With an understanding of how general business structures are organized, along with how those structures can be optimized through the principles of Business Architecture alignment, it is now possible to begin analyzing businesses that have embraced the ideas of business architecture principles and those that could benefit from this process. This transformation process can be difficult and costly if not done correctly. Like the Project Management Institute’s Project Management Body of Knowledge (PMBOK), Business Architecture is developing a similar body of knowledge project: the BIZBOK. (Attached the file, it might help)

Q. Identify 4 key areas covered in this overview that are of specific concern in the current business environment (both locally and globally) and why companies need to address or concentrate on these areas. 

Note: Write 500 words with intext citations and 4 references needed must.


Purpose of the BIZBOK® Guide

A Guide to the Business Architecture Body of Knowledge® (BIZBOK® Guide) provides an industry
standard framework for business architecture practitioners and individuals who wish to use
business architecture to address business challenges. This practical guide comes in the form of
best practices, gleaned from numerous companies and business architecture leaders.
Practitioners of business architecture understand the importance of having a comprehensive yet
user-friendly handbook for the growing number of organizations embracing this important

The BIZBOK® Guide benefits organizations at every stage of the business architecture practice.
The focus on practitioners is geared at advancing organizations that have already committed at
least some resources toward business architecture. Organizations just getting started can use it
as a means to establish a foundation for a solid business architecture practice. For those
organizations with an established business architecture practice, it enables deployment teams to
solidify best practices while incorporating aspects of business architecture that may have been
underemphasized in the past.

The BIZBOK® Guide also provides a complete picture of business architecture, tying together
various concepts, disciplines, principles, and best practices into an overall framework. In addition,
it has the capacity to incorporate and leverage a wide range of business practices and emerging
disciplines. As a result, it establishes the standard for building, deploying, and leveraging business
architecture within an organization. The BIZBOK® Guide is practitioner-driven, representing a
collective and growing body of contributions from business architecture practitioners across a
variety of industries worldwide.

What is Business Architecture?
Dating back to 2008 through 2016, business architecture was defined as “a blueprint of the
enterprise that provides a common understanding of the organization and is used to align
strategic objectives and tactical demands”.1 This definition was vetted repeatedly by multiple
standards committees and practitioners and stood the test of time, incorporating several
important elements that established both the foundation and the justification for business
architecture and related best practices.

As the discipline of business architecture matured, its role expanded across business and related
architecture domains. This increased visibility led to a cross-disciplinary desire for a common,

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revised definition that more accurately reflects the essence of business architecture and its
applicability to a business. In January 2017, the Business Architecture Guild® and a number of
related professional associations and industry standards organizations ratified new definitions
for business and related architecture disciplines. As a result of this holistic industry collaboration,
a new business architecture definition emerged as follows.

“Business architecture represents holistic, multidimensional business views of: capabilities, end-
to-end value delivery, information, and organizational structure; and the relationships among
these business views and strategies, products, policies, initiatives, and stakeholders”.2

This definition provides a more succinct articulation of foundational business architecture as well
as its ability to align and synchronize aspects of the business that range from strategic planning
through initiative deployment. While the definition has been updated to more accurately reflect
the practice, the value proposition remains consistent. The business architecture value
proposition is summarized as:

The value of business architecture is to provide an abstract representation of an enterprise and
the business ecosystem in which it operates. By doing so, business architecture delivers value as
an effective communication and analytical framework for translating strategy into actionable
initiatives. The framework also enhances the enterprise’s capacity to enact transformational
change, navigate complexity, reduce risk, make more informed decisions, align diverse
stakeholders to a shared vision of the future, and leverage technology more effectively.

A fundamental aspect of business architecture is that it represents a business ecosystem,
signifying that a business does not begin or end at the boundaries of the enterprise. A business
ecosystem is defined as “one or more legal entities, in whole or in part, that exist as an integrated
community of individuals and assets, or aggregations thereof, interacting as a cohesive whole
toward a common mission or purpose.”

