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Flashcards in Scenarios Deck (123):
1

Provide context for applying the blueprints introduced in part 2 and practice related concepts introduced in part 3

Scenarios

2

Redundancies in investment behaviours can be the result of either __ or as the result of __

Mergers or acquisitions of other organizations, internally developed behaviors across independent product or market segments

3

Can be the result of either mergers or acquisitions of other organizations or as the result of internally developed behaviors across independent product or market segments

Redundancies in investment behaviours

4

The __ scenario comes into play when management wants to leverage an agreed upon set of robust concepts from which to compare and contrast investments

Investment analysis

5

Comparing and contrasting certain investments across business units based on overlapping impacts to certain capabilities and value streams is an example of

Investment analysis concepts that can leverage business architecture

6

Assessing annual costs associated with a given capability is an example of

Investment analysis concepts that can leverage business architecture

7

Determining funding priorities based on capabilities and value streams is an example of

Investment analysis concepts that can leverage business architecture

8

When these situations arise, focusing on capabilities and their linkage to business strategies and business units provides insights needed to build consensus around investments.

Conflicting demands and priorities and limited money to address these issues

9

By holding all programs accountable for achieving a commonly coordinated set of strategic goals, the goals were no longer secondary but

Drove related investments and bottom line results

10

Identify the capabilities or value streams of interest, map them to a strategy, business unit, or initiative, and then assess potential spending or cost savings that could be employed based on potential redundancies and other opportunities is a pattern for what scenario?

Scenario 1: Investment Analysis

11

The first two steps in the investment analysis scenario

Identify the capabilities or value streams of interest, map them to a strategy, business unit, or initiative

12

Assess potential spending or cost savings that could be employed based on potential redundancies and other opportunities is a step in this scenario

Scenario 1: Investment Analysis

13

A product line, business unit, or regionally focused business model tend to obscure

Common customer views

14

Business architecture can provide the visibility to understand the complexity

Shifting to a customer centric business model

15

In a shift to a customer centric business model, business architecture can facilitate

Creation of a cross-functional plan to address it.

16

Business architecture enables visualizing customer engagement through

Customer focused value streams and the capabilities that enable these value streams

17

Identifying all customer facing value streams and related processes that implement those value streams is a focal point of

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

18

Identifying customer management capabilities and related business unit mappings is a focal point of

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

19

Assessing resource deployment impacts for these capabilities, which typically includes IT architecture mapping to capabilities is a focal point of

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

20

Examining information concept to data architecture mappings to highlight data deployment redundancies to be addressed is a focal point of

Business Architecture analysis in Scenario 2: Shift to Customer Centric Business Model

21

This brings one company under the umbrella of another company

A typical acquisition

22

This is viewed as a consolidation of two organizations into one

A merger

23

In a merger, one company will need to merge __, __, __, and other aspects of the enterprise with the newly acquired entity

Redundant operations, financial capabilities, business units

24

The evaluation of the viability and related costs of creating a combined entity is essential input to

The decision to execute a merger or acquisition

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Once the decision has been made to move forward with the merger, the process of __ often determines the success or failure of the merger or acquisition.

Rationalizing the resulting business entity

26

Failure of a merger or acquisition may manifest itself in __, __, or the __.

Exaggerated operating costs, the inability to align approaches, or the inability to align common customers and strategies

27

Applying business architecture to a merger or acquisition focuses on overlap across

Capabilities, value streams, and information

28

Applying business architecture to a merger or acquisition focuses on overlap across capabilities, value streams, and information – as it relates to

Existing business units pre-and post-merger

29

Identify common capabilities across the two organizations, which will require reconciliation of naming conventions and definitions to create a common view of the business is part of this scenario

Scenario 3: Merger & Acquisition Analysis

30

Map shared capabilities to business units for both organizations, establishing an initial analysis as input to the merger/acquisition is part of this scenario

Scenario 3: Merger & Acquisition Analysis

31

Identify common value streams across the two organizations, determining a set of priorities for aligning value streams is part of this scenario

Scenario 3: Merger & Acquisition Analysis

32

Perform a subsequent analysis of value stream / processes to assess the degree of process complexity and reconciliation required is part of this scenario

