT

INVESTMENT MGMT

MESSAGE MGMT

RESEARCH MGMT

POLICY MGMT MARKET MGMT

CUSTOMER MGMT

AGREEMENT MGMT

DELIVERYCHANNEL MGMT

PARTNER MGMT

PRODUCT MGMT

WORK MGMT

FINANCE MGMT

HUMAN RESOURCE MGMT

INFORMATION MGMT

ASSET MGMT

PROGRAM MGMT

EVENT MGMT

TRAINING MGMT

TIER 2 FOCUS:MAXIMIZE VALUE

TIER 1 FOCUS:ORGANIZATION

DIRECTION

TIER 3 FOCUS: EXPENSE MANAGEMENT

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Source: Business Architecture Associates, Inc.

WORK MGMT

1

BUSINESS PLAN MGMT

CUSTOMER MGMT

FINANCE MGMT

INVESTMENT MGMT

AGREEMENT MGMT

MESSAGE MGMT

DELIVERY CHANNEL MGMT

RESEARCH MGMT

PARNTER MGMT

HUMAN RESOURCE MGMT

INFORMATION MGMT ASSET MGMT PROGRAM MGMT

Strategy MgmtPlan Definition

Business Performance Management

Investment IdentificationInvestment Portfolio MgmtSecondary Market MgmtInvestment FundingInvestment Reporting

Market DefinitionMessage Validation

Message Dissemination

Research Definition

Research StructuringResearch Dissemination

Customer Definition

Customer Information Management

Customer Analysis

Agreement OfferingAgreement Structuring

Agreement Case File Mgmt.

Delivery Channel DefinitionDelivery Channel Analysis

Partner Definition

Partner Information Mgmt

Financial Account Management

Money MovementFinancial Information Mgmt

HR Supply/Demand Mgmt

HR Competency MgmtHR Compensation Mgmt

Information DefinitionInformation Organization

Asset Definition

Asset Inventory Mgmt

HR Hierarchy MgmtHR Information Mgmt

Program Definition

Program / Human Resource Matching

Portfolio Information Mgmt

PRODUCT MGMTProduct ConceptualizationProduct Design

Product DeploymentAgreement Matching

Partner-to-Partner Matching

Product Lifecycle Mgmt

POLICY MGMTPolicy DefinitionPolicy InterpretationPolicy Dissemination

Program / Schedule Matching

1TRAINING MGMT

Submission MgmtRouting Mgmt1Work Queue MgmtNotification Mgmt

Asset Matching

1EVENT MGMT

Event DefinitionEvent/Schedule Matching Event/Asset MatchingEvent/Location Matching

Submission MgmtRouting MgmtWork Queue MgmtNotification MgmtSchedule MgmtAuthored Item Mgmt

Plan Dissemination

MARKET MGMTMarket DefinitionMarket PrioritizationMarket Targeting

Agreement Definition

Market/Message Matching

Policy Information Mgmt

Customer Incentive Mgmt.

Delivery Channel Matching

Analytics ManagementInformation Dissemination

Information Aggregation

Information Packaging

Research IdentificationResearch Interpretation

Product Creation

Message StructuringMessage Matching

A REVIEW OF CAPABILITY MAP BASICS –LEVELING STRUCTURE

LEVELSLEVEL 1LEVEL 2

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APAB

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Source: Business Architecture Associates, Inc.

• Tier• 1=Strategic, 2=Core, 3=Supporting

• Level• 1, 2, 3, 4, 5, 6

• Capability Name• Definition of Capability

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BASIC CAPABILITY MAPPING SPREADSHEET TEMPLATE

Tier Level Capability Definition


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CAPABILITY MAP EXAMPLE IN STANDARD TEMPLATE: LEVEL 1 DECOMPOSITION

3 1 Asset Management Ability to acquire, create, track, report on, and dispose of, tangible or intangible property, with intrinsic value.3 2 Asset Definition Ability to conceptualize, design, and create an asset. 3 2 Asset Version Management Ability to create and maintain information related to the augmentation or modification of an asset.3 2 Asset Valuation Ability to assess an asset to assign a monetary value to it.

3 2 Asset Lifecycle Management Ability to make decisions concerning assets over time, between the time they are acquired or created until they are destroyed or otherwise end their status as an asset.