The holistic, ecosystem focus ensures that business architecture can and should represent
customer, partner, and related external stakeholders; value stream perspectives that, in some
cases, exist in part outside of internal stakeholder’s line of sight; outsourced capabilities; and
value delivery from a multidimensional viewpoint. In effect, business architecture reflects
multidimensional aspects of a real-world business in an abstract format. Figure 1.1 depicts these
“abstractions” as high-level business domains within the business architecture.

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Figure 1.1: Aspects of the Business Represented by Business Architecture

Business architecture domains are business focal points used to establish formal abstractions
needed to represent a business. Business architecture domains form the basic building blocks of
business architecture and provide the basis for establishing a wide variety of business
abstractions, enabling business transparency.

Domains represented in figure 1.1 are related to each other in various ways. For example, a
business is broken down into business units, each of which has certain capabilities. Capabilities
enable stages within various value streams and require certain information. Organization,
capability, value streams, and information comprise the foundation of the business architecture.
These four “core” domains, represented by the inner circle in figure 1.1, are considered
foundational because they are relatively stable compared to other aspects of the business.

For example, a 100-year-old insurance company would have had similar capabilities as it does
today: Customer Management, Insurance Policy Management, and Claims Management. While
these capabilities would not have had automation 100 years ago, they still existed, along with
certain business units and value streams such as Settle Claim. The company would have also used
similar information such as Customer, Insurance Policy, or Claim, and the instances of these
domain categories tend to be relatively static.

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The extended set of business architecture domains, shown in the outer rim of the circle in figure
1.1, depicts aspects of the business that, in some cases, change more frequently than core
domain perspectives. These outer rim domain categories extend the business architecture in a
variety of ways. For example, stakeholders (such as customers, business partners, and various
internal stakeholders) are used to communicate who receives business value and participates in
the delivery of that value. These stakeholder categories may have existed long ago, but it is likely
that the specific stakeholders in each category have evolved. Similarly, the instances of products
being delivered may change frequently along with other domains such as strategy and policy. As
a result, updates to the instances of these business architecture domains would be more dynamic
than updates to instances of capabilities, information, or value streams.

In all cases, however, business architecture domain categories, once established for a given
business, have the capacity to absorb and represent a wide variety of business perspectives.
BIZBOK® Guide sections 2.2 through 2.5 outline how to build out business architecture core
domains while the remaining sections in part 2 discuss building out the extended domain
categories. Relationships among business architecture domains, represented through various
blueprints, provide the foundation for a robust, highly flexible business architecture that delivers
business transparency to address a wide variety of business needs.

Business architecture represents real-world aspects of a business, along with how they interact,
to help executives and other stakeholders answer commonly asked questions: who, what, where,
when, why, and how. Answers to these questions, derived from the business architecture, are
used to develop plans and make and implement business decisions. This understanding is the
essence of business architecture and a foundation for the material presented within the BIZBOK®
Guide. Of course, representing this information is one facet; making it useful to individuals who
need only a portion of this information at a given time and have little time or patience to sort
through the details introduces another aspect of business architecture: blueprints.

Blueprints are abstract representations of reality that represent a wide variety of viewpoints.
There are building blueprints, ship blueprints, and, within this discussion, business blueprints. A
given blueprint represents one view of the business. There are many types of business blueprints,
as shown in the examples in figure 1.2. These blueprints, along with numerous others, enable
organizations to visualize their business from a variety of perspectives, providing management
with information about a given aspect of the business within a specific context. For example, the
Balanced Scorecard, shown in figure 1.2, provides management with measures against certain
business goals and objectives.

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Figure 1.2: Business Architecture Represented Through Business Blueprints

One important difference between business architecture derived balanced scorecards,
dashboards, and related blueprints and traditional financial reporting is that business
architecture focuses on the essence, structure, and overall transparency of the business, not on
financial performance. Just as a blueprint of a ship would not provide statistics on top speed
attained on an Atlantic Ocean crossing or average speed per crossing, business architecture does
not provide financial analytics. Financial reporting systems will continue to produce financial
performance results for business teams. Business architecture, however, identifies how effective
the organization is in building financial analytics and where the organization can improve this
capability from a holistic perspective.