Scenario 3: Merger & Acquisition Analysis

33

Based on executive priorities, map out priorities for aligning value streams and related capabilities is part of this scenario

Scenario 3: Merger & Acquisition Analysis

34

When applied to the merger and acquisition scenario, this approach allows an organization to determine if it has situations where multiple processes can be collapsed and supported by a single internal behavior

Capability / value stream / process mapping approach

35

Is essential to competing in evolving markets

Rolling out new products and services

36

Is an objective that many organizations are adopting in order to address the demands of competing in evolving markets

Rapid innovation through new products and services

37

Is not something that can just be grafted onto existing practices and requires tradeoffs between the rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

Rapid innovation

38

This requires tradeoffs between the rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

Rapid innovation

39

Rapid innovation requires tradeoffs between

The rate of innovation and the ability to achieve transparency and consistency in the deployment of that innovation

40

A new product or service launch typically includes

Market research, design, engineering, rollout planning and eventually the actual rollout itself

41

Market research, design, engineering, rollout planning and eventually the actual rollout itself are part of

A new product or service launch

42

A typical new product/service rollout scenario begins with a __ by engaging marketing, product design, and other key players

Product or service launch plan

43

A typical new product/service rollout scenario begins with a product or service launch plan by

Engaging marketing, product design, and other key players

44

A product or service launch plan would need to engage

Multiple internal business lines but also external suppliers or business partners

45

In a new product/service rollout scenario, it is important to understand the cross-functional impacts on

Value streams, capabilities, information, and business units

46

Determine the value streams required to acquire, maintain, or otherwise process the new product and/or service is a step in this scenario

Scenario 4: New Product/Service Rollout

47

Identify current processes that implement these value streams to determine if there is common reuse options for the new product and/or service is a step in this scenario

Scenario 4: New Product/Service Rollout

48

Using value stream/capability mapping, identify if improved or new capabilities and related information are required to incorporate the new product/service is a step in this scenario

Scenario 4: New Product/Service Rollout

49

Assess organization impact by determining where existing or new capabilities are impacted or need to be created is a step in this scenario

Scenario 4: New Product/Service Rollout

50

Focus on capability improvements or additions across all relevant business units required to improve or deploy those capabilities is a step in this scenario

Scenario 4: New Product/Service Rollout

51

Identify resources required to deploy value stream, capability, and information related improvements, changes, and/or additions is a step in this scenario

Scenario 4: New Product/Service Rollout

52

New product and service deployment will often identify weaknesses in

Business infrastructure

53

This scenario takes on a number of similarities with new product and service deployment

Deploying a new line of business

54

Requires the ability to expand enterprise business models to incorporate new markets, regions, countries, currencies, and other aspects of global expansion

Entering global markets

55

Entering global markets requires the ability to __, to incorporate __, __, __, __, and other aspects of global expansion

Expand enterprise business models to incorporate new markets, regions, countries, currencies

56

Impacts on an enterprise of entering global markets must be anticipated in advance and incorporated into a plan based on the ability of the management team to

Visualise the cross-functional, cross-disciplinary impacts

57

Must be anticipated in advance and incorporated into a plan based on the ability of the management team to visualise the cross-functional, cross-disciplinary impacts

Impacts on an enterprise of entering global markets

58

Impacts on an enterprise of entering global markets must be __ and __ based on the ability of the management team to visualise the cross-functional, cross-disciplinary impacts

Anticipated in advance and incorporated into a plan

59

The key requirement for this scenario is to gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion, including customers, partners, and foreign governments

Globalisation

60

The key requirement for a globalisation scenario is to __, including customers, partners, and foreign governments

Gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion

61

The key requirement for a globalisation scenario is to gain rapid visibility into the numerous aspects of the enterprise that are impacted by global expansion, including __, __, and __.