3 2 Asset Configuration Ability to conjoin an asset with another asset or to set it up and prepare it for use3 2 Asset Deployment Ability to make the asset available to the organization for its intended use.3 2 Asset Validation & Verification Ability to determine if an asset is the proper and correct asset and to check this assessment against a source.3 2 Asset Access Management Ability to control what members of an organization, a partner, or other stakeholder is able to use of otherwise

dispose of an asset.3 2 Asset Risk Management Ability to evaluate the risk associated with assets3 2 Asset Matching Ability to match assets to locations, partners, work or other assets3 3 Asset / Asset Matching Ability to associate one asset with another3 3 Asset / Location Matching Ability to associate an asset with a location3 3 Asset / Partner Matching Ability to associate an asset with a partner.3 3 Asset / Work Matching Ability to associate an asset with work.


3 2 Asset Information Management Ability to create, update and disseminate information concerning tangible and intangible property.3 3 Asset Profile Management Ability to create, update and disseminate metadata concerning an asset or assets.3 3 Asset Type Management Ability to categorize assets3 3 Asset State Management Ability to acquire and maintain information concerning the disposition of an asset at any given point in time.3 3 Asset History Management Ability to record, maintain and disseminate information concerning an asset as it changes over time.

Source: BIZBOK® Guide, v6.0, Section 8.6 draft

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CAPABILITY BEST PRACTICES – STANDARD PATTERNS

Best Practices for level 2 object definition and decomposition

Level 1: ____ Management (e.g., Customer Management)

Level 2: ____ Information Management (e.g., Customer Information Management)

Level 3: ____ Profile Management (e.g., Customer Profile Management)

Level 3: ____ Type Management

Level 3: ____ State Management

Level 3: ____ History Management

Level 3: ____ Analytics Management (for selected level 1 capabilities)

Level 2: ____ Definition (e.g., Customer Definition)

Level 2: ____ Matching (e.g., Customer Matching)

Where certain objects defined by other capabilities are associated with the level 1 parent object

Level 3: ____ / _____ Matching (e.g., Customer / Product Matching)

Level 3: ____ / _____ Matching (e.g., Customer / Location Matching)

Level 3: ____ / _____ Matching (e.g., Customer / Customer Matching)

In the matching example, Customer is the controlling object to which other objects are matched


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CAPABILITY BEST PRACTICES – STANDARD PATTERNSBest Practices for level 2 object definition and decomposition

Additional level 2 capabilities vary depending on the object – here are some examples:

For Product Management: Product Conceptualization, Design, Validation, etc.

For Asset Management: Asset Definition, Design, Evolution, etc.

Certain capabilities associated with agreements or customers, for example, have preference, risk, and access capabilities

Level 2: ____ Preference Management (e.g., Customer Preference Management) (Where preferences are formal structures)

Level 3: ____ Preference Definition (e.g., Customer Preference Definition)

Level 3: ____ Preference Interpretation

Level 3: ____ Preference Enforcement

Level 2: ____ Lifecycle Management (e.g., Product Lifecycle Management) (Accommodates management of evolutionary states)

Level 2: ____ Access Management (e.g., Customer Access Management)

Level 2: ____ Risk Rating (e.g., Customer Risk Rating)

Note that Risk is typically associated with specific business objects but may be aggregated under a level 1 capability


VALUE STREAMS: EXPANSIVE ECOSYSTEM PERSPECTIVES

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Value stream is “an end-to-end view of how value is achieved for a given stakeholder”

Stakeholders may be external, such as a customer taking a trip on an airline:

Or stakeholders may be internal, such as a scheduler initiating a plane to fly to a destination:

Value streams strive to achieve value proposition stated in its name for the “triggering” stakeholder

Above two value streams are unique and independent of one another

Take a Trip

Initiate Departure Depart

Terminate Trip

Arrive at DestinationPlan Trip Ticket Trip

Fly a Route

Take Off Terminate FlightArrive at

DestinationPlan FlightFinalize Pre-

Flight Preparations

Aircraft Completes

Route

Arrival at Final

Destination

Customer

Pilot


Value

• “The benefit that is derived by an organization’s stakeholder while interacting with that organization”.

Value proposition

• “An innovation, service, or feature intended to make a company, product, or service attractive to customers or related stakeholders”.