Business architecture opens up an entirely new level of business transparency that allows
management teams to streamline planning, evaluate the value of funded initiatives against
strategies, and craft more effective transformation roadmaps. This transparency is possible
because business architecture blueprints stem from a common vocabulary, standardized
framework, and shared knowledgebase. As such, dashboard results align in practice with value
streams, capabilities, information views, business objectives, key performance indicators,
initiatives, and related business viewpoints. As a result, executives, managers, planning teams,
analysts, and other stakeholders can view the business through a common lens — eliminating
much of the confusion found across business units, strategy sessions, and initiatives.








Value Streams


Business Architecture

Business Architecture

Balanced Scorecard

Organization Models

Supply Chain

Value Chain

Information Map

Process / Value
Stream Aggregation &


Business / IT
Domain Mappings

Blueprints Built on Common Foundation

Capability Map

Value Streams


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Business architecture is typically used alongside other business and operating models to enable
businesses to drive investments based on a shared view of the business. Too often, organizations
establish priorities and investments on a fragmented business perspective based on the needs of
individual business unit siloes. As shown in figure 1.3, the well-defined, ecosystem-wide
perspective provided by business architecture allows an organization to continually align its
operating model to a holistic business strategy, which, in turn, provides an organization holistic
views of operations, marketplace, and business activities that are often incomplete without
business architecture.

Figure 1.3: Business Architecture’s Alignment with the Operating Model

One misunderstanding that individuals new to business architecture often experience involves
confusion between business architecture and the operating model. As shown in figure 1.3, the
operating model is process, people, and technology focused. While useful for improving
efficiencies and costs as well as implementing detailed changes to the business and IT
environments, the operating model lacks the value-driven, capability-based, ecosystem-wide
perspective needed to deploy actionable strategies, ensure consistent policy compliance, and
optimize initiative investments.

The BIZBOK® Guide walks practitioners through the creation and application of business
architecture across various scenarios as well as the deployment and governance of the practices.
It also provides insights into how to use business architecture to achieve business goals through
an overall framework that integrates with business process, case management, business analysis,
and information technology disciplines.

Business Architecture Framework
Basic business architecture concepts and the ability to visualize this information in a variety of
ways is only part of the business architecture story. Organizing this information in useful ways
and being able to relate and combine these concepts require a foundational framework, shown

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in figure 1.3. The framework concept does not impose prescriptive or restrictive concepts into
the practice of business architecture. Rather, the framework provides a foundation that
organizations can build upon and customize based on unique business architecture
requirements, driven by real-world challenges.

Figure 1.4: The Business Architecture Framework

There are three important components within the business architecture framework: business
blueprints, business architecture scenarios, and the business architecture knowledgebase.

As previously noted, business blueprints deliver business transparency that enables and
streamlines business transformation across business units, capabilities, and stakeholders. The
degree of transparency delivered by these blueprints rarely exists in many organizations. As a
result, the participants in strategy planning sessions often miss the essential understanding of
how to maximize solution-related investments while ensuring that one business unit’s success
does not create problems for the enterprise as a whole.

For example, consider the company that was creating multiple, competing enrollment solutions
for the same customer base across multiple product lines. The projects could have succeeded in
principle, yet they created more complexity and dissatisfaction across the customer base.
Business architecture provides the transparency necessary to discover these issues in advance —
before money and goods are squandered. Essential business architecture blueprint building and
usage are outlined in detail in part 2 of the BIZBOK® Guide.

The framework also incorporates the concept of business architecture scenarios, which provide




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business transparency on specific business initiatives. Business architecture is applied differently
based on the type of scenario at hand. For example, a business team involved in a merger and
acquisition would require different information than another team considering how to stem
customer attrition. Applying business architecture through various business scenarios, thereby
leveraging blueprint views derived from the business architecture knowledgebase, enables
business teams to create and deploy a wide variety of transformation roadmaps. Because this
approach is based on a common view of the business across business units, it enables improved
executive sponsorship and more sustainable funding structures.