Customers, partners, and foreign governments

62

Business architecture supports global transformation through __ based on the capabilities of these business units and value streams impacted

The exposure of all business units and external entities that may be impacted by global expansion

63

Business architecture supports global transformation through the exposure of all business units and external entities that may be impacted by global expansion based on

The capabilities of these business units and value streams impacted

64

Business architecture supports __ through the exposure of all business units and external entities that may be impacted by __ based on the capabilities of these business units and value streams impacted

Global transformation, global expansion

65

Assess all value streams impacted by a globalization effort, which is likely to minimally include all externally facing value streams is a step in this scenario

Scenario 5: Globalization

66

Determine capabilities that enable these value streams and are impacted by globalization is a step in this scenario

Scenario 5: Globalization

67

Establish a priority plan to synchronize value streams and related capabilities, rolling out solutions in synchronized fashion across business units is a step in this scenario

Scenario 5: Globalization

68

Based on information impacts, establish a supporting strategy to realign the information architecture to enable the prioritized plan is a step in this scenario

Scenario 5: Globalization

69

Globalization complexities challenge organizations due to the

Lack of transparency and inherent redundancies across global business units

70

Without clarity to see where __, it is difficult to put a strategy in place to address globalization from an operational deployment perspective

Capabilities, information concepts, and value streams conflict or overlap

71

Augmenting in-house capabilities that an organization does not have or does not desire to have is

Outsourcing

72

Many businesses do not view outsourcing from this perspective, resulting in a a lack of clarity surrounding governance and ownership responsibilities and an inability to visualize the overall business environment in which the enterprise functions

Outsourcing value streams and capabilities

73

A lack of clarity surrounding governance and ownership responsibilities is a result of

Not viewing outsourcing from a value streams and capabilities perspective

74

An inability to visualize the overall business environment in which the enterprise functions is a result of

Not viewing outsourcing from a value streams and capabilities perspective

75

Human Resource Management, Financial Management, Information Technology Management,and Procurement Management are

Common examples of outsourced capabilities

76

Understanding which business units have certain capabilities is essential to

Understanding opportunities for outsourcing, organizational alignment, synchronization across business units, shared automation opportunities, and ways to improve value delivery as required through certain value streams

77

This is essential to understanding opportunities for outsourcing

Understanding which business units have certain capabilities

78

This is essential to understanding organizational alignment

Understanding which business units have certain capabilities

79

This is essential to understanding synchronization across business units

Understanding which business units have certain capabilities

80

This is essential to understanding shared automation opportunities

Understanding which business units have certain capabilities

81

This is essential to understanding ways to improve value delivery as required through certain value streams

Understanding which business units have certain capabilities

82

Assessing if one or more deployments of a value stream are to be outsourced is a factor to be considered in this scenario

Scenario 6: Business Capability Outsourcing

83

Determining which business units have capabilities that are to be outsourced through capability / business unit mapping is a factor to be considered in this scenario

Scenario 6: Business Capability Outsourcing

84

Identifying where capabilities shared across in-house and external business partners should be synchronized or otherwise aligned is a factor to be considered in this scenario

Scenario 6: Business Capability Outsourcing

85

Determining where certain information concepts are shared across business boundaries so these concepts can be commonly understood across those boundaries is a factor to be considered in this scenario

Scenario 6: Business Capability Outsourcing

86

In a supply chain scenario, business architecture visualization would need to be extended to include __ and __.

The customer service capability, all internal and external suppliers that provide this capability

87

In a supply chain scenario, the organization should be able to visualize shared __, and related __, __, and __ that map to business units

Value streams and related process deployments, information, and products

88

Once this new level of supply chain scenario transparency has been established, management can develop a roadmap to __, __, and/or__ these __ to drive down costs and increase customer service

Standardize, streamline, and/or consolidate these complexities

89

Once this new level of supply chain scenario transparency has been established, management can develop a roadmap to standardize, streamline, and/or consolidate these complexities to

Drive down costs and increase customer service

90

The business architecture in some supply chain scenarios may require a greater

Degree of supplier participation

91

The business architecture in some supply chain scenarios may require a greater degree of supplier participation when

One or more third parties play a crucial role in customer facing capabilities and value streams.