Value item

• “The judgment of worth, made by an individual or organization, attached to something tangible or intangible and attained in the course of a particular interaction with one or more other parties”.

Value items aggregate, stage by stage, to collectively contribute to the delivery of the end state value proposition

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VALUE STREAM, VALUE FOCUSED FOCAL POINTS


When we say value stream, we mean business architecture value streams as defined in industry best practices and body of knowledge*

• A value stream is an “end-to-end” perspective

• “The value stream has a clear goal: to satisfy or to delight the customer”**

• When we say value chain, we mean the Porter “value chain”***

• Value streams in this context are not Lean Six Sigma or “lean value streams” – which are essentially processes

Capability vs. Value Stream: Capability views a business “at rest”, value stream views a business “in motion”

* “A Guide to the Business Architecture Body of Knowledge®” (BIZBOK® Guide), Source: Business Architecture Guild (also see Glossary of Terms at www.businessarchitectureguild.org – public resources page) 2011-2017

** As cited in “The Great Transition”, by James Martin, 1995

*** Competitive Advantage, Michael Porter, 1985

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VALUE STREAMS & VALUE MAPPING PERSPECTIVES

http://www.businessarchitectureguild.org/

ANATOMY OF A VALUE STREAM

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Settle ClaimAcceptClaim

ValidateClaim Request

Issue Claim Payment

Notify Customer

Value Stream Name, Definition & Value Proposition

Value Stream Stage Name, Definition, Entrance Criteria, Exit Criteria, Participating Stakeholders and Value Item

Value Stream Triggering Stakeholder(s)

Claimant Made Whole

Value Proposition


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NAVIGATING VALUE STREAMS: ENTRANCE / EXIT CRITERIA, OBJECT STATE TRANSITIONS TOWARDS ACHIEVING VALUE

• Navigation dictated by object state transitions, controlled by capabilities, meeting certain entrance and exit criteria

• Value items are achieved through an aggregation of capability outcomes within a stage• Value proposition is achieved through an aggregation of value items


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VALUE STREAM MAPPING TEMPLATE: FACILITATES VALUE STREAM ARTICULATION

Templates enable mapping teams to articulate a value stream and related stages

In this template, value stream is listed on first row, with value stream stages listed below

Where information is not applicable, it is blocked out

For example, value streams have value propositions but not value items, and vice versa

Stakeholder column represents triggering stakeholder(s) for the value stream and participating stakeholders for value stream stages


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VALUE STREAM MAPPING EXAMPLE: ESTABLISHING A FINANCIAL ACCOUNT

Value Stream

Value Stream Stage Description

Value Proposition

Entrance Criteria Exit Criteria Value Item Stakeholder(s)

Establish Financial Account

The end-to-end perspectives involved in establishing a customer account

Financial Account Established Customer

Receive Application

The act of receiving an application for a new customer account

Application Initiated

Application Received

Application in Progress

Customer, Help Desk

Validate Application

Verification that the individual establishing the account is qualified to have an account

Completed Application

Application Validated

Credit Check Completed

Customer, Reviewer

Activate Financial Account The activation of an account for a fixed period of time

Validated Application

Account Activated

Account Ready to Use

Customer, Approver

Notify Customer

The act of notifying the individual applying for an account that the account has been established or denied

Activated Account

All Parties Notified

Customer Notification Received

Customer, Approver


Value Stream Def Blank

Value StreamValue StageDescriptionValue PropositionEntrance CriteriaExit CriteriaValue ItemStakeholder

Capability Blank Template

TierLevelCapabilityDefinitionHeat Map RatingImpact Rating

21Customer ManagementAbility to control, predict, process, organize, present, and analyze all information, documents, preferences, experiences, and history related to an individual or organization that has, plans to have, or has had an agreement in place with the company33

Capability Definition Template

TierLevelCapabilityDefinition

11Strategy ManagementAbility to establish, evolve, communicate and administer the objectives and related action items the organization will perform in order to be successful

12Vision DefinitionAbility to describe and agree on the purpose and goals of the organization

12Strategy DefinitionAbility to set forth the objectives and related action items the organization will perform in order to be successful

13Goal DefinitionAbility to define and communicate an end toward which effort is or should be directed

13Objective Definition Ability to articulate a quantitative, measurable result that defines strategy

13Action Item Definition Ability to articulate a course of action to be taken to achieve a specific objective