Sample scenario topics, a good many of which are covered in the BIZBOK® Guide, include:

• Investment Analysis
• Shift to Customer Centric Business Model
• Digital Transformation
• Merger and Acquisition Analysis
• New Product / Service Rollout
• Globalization
• Business Capability Outsourcing
• Supply Chain Streamlining
• Divestiture
• Regulatory Compliance
• Change Management
• Operational Cost Reduction
• Joint Venture Deployment
• Customer Experience Improvement
• IT Portfolio Investment Analysis

These business architecture scenarios define the collective set of initiatives, programs, and
projects that leverage business architecture. Of particular importance for each scenario is the
creation of a roadmap necessary to advance that particular scenario. Business architecture
scenario approaches are discussed in detail in part 4 of the BIZBOK® Guide and further
augmented by business architecture case studies in part 7.

The business architecture knowledgebase is used to store the information about the business
and is organized in concise ways that are customized to a given organization’s environment. For
example, corporations have divisions and departments while governments may use different
terminology. There are generic approaches to knowledgebase structure as well as organization-
specific approaches. For example, a government agency would have unique organizational
structures in comparison to a hospital or shipping company. Knowledgebase management is

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discussed in part 5 of the BIZBOK® Guide and is also incorporated into various blueprint

Business Architecture Principles
Business architecture is principle driven. A principle is an agreed upon truth that can guide one’s
reasoning. This approach offers practitioners a wide degree of latitude in the practice of
establishing and leveraging business architecture. Each major section has a set of principles that
guide actions associated with individual blueprints and related practice areas.

Core principles that apply to business architecture as a whole are listed below:

1. Business architecture is about the business.
2. Business architecture’s scope is the scope of the business.
3. Business architecture is not prescriptive.
4. Business architecture is iterative.
5. Business architecture is reusable.
6. Business architecture is not about the deliverables.

These statements emphasize a principle-based approach to business architecture that provides
practitioners the option to employ a variety of methods, visualization techniques, tools, and
governance concepts. The common thread is that each approach adheres to a foundational set
of principles that aligns the practice of business architecture without dictating how the work is
done or restricting the creativity of the practitioner. While using various portions of the BIZBOK®
Guide, particularly parts 2 and 3, look for the principles section that serves as a foundation for
best practices in that particular topic area.

Business Architecture’s Role in Strategy Execution
Business architecture plays a critical role in strategy execution, enabling it to be successful in new
ways by providing enterprise context and new levels of transparency from end-to-end for
decision-making. With a business architecture in place, it is possible to inform strategies with
new insights related to opportunities and impacts, effectively translate them into
comprehensive, actionable steps, as well as scope initiatives and ensure their alignment back to
the strategy – all in a coordinated way across business units. Figure 1.5 outlines an end-to-end
path for how strategies and other business direction are realized. This perspective is particularly
important because it places business architecture within a more strategic and holistic context,
where it is appropriately positioned between strategy and downstream planning and execution
activities. It is important to note that this path is initiated every time a stakeholder triggers the
need for business direction to be implemented in different scenarios, such as for a new strategy,
a business transformation, a significant regulatory change, or integration of a newly acquired

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organization. Business architecture plays an ongoing role and works in partnership with other
teams and disciplines. A series of business architecture-supported actions, shown as boxes below
each step, provides additional insights into to each step that identify what may be done to
achieve stakeholder value. These steps and actions are defined in appendix B.1.

Figure 1.5: Re-envisioning Strategy Execution to Ensure Successful Initiatives and Investments

The first step in figure 1.5 stresses the importance of establishing clear business motivations and
direction. The second step assesses the impact of that direction within a business architecture
context. Using business architecture, the third step establishes a clear view of the enterprise as
it relates to the current and target states of the business from viewpoints relevant to the scenario
at hand. This step additionally covers how related business disciplines help frame business

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solutions based on business priorities and related aspects of the business architecture. The fourth
step defines initiatives required to achieve the goals set in step one and implement the solutions
crafted in step three. The last step delivers the ultimate degree of stakeholder value — a
deployed solution and confirmation of success.