92

The business architecture offers the ability to visualize what decoupling and divesting a line of the business entails and how

It impacts various aspects of the business ecosystem

93

All __, __, __, and __ impacted by a divestiture should be identified for impact analysis

Business units, value streams, capabilities, and information concepts

94

Business units linked to the business being divested should be considered in this scenario analysis

Scenario 8: Divestiture

95

Related business capabilities should be considered in this scenario analysis

Scenario 8: Divestiture

96

Value streams enabling those capabilities should be considered in this scenario analysis

Scenario 8: Divestiture

97

Customers tied to those business units should be considered in this scenario analysis

Scenario 8: Divestiture

98

Resources automating those capabilities and value streams should be considered in this scenario analysis

Scenario 8: Divestiture

99

Hit a wide variety of aspects within a given enterprise and the impacts can have ripple effects

Regulatory issues

100

Annual regulatory reviews by insurance, banking, and other industry regulatory bodies are becoming

Increasingly sophisticated

101

Under this scenario, an enterprise would need to establish a plan, engage relevant business units and partners, identify key documents, change impacted processes and establish a systems impact plan.

A change in a regulatory requirement

102

Business architecture supports regulatory changes by providing the

High-level and drill-down map of impacted aspects and artifacts of the business

103

Business policies to business capabilities mapping would be required in the planning and subsequent deployment for this scenario

Scenario 9: Regulatory Compliance

104

Business units tied to relevant capabilities mapping would be required in the planning and subsequent deployment for this scenario

Scenario 9: Regulatory Compliance

105

Information concepts tied to those capabilities mapping would be required in the planning and subsequent deployment for this scenario

Scenario 9: Regulatory Compliance

106

Value streams and supporting processes mapping would be required in the planning and subsequent deployment for this scenario

Scenario 9: Regulatory Compliance

107

Business units can engage in collaborative teams organized around a shared value stream, capability, or information concept to respond to

A new regulation as opposed to responding to an audit to verify compliance with existing regulations

108

The ability to react effectively and efficiently to __ is a huge challenge for organizations today

Changes in external and internal enterprise dynamics

109

Being able to do rapid analysis of changes and impacts across a highly transparent business ecosystem provides

rapid development of initiative roadmaps that can be rolled out quickly and cost effectively

110

Related impacts across processes, based on value stream/process decomposition and aggregation as discussed in the BIZBOK® Guide section 3.6 are impacts that business architecture allows views of in this scenario.

Scenario 10: Change Management

111

Capabilities impacted by a change to a value stream are impacts that business architecture allows views of in this scenario.

Scenario 10: Change Management

112

Information concepts impacted by a change to one or more capabilities are impacts that business architecture allows views of in this scenario.

Scenario 10: Change Management

113

The business units that need to be engaged based on capability / business unit mapping are impacts that business architecture allows views of in this scenario.

Scenario 10: Change Management

114

Additional resource impacts based on business/IT mapping, as discussed in the BIZBOK® Guide section 3.3 are impacts that business architecture allows views of in this scenario.

Scenario 10: Change Management

115

This scenario is characterized by management directives to find areas within the enterprise where spending can be reduced

Scenario 11: Operational Cost Reduction

116

This scenario may include capability-based realignment, value stream/process streamlining, business unit consolidation,or other factors.

Scenario 11: Operational Cost Reduction

117

Operational cost reduction may include __, __, __, or other factors.

Capability-based realignment, value stream/process streamlining, business unit consolidation

118

This scenario is characterized by the need to clearly define capability and value stream boundaries, ensuring that a given business knows its role while the partner knows its role

Scenario 12: Joint Venture Deployment

119

Joint venture deployment is characterized by the need to clearly define capability and value stream boundaries, ensuring

That a given business knows its role while the partner knows its role

120

Identifying customer-facing and non-customer-facing capabilities is one major aspect of this scenario

Scenario 12: Joint Venture Deployment

121

This scenario requires clear definition of stakeholder alignment across one or more value streams

Scenario 12: Joint Venture Deployment

122

Business architecture is particularly important in a scenario such as this one because it is unbounded by enterprise boundaries and offers a perspective that may be missing from traditional analysis approaches.

Scenario 12: Joint Venture Deployment

123

These may be shared across partner models, but it is important to know what is shared, what is not, and how to respond in each case.

Value streams and capabilities