12Strategy MatchingAbility to tie or relate various aspects of a strategy to other aspects of a strategy or to related business objects

13Strategy / Vision MatchingAbility to define and communicate the strategies that will enact a given vision

13Goal / Objective MatchingAbility to ensure that goals are associated with quantitative, measurable results

13Objective / Action Item MatchingAbility to ensure that quantifiable, measurable results are associated with actions to be take to achieve those results

13Action Item Dependency ManagementAbility to identify and represent the sequence of action items required to achieve a given quantitative, measurable result

12Strategy Dissemination Ability to communicate strategy to the appropriate stakeholders

11Business Plan ManagementAbility to establish, evolve, administer and report on a pending or approved proposal for achieving one or more business objectives

12Plan EstablishmentAbility to define a cohesive framework for defining and organizing certain tasks aimed at achieving a given deliverable

12Plan ValidationAbility to test various aspects of a plan against business scenarios, market conditions and other factors to assess its viability and feasibility

12Plan MatchingAbility to connect plans with stakeholders, initiatives, objectives, action items, schedules and other plans

12Plan Task ManagementAbility to establish, delineate, track and relate various pieces of work to be finished within a given timeframe

13Plan / Task DefinitionAbility to specify a piece of work to be finished within a certain timeframe

13Task Dependency ManagementAbility to sequence a piece of work with interdependent pieces of work within a plan

12Plan DisseminationAbility to communicate a plan to the appropriate stakeholders

12Plan TrackingAbility to assess levels of completion and success for a given plan

12Plan AggregationAbility to relate or align multiple business plans in a meaningful way

TierLevelCapabilityDefinition

Value Stream Def Template

Value StreamValue Stream StageDescriptionValue PropositionEntrance CriteriaExit CriteriaValue ItemStakeholder(s)

Establish Financial AccountThe end-to-end perspectives involved in establishing a customer accountFinancial Account EstablishedCustomer

Receive ApplicationThe act of receiving an application for a new customer accountApplication InitiatedApplication ReceivedApplication in ProgressCustomer, Help Desk

Validate ApplicationVerification that the individual establishing the account is qualified to have an accountCompleted ApplicationApplication ValidatedCredit Check CompletedCustomer, Reviewer

Activate Financial AccountThe activation of an account for a fixed period of timeValidated ApplicationAccount ActivatedAccount Ready to UseCustomer, Approver

Notify CustomerThe act of notifying the individual applying for an account that the account has been established or deniedActivated AccountAll Parties NotifiedCustomer Notification ReceivedCustomer, Approver

Value StreamValue StageDescriptionValue PropositionEntrance CriteriaExit CriteriaValue ItemStakeholder

ValueStrm-Cap-Crossmap Template

Value Stream: Establish Account

Value Stream Stages

Receive ApplicationValidate ApplicationActivate AccountNotify Customer

Submission FacilitationSubmission FacilitationSubmission FacilitationAccount Case File Management

Submission ManagementSubmission ManagementSubmission ManagementAccount Routing

Customer Profile ManagementBasic Eligibility DeterminationAccount Risk Determination Work Queue Management

Account Case File ManagementAccount Case File ManagementAccount StructuringNotification Management

Account RoutingAccount RoutingAccount Offer FinalizationTime Processing Management