Note that while there is an action for addressing business-driven IT architecture definition under
step three, this path is not meant to encompass all aspects of a software development solution.
Inclusion of this action is merely meant to demonstrate that business solutions requiring IT
architecture planning and definition would do so within this step. Business/IT alignment concepts
are incorporated within part 6 of the BIZBOK® Guide.

The path in figure 1.5 is not a one-time event but one that will happen many times over based
on business issues that arise. In other words, this is a recurring strategy execution path that
organizations will be able to apply for years into the future as new and unique challenges arise.
The path leverages the three key aspects of the business architecture framework: blueprints,
scenarios, and the knowledgebase. Businesses typically employ customized versions of this path,
framing their ability to move from a strategic plan through solution deployment.

The BIZBOK® Guide Content Summary

The BIZBOK® Guide is organized into eight major parts and a series of supporting appendices. A
part may be divided into several sections. An overview of the BIZBOK® Guide is shown below.

• Part 1: Introduction – Provides an overview of the BIZBOK® Guide as incorporated

• Part 2: Business Architecture Blueprints – Includes detailed mapping discussion of
common business blueprints along with guidelines for how to use these blueprints in

o Section 2.1: Business Strategy Mapping – Discusses how business strategy and
objectives play a role within business architecture.

o Section 2.2: Capability Mapping – Details the definition, benefits,
development, and use of business capabilities in planning and other business
areas. The section also includes information about building the capability map
and mapping capabilities to other aspects of the business.

o Section 2.3: Organization Mapping – Discusses mapping organizational
structures into the business architecture and covers business unit mapping
and inclusion of various stakeholders into the business architecture.

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o Section 2.4: Value Mapping – Outlines the definition, benefits, development,
and detailed value stream mapping approaches and their use in context of
business planning, transformation, and related initiatives.

o Section 2.5: Information Mapping – Provides a business perspective of
information and its role in business architecture and delivering business value.

o Section 2.6: Initiative Mapping – Discusses approaches for visualizing business
initiatives within the context of business architecture, including viewing
initiatives in light of the impact on capabilities, value streams, and delivering
business objectives.

o Section 2.7: Product Mapping – Maps a business’ products and cross-maps
them to other aspects of business architecture, including the capabilities they
enable or deliver.

o Section 2.8: Stakeholder Mapping – Identifies stakeholder definition, business
criticality, role in business planning and value determination, and formal
mapping to value streams.

o Section 2.9: Policy Mapping – Outlines approaches to organizing and aligning
business policies, a critical business perspective in heavily regulated corporate
sectors and government agencies.

• Part 3: Business Architecture Practice Guide – Provides perspectives on a wide variety
of business architecture practices, like getting started, governance, business model
mapping, mapping to related business disciplines, and tooling options.

o Section 3.1: Common Approaches for Getting Started – Discusses how to get
started with business architecture and outlines a typical timeline from
business planning through deployment.

o Section 3.2: Business Architecture Governance – Incorporates best practices
for governing business architecture within an enterprise. Topics include team
alignment, role definition, and collaborative governance across a business.

o Section 3.3: Business Architecture and Business Models – Discusses how to
use business architecture to interpret business models to achieve actionable
results, where a business model describes the rationale of how an organization
creates, delivers, and captures value.

o Section 3.4: Business Architecture and Business Process Modeling and
Management – Discusses the relationship between business architecture and
business process management.