Work Queue ManagementWork Queue ManagementAccount Case File Management

Time Processing ManagementCustomer Profile ManagementCustomer Profile Management

Notification ManagementNotification ManagementAccount Routing

Time Processing ManagementWork Queue Management

Customer / Credit Matching

Time Processing Management

Value Stream: Name

Value Stream Stages

Stage #1Stage #2Stage #3Stage #4

CapabilityCapabilityCapabilityCapability






Info Map Template

Information Concept Definition & Dependency Mapping

Top Level ConceptDependent ConceptDependent ConceptDefinition

Agreement

Agreement Term

Agreement Decision

Agreement Payment

Agreement Collection

Agreement Case File

Agreement Type

Stakeholder

Stakeholder Contact

Stakeholder Profile

Stakeholder Type

Legal Proceeding

Evidence

Motion

Issue

Argument

Work

Submission

Notificaton

Work Queue

Work Task

Bus Unit Template

Business Unit Mapping Template

Top Level ConceptDependent UnitDependent Unit

ABC Insurance

Life & Disability

Claims

Customer Support

Marketing

Property & Casualty

Claims

Customer Support

Marketing

Health Unit

Claims

Customer Support

Marketing

Finance

Human Resources

Purchasing

Legal Department

Marketing

Prod Line Template

PRODUCT LINEProduct Line #1Product Line #2

PRODUCT FAMILY

Product Family 1

Product Family TypeProduct NameProduct Name


Product Family 2



Product Family 3



Product Line Mapping Example

PRODUCT LINEPersonalCommercial

PRODUCT FAMILY

Property & Casuality

AutoPersonal AutoCommercial Auto

FireResidential FireCommertial Fire

HomeownersResidential Commercial Liability

Health

Preferred ProviderIndividual PPOGroup PPO

Health MaintenanceIndividual HMOGroup Model PPO

Life

Term LifeIndividual Term LifeGroup Term Life

Universal LifeGroup Universal Life

Variable LifeGroup Variable Life

Prod-Cap Template (2)

PRODUCTSProduct AProduct BProduct C

ENABLING CAPABILITIES

CapabilityXX

CapabilityX

CapabilityXXX

CapabilityXX

Prod-Cap Template

PRODUCTSProduct AProduct BProduct C


CapabilityXX

CapabilityX

CapabilityXXX

CapabilityXX

Prod-Capability Mapping Example

PRODUCTSFinancial Management ProductManufacturing ProductEnterprise Solution Product


Accounts Payable ManagementXX

Accounts Receivable ManagementXX

Collections Management XX

Payments ManagementXX

Agreement ManagementXX

Order ManagementXX

Asset ManagementXX

Inventory ManagementXX

Sheet2

Sheet1

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PUTTING IT ALL TOGETHER

Value ItemValue Item

Business Object

Value Proposition

Value Stream Delivers

Capabilities Enable Value Stream Stage

Value Stream StageValue Stream

StageValue Stream StageValue Stream

Stage Delivers

CapabilityCapability

CapabilityCapability OutcomeProduces

Outcomes Contribute to Value Items

Value Items Accrue to Deliver Value Proposition

Value Item(s)

Value Stream Breaks Down into Stages

Capability Requires, Modifies Information

Based On

Information

HasBusiness Unit

Business UnitBusiness Unit

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GOVERNMENT REFERENCE MODEL: ASSUME AVAILABILITY OF COMMON REFERENCE MODEL CAPABILITY MAP

Tier Level Capability Definition1 1 Brand Management Ability to establish, organize, analyze, administer, and report on all aspects of a category of product or offerings under a particular name,

unique symbol, mark, or logo that distinguishes it from other products in the market.1 1 Business Management Ability to set strategic direction, generally govern, manage operational execution, and measure performance against plan for the legal entity

and its ecosystem.1 1 Intellectual Property

ManagementAbility to define, establish, validate, value, obtain, or dispose of inventions, patents, trademarks, trade secrets, copyrights, and know how as a basis for furthering the overall mission of the enterprise.

1 1 Investment Management

Ability to identify, develop, analyze, valuate, exchange, acquire, dispose of, and report on any type of monetary asset purchased with the idea that the asset will provide income in the future or will be sold at a higher price for a profit.

1 1 Market Management Ability to identify, name, analyze, frame, and cater to an actual, virtual, or otherwise nominal place where forces of demand and supply operate, and where buyers and sellers interact — directly or through intermediaries — to exchange products and services for monetary or non-monetary value.

1 1 Message Management Ability to define, craft, frame, vet, disseminate, and track a structured conveyance of information, including missives, notifications, alerts, and other internally or externally targeted communication about the company's mission, products, plans, activities, and other focal points.

1 1 Plan Management Ability to develop, communicate, and coordinate an articulated direction, related work items, and priorities to further business development, organizational priorities, and enterprise goals and objectives across business units and entities within or outside the organization.

1 1 Policy Management Ability to establish, maintain, comply with, and administer a set of statues, legislation, rules, procedures, regulations, treaties, and principles driven by internal business directives and external organizations, governments, or related third-party actors.

1 1 Research Management Ability to conduct systematic investigation into materials and sources in order to establish facts and reach conclusions that comprise a result.1 1 Strategy Management Ability to define and disseminate mission, vision, goals, objectives, action items, and key performance indicators for the business, products, or

other interest as required.

Strategic Tier 1 – Level 1 Capabilities from Common Reference Model


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GOVERNMENT REFERENCE MODEL: ASSUME AVAILABILITY OF FOUNDATIONAL COMMON REFERENCE MODEL CAPABILITIES

3 1 Asset Management Ability to acquire, create, track, report on, and dispose of, tangible or intangible property with intrinsic value.3 1 Event Management Ability to establish, use, sustain, disseminate, and analyze an occurrence or happening at a determinable time and place, including physical and

virtual meetings, conferences, or related gatherings of two or more persons. 3 1 Finance Management Ability to plan, direct, monitor, organize, control, and report on the monetary aspects and resources of the business.3 1 Human Resource

ManagementAbility to assess, mentor, compensate, terminate, and otherwise coordinate individuals that are or have been incorporated under a legal agreement that includes compensation and other benefits, on a temporary or permanent basis.

3 1 Information Management

Ability to define, organize, structure, secure, protect, and disseminate facts, statistics, attributes, and other types of data about a business’ set of business objects.

3 1 Job Management Ability to identify, define, assign, and manage accountabilities whether remunerative or non-remunerative, assigned, specific, and accountable business duty, role, or function that can be executed by a human or non-human resource.

3 1 Legal Proceeding Management

Ability to direct, administer, oversee, respond to, and generally administer all aspects of work related to a litigation filing, including trials, appeals, or related actions.

3 1 Location Management Ability to define, calculate, articulate, determine, disseminate, or otherwise track a position or site of any given entity (person, organization, equipment, product, etc.).

3 1 Program Management Ability to organize, plan, direct, and communicate progress against milestones to deliver outcomes within defined resources, time, quality, and scope constraints.

3 1 Training Management Ability to define, conceptualize, create, and convey structured content and knowledge in consumable format, associated with a curriculum a course, workshop, seminar, or related content.

3 1 Work Management Ability to capture, organize, prioritize, route, interpret, disseminate, and administer communications, tasks, and related decisions.


Supporting Tier 3 – Level 1 Capabilities from Common Reference Model


GOVERNMENT REFERENCE MODEL: BUSINESS MODEL SCOPE & WORKSHOP TOPIC ALIGNMENT

• National Defense / Military / Law Enforcement / Volunteer Corps

• Border Control / Immigration / Customs / Tourism • Work / Pension / Labor / Welfare / Child Care / Benefits• Financial Management / Treasury / Taxation • Licensing / Intellectual Property / Permits• Agriculture / Fisheries / Animal Management • Health / Disease Control • Land / Asset / National Parks / Fleet / Forestry / Cemetery /

Parking Management

• Governance / Elections / Parliamentary • State / Diplomacy • Energy / Gas / Solar / Oil • Education • Courts, Justice • Interior, Parks, Wildlife • International Development / State / Diplomacy• Intelligence • Arts / Sports / Recreation / Events

• Topics are topically oriented, not agency or department oriented• Everything has regulatory aspects so consider from other perspectives• Teams will focus on capabilities and value streams for topic categories

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GOVERNMENT L1 CAPABILITY MAP (WORKING DRAFT )Strategic Direction Setting

Core and Customer Facing

SupportingCompetency Management

Event Management

Human Resource Management

Inquiry Management

Job Management

Legal Proceeding Management

Location Management

Training Management

Channel Management

Claim Management

Material Management

Dispute Management

Network Management

Natural Resources

Management

Collateral Management

Law Management

Investment Management

Brand Management

Business Entity Management

Campaign Management

Market Management

Message Management

Plan Management

Policy Management

Research Management

Strategy Management

Government Liaison

Management

Bio-organism Management

Border Management

Order Management

Trip Management

Customer Management

Constituent Management

Facility Management

Finance Management

Agreement Management

Health Condition

Management

Operation Management

Incident Management

Infrastructure Management

Partner Management

Product / Service

Management

License Management

Program Management

Route Management

Location Management

Conveyor Management

Work Management

Intellectual Property

Management

Asset Management

Information Management

Copyright 2018 289/22/2018

1. Break into teams based on functional focal points

2. Take assigned business objects to work on draft capabilities

3. Teams focus on an assigned set of level 1 capabilities from map

Team will define level 1 capabilities

Team will decompose each assigned level 1 to level 2 capabilities

4. Review / discuss / refine

5. Incorporate into capability mapping template

6. Present to full workshop audience

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CAPABILITY MAPPING WORKSHOP: NEXT STEPS