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o Section 3.5: Business Architecture and Case Management – Outlines the
important business design concept and how business architecture provides a
framework for delivering case management solutions in practice.

o Section 3.6: Business Architecture and Lean Six Sigma – Provides guidelines
for aligning Lean Six Sigma, a widely used discipline for improving business
performance, to business architecture.

o Section 3.7: Business Architecture and Business Performance Management
– Introduces the role of business architecture in measuring and improving
business performance.

o Section 3.8: Business Architecture and Requirements Alignment – Discusses
how business architecture is used to inform, frame, and improve business
requirements analysis.

o Section 3.9: Business Architecture Maturity Model™ – Provides an overview
of a framework for evaluating the overall maturity of a business architecture
practice and deployment. It also provides a summary perspective of business
architecture maturity and introduces appendix B.3, which contains the
complete Business Architecture Maturity Model™ (BAMM™).

o Section 3.10: The Role of the Business Architect – Outlines what business
architecture means for the individuals who practice the discipline.

o Section 3.11: Business Architecture and Strategy Execution – Places business
architecture within a more transparent and holistic context and provides an
overview of how it enables strategy execution.

• Part 4: Business Architecture Scenarios – Focuses on best practices for addressing
common business scenarios, including the list identified in this section and additional
scenarios to be added over time.

• Part 5: Business Architecture Infrastructure Management – Discusses the
foundational infrastructure for organizing business architecture artifacts.

o Section 5.1: The Business Architecture Knowledgebase – Overviews how to
organize and manage business architecture concepts and artifacts using a
formal mapping approach.

o Section 5.2: Business Architecture Tooling Options – Outlines business
architecture tool categories that can be leveraged to enable and improve
business architecture blueprint creation and related practices.

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• Part 6: Business Architecture and IT Architecture Alignment – Discusses various
approaches for aligning business architecture and IT architecture in order to deliver IT
solutions that more effectively meet the needs of the business.

o Section 6.1: Business Architecture and IT Architecture Alignment Overview –
Introduces the overall approach and context for business architecture / IT
architecture alignment, including a summary of mapping approaches.

o Section 6.2: Business Architecture and Enterprise Architecture Framework
Alignment – Provides guidelines for using business architecture within the
context of enterprise architecture, with a specific focus on enterprise
architecture frameworks that include Open Group’s TOGAF®.

o Section 6.3: Business Architecture and SDLC – Describes a basis for
articulating how business architecture provides input to the System
Development Lifecycle.

o Section 6.4: Capability and Application Portfolio Management – Provides a
business-value-oriented approach to application portfolio management.

o Section 6.5: Business Architecture and SOA Alignment – Discusses the use of
business capabilities in informing and articulating service-oriented
architecture from a business perspective.

o Section 6.6: Business Information and IT Architecture Alignment – Outlines
how business information, as defined in section 2.5, impacts the evolution of
IT data and application architectures.

o Section 6.7: Business Architecture and Solution Architecture – Outlines the
use of business architecture as a means of informing and influencing solution

o Section 6.8: Business Architecture and IT Architecture Transformation –
Outlines how businesses can achieve business-driven, business/IT architecture

• Part 7: Business Architecture Case Studies – Showcases real-world examples and
lessons learned from using business architecture to solve business issues. Case studies
will be added to part 7 on an ongoing basis.

o Section 7.1: Business Architecture Guild® Case Study – Reflects ongoing
efforts of the Business Architecture Guild® to establish and leverage business
architecture to manage its own business.

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o Section 7.2: Manufacturing Company Case Study – Looks at how business
architecture has been applied at a worldwide manufacturing company.

o Section 7.3: Government Agency Case Study – Reveals how business
architecture was applied at a provincial government agency.

o Section 7.4: Financial Services Case Study – Reveals how business architecture
was applied at a financial services organization to help define importance and
scope of solution design.

• Part 8: Industry Reference Models – Presents industry reference models that serve
as a baseline for building a business architecture. It categorizes reference models by
vertical industry and includes a variety of business architecture blueprint categories.
Reference models are built and published incrementally, representing progress across
vertical industries. The number and type of vertical industries defined in this section
will grow, along with the breadth and depth of reference models.

o Section 8.1: Financial Services Industry Reference Model – Represents a
cross-section of financial industry subsets.

o Section 8.2: Manufacturing Industry Reference Model – Provides a baseline
for manufacturing companies focused on producing and moving products.

o Section 8.3: Healthcare Industry Reference Model – Focuses on the
healthcare provider and related business architecture perspectives that would
be useful to that industry.

o Section 8.4: Member-Based Association Reference Model – Provides a
member-based association reference model, which is based on the business
architecture established for the Business Architecture Guild®.

o Section 8.5: Insurance Reference Model – Provides a baseline for insurance
companies, across different sub-verticals, focused on mitigating risk and
providing coverage and payment products.

o Section 8.6: Common Reference Model – Provisions vertical industry sector
independent views of common value streams, strategic and supporting
capabilities, and related business abstractions.

o Section 8.7: Transportation Reference Model – Provides vertical industry
sector reference model content for a cross-section of shipping, passenger, air,

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rail, ship, vehicle, logistics, and other transport related business models,
including international, regional, and urban transport.

o Section 8.8: Government Industry Reference Model – Produces a baseline
business architecture that is meaningful and useful to organizations seeking to
formally represent a defined ecosystem within the government sector.

• Appendices

o Appendix A: Glossary – Summarizes terms and definitions used throughout
the BIZBOK® Guide.

o Appendix B.1: Strategy Execution Path with Business Architecture Role
Definition – Defines the strategy execution path, steps, and enabling business
architecture actions found in the example in figure 1.5.

o Appendix B.2: Business Architecture Roles and Competencies – Provides a list
of business architecture roles and competencies typically found in a mature

o Appendix B.3: Business Architecture Maturity Model™ – Contains the
Business Architecture Maturity Model™ (BAMM®) with a summary of detailed
categories and as an overview of related metrics.

o Appendix B.4: Business Architecture Metamodel – Contains an expanded
view of the work-in-progress, business architecture metamodel, along with a
summary of selected relationships.

o Appendix B.5. Dynamic Rules-Based Routing Map Examples – Provides an
expanded example of a routing map and routing map worksheet used to
define events and actions associated with case management.

o Appendix B.6. Alternative Value Mapping Approaches – Outlines alternative
value mapping approaches, including the Porter value chain, value network,
and lean value stream.

o Appendix B.7. Business Architecture Tool Evaluator™ – Provides an overview
of the tool evaluator worksheet, which enables businesses to assess one or
more business architecture tools to determine suitability to their practice.

o Appendix C: Study Questions – Provides study questions, which have been
added incrementally for certain sections.

o Appendix D: Version History – Tracks changes to the BIZBOK® Guide, including
updates added to the latest release and prior releases.

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o Appendix E: Editorial Board and Contributors – Provides a list of BIZBOK®
Guide contributors.

The Business Architecture Guild®
A Guide to the Business Architecture Body of Knowledge® (BIZBOK® Guide) will continue to
expand and incorporate an evolving set of best practices emerging in the field. This effort will be
accomplished through membership participation in the Business Architecture Guild®, a not-for-
profit organization of business architecture practitioners. The Guild is dedicated to advancing the
profession of business architecture. The BIZBOK® Guide represents the consensus, formalization,
and documentation of best practices and knowledge from active members of the Guild.

As this document continues to evolve, comments, corrections, and new contributions from Guild
members are appreciated. If you are interested in contributing content, including BIZBOK® Guide
updates, go to the Guild’s website and consider joining or helping start a collaborative member

For more information, go to www.businessarchitectureguild.org.

1 OMG Business Architecture Special Interest Group, http://bawg.omg.org.

2 “Recommendation of FEAPO Taxonomy Working Group for adoption of definitions.” Federation of Enterprise
Architecture Professional Organizations (FEAPO) Plenary Meeting and subsequent vote. January 14, 2017.
pdf. www.feapo.org.