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9/22/2018 30Copyright 2018

COMMON REFERENCE MODEL VALUE STREAMS – MAY BE INCORPORATED INTO ANY REFERENCE MODEL


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EXISTING VALUE STREAMS IN COMMON AND OTHER REFERENCE MODELS PART 1

Onboard Partner The end-to-end perspective of identifying and commencing business with other organizations for mutual benefit.

Acquire Asset The end-to-end perspective of acquiring an asset, from initiating and approving the asset request, to sourcing and processing procurement orders and delivering the asset to the requester.

Conduct Audit The end-to-end perspective of determining the degree to which the organization is adhering to established policies and regulations.

Deliver Event The end-to-end perspective of planning and executing an event.Deliver Program The end-to-end perspective of planning and executing a program.Deploy Asset The end-to-end perspective of evaluating, building, assembling, maintaining, and readying the

asset for use to fill a need within an organization.Develop Human Resource Career

The end-to-end perspective of developing an individual's career, from performance assessment to skills and experience enhancement and individual redeployment.

Disseminate Information The end-to-end perspective of requesting, creating, and delivering of information products to requester.

Ensure Compliance The end-to-end perspective of ensuring compliance with legislation and business-driven policies, from identifying compliance requirements to implementing controls, evaluating controls effectiveness, addressing compliance incidents, and reporting compliance as required.

Execute Campaign The end-to-end perspective of executing a campaign, from identifying the need for a campaign, to planning, designing, implementing, and measuring the effectiveness of the campaign.

O

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EXISTING VALUE STREAMS IN COMMON AND OTHER REFERENCE MODELS PART 2

Onboard Human Resource The end-to-end perspective of identifying, exploring, and selecting an individual to fill a need

within an organization.Optimize Investments The end-to-end perspective of deciding where to make investments, based on the understanding

of the enterprise's goals, strategy, current positions, and external forces.Report Financials The end-to-end perspective of preparing, approving, and releasing external financial statements

that disclose an organization's financial status to management, investors, and the government.Settle Accounts The end-to-end perspective enabling the bi-directional exchange of payments between an

organization and a customer, partner, or human resource.Create Policy Activities involved in the end-to-end creation or update of policies that govern how the

organization operates. Resolve Issue or Inquiry Activities necessary to track and resolve an issue or exception reported by a customer or

other stakeholder.Establish Agreement Activities necessary for establishing a new or updating an existing agreement.Trade Financial Instrument The act of executing a financial instrument trade, including clearing and settlement.Execute Transaction Activities involved in completing a transaction for an agreement.Acquire Coverage The end-to-end perspective of obtaining coverage to indemnify against loss.

Settle Claim The end-to-end perspective of determining to compensate for, or restoration of, an asset for a loss.

Deploy Facility The end-to-end perspective related to planning, specifying, designing, and commissioning a facility upgrade.

Develop Product The end-to-end value delivery perspective that delivers a ready-to-build design.Manufacture Product The end-to-end delivery perspective for creating a require-to-acquire product. Acquire Product Timely receipt of the product by the customer.

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VALUE STREAM CANDIDATE GOVERNMENT VALUE STREAM CANDIDATES – NOT A COMPLETE SET

Cross Border (WIP)

Grant Land Use Rights (WIP)Decide Legal ProceedingGrant License (WIP)Import/ Export GoodsImmigrate to LiveResettle in the UK Hire a foreign workerEducate a foreign student / sponsor a foreign person

Secure the BorderCollect Intelligence The method of collecting and analysing information to discover compliance anomalies

which established compliance controls would not normally detect.Conduct Inquiry The end-to-end perspective of determining the degree to which regulated entities are or

are not complying with established policies, agreements and legislation. An inquiry covers inquiry types such as audits or investigations and may include field service and execution of

Monitor Compliance The activities involved in establishing & using compliance controls to track compliance of stakeholders and partners against policy and legislation.

Set Policy The mechanism of establishing or updating an external policy or framework which impacts stakeholders of the authority. Scale may be small or large, from internal policy to legislation.

Resolve Non-Compliance The method in which a breach of policy or legislation by a regulated body is addressed using appropriate disciplinary measures.

Respond to an Emergency The end-to-end perspective of identifying, scoping, mobilizing, and otherwise responding to an emergency incident.

Optimize Network The end-to-end perspective of planning, assessing, designing, and initiating modifications to a network for planned events, interventions, recovering from unplanned incidents, and streamlining real-time activity.

Deploy Infrastructure The end-to-end perspective of planning, specifying, designing, and commissioning major or minor modifications to infrastructure, including roads, railways, bridges, tunnels, stations, rail corridors, and related structures.

Execute an Operation The end-to-end perspective of planning, initiating, running, and terminating an operation.

• The value stream remediates a healthcare condition• Value stream engaged by government payers or other stakeholders involved in healthcare• Framework example should be used in workshop

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SAMPLE DRAFT VALUE STREAM – BY STAGE

Remediate Condition (Generic)

Enroll Recipient

Determine Remediation

Plan

Prepare for Remediation

Execute Remediation

Provide Post-Remediation

Care

Release Recipient

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VALUE STREAM MAPPING WORKSHOP NEXT STEPS

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1. Break into teams based on functional focal points2. Each team takes 2-3 value streams based on stakeholders and value

propositions Combine, refine or add to the assigned value streams as initial step

3. Define value streams Name, value proposition and triggering stakeholder Each value stream stage

4. For one value stream, complete value stream template with all details Stage name, value item, entrance and exit criteria, participating stakeholders

5. Refine 6. Present to full workshop audience

• Government reference model team is formed and open to any Guild member to join

• Team is internationally aligned but seeking more participants at all levels • Next Steps:

• Gather workshop results to be made available to collaborative team

• Incorporate feedback into work in progress drafts

• Roll out BIZBOK® Guide content for Q1 2019

• Plan for downloadable reference model in 2019

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BEYOND THE WORKSHOP: NEXT STEPS

BUSINESS ARCHITECTUREGOVERNMENT

REFERENCE MODEL WORKSHOPS e p t e m b e r 2 0 1 8 – O t t a w a , O n t a r i o , C a n a d a

Workshop Chairs: Whynde Kuehn / William UlrichTeam Leads: Cal Dellinger / Cecilie Hoffman

www.businessarchitectureguild.org

Business Architecture�Government�Reference Model workshopWorkshop objectives Government Reference Model Workshop AgendaGovernment Reference Model BackgroundWhat is a Business Architecture, Industry Reference model?Pre-Workshop / Post-workshop Activities Business Architecture overview & PrinciplesBusiness Architecture: Mapping the Business EcosystemA Review of Capability Mapping BasicsCutting through the Confusion: Defining Capabilities Based on Business ObjectsA Review of Capability Map Basics – Stratification StructureA Review of Capability Map Basics – Leveling StructureBasic Capability Mapping Spreadsheet TemplateCapability Map Example in Standard Template: level 1 Decomposition Capability Best Practices – Standard PatternsCapability Best Practices – Standard PatternsValue Streams: Expansive Ecosystem PerspectivesValue Stream, Value Focused Focal PointsValue Streams & Value Mapping PerspectivesAnatomy of a Value StreamNavigating Value Streams: Entrance / Exit Criteria, Object State Transitions towards Achieving ValueValue Stream Mapping Template: Facilitates Value Stream Articulation VALUE STREAM Mapping Example: Establishing a Financial AccountPutting it All togetherGovernment Reference Model: Assume Availability of Common Reference model Capability MapGovernment Reference Model: Assume Availability of Foundational Common Reference model CapabilitiesGovernment Reference Model: Business Model Scope & Workshop Topic Alignment Government L1 Capability Map(WORKING DRAFT )Capability Mapping Workshop: Next stepsCommon Reference Model Value Streams – May be Incorporated into Any Reference modelExisting Value Streams in Common and other Reference Models Part 1Existing Value Streams in Common and other Reference Models Part 2Value Stream Candidate Government Value Stream Candidates – Not a Complete Set Sample Draft Value Stream – by StageValue Stream Mapping Workshop Next StepsBeyond the Workshop: Next StepsBusiness Architecture�Government�Reference Model workshop

business architecture government reference model … · business architecture government reference...

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