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  • 0_Cover_v8.5_2_5_20_FINAL
  • 0.1_Copyright_v8.5_2_5_20_FINAL
  • 0.2_Table_of_Contents_2-20-19_v7.5_FINAL
      • Part 1. Introduction 1
      • Part 2. Business Architecture Blueprints x
      • Part 3. Business Architecture Practice Guide x
      • Part 4. Business Architecture Scenarios x
      • Part 5. Business Architecture Infrastructure Management x
      • Part 6. Business Architecture and IT Architecture Alignment x
      • Part 7. Business Architecture Case Studies x
      • Part 8. Industry Reference Models x
      • Appendices
  • 1.0_Introduction_v8.0_8-5-19_FINAL
    • Purpose of the BIZBOK® Guide
    • What is Business Architecture?
    • Business Architecture Framework
    • Business Architecture Principles
    • Business Architecture’s Role in Strategy Execution
    • The BIZBOK® Guide Content Summary
    • The Business Architecture Guild®
  • 2.0_BA_Blueprints_11-1-14_v4.1_FINAL
    • Part 2 – Section Overview
    • Using Part 2
    • Part 2 Summary
  • 2.1_Business_Strategy_Mapping_v8.5_2_4_20_FINAL
    • Defining Business Strategy Mapping
      • Using Business Architecture for Strategy Justification
    • Strategy and Organization Structure
    • Planning vs. Design Approach
    • Benefits of Strategy Mapping
    • Principles of Strategy Mapping
    • Strategy Mapping Frameworks Overview
      • Ansoff Product/Market Grid
      • SWOT Analysis
      • Five Forces Model
      • Norton Kaplan Strategy Map
      • Business Motivation Model
      • Hoshin Kanri Map
    • Strategy Mapping and Interpretation: Distillation and Interpretation
      • 1. Distilling Strategy via Objective Mapping
      • 2. Linking Objectives to Capability and Value Perspective
      • 3. Linking Objectives to the Environment
    • Approach to Strategy Mapping
      • Strategy Mapping Template
      • Strategy Mapping Guidelines
    • Business Strategy Impact Analysis Mapping Template
      • Business Strategy Impact Analysis Guidelines
    • Summary
  • 2.2_Capability_Mapping_v8.5_1-21-20_FINAL
    • Defining the Business Capability
      • Deconstructing Business Capability
      • The Capability Instance
      • Capability Behavior
    • Benefits of Using Business Capabilities
    • Principles of Business Capability
    • How to Do Capability Mapping
      • Summary of Approaches
      • Capability Leveling
      • Capability Map Stratification
      • Organizing the Capability Mapping Team
      • Identifying and Articulating Business Capabilities
      • Leveraging Industry Reference Models
      • Leveraging Capability Mapping Templates
    • Capability Mapping Guidelines
      • Drafting a Level 1 Capability Map
      • Decomposing the Capability Map
      • Building Capability Definitions
      • Validating and Socializing the Capability Map
      • Packaging and Publishing the Capability Map
    • Sample Capability Decomposition Walkthrough
      • Decomposing a Level 1 Capability Map
      • Decomposing Capabilities Levels 2-n
        • Agreement Structuring Capability – Decomposition Example
        • Agreement Matching Capability – Decomposition Example
        • Work Management Capability – Decomposition Example
    • Capability Mapping Best Practices
      • Capability Naming and Decomposition Practices
      • Capability Matching Practices
      • Grammatical Practices
    • Heat Mapping and Attributing the Capability Map
      • Heat Mapping the Capability Map
      • Further Attributing the Capability Map
    • Capability/Organization Mapping
    • Capability/Value Stream Mapping
    • Using the Capability Map for Business Planning and Transformation
    • Capability-Based Investment Analysis
    • Defining Capability within the Business Architecture Knowledgebase
    • Summary
  • 2.3_Organization_Mapping_v8.0_8-5-19_FINAL
    • Defining the Organization Map
      • Organization Mapping: Background and Approaches
    • Benefits of Organization Mapping
    • Principles of Organization Mapping
    • How to Do Organization Mapping
      • Organization Mapping Template
      • Organization Mapping Guidelines
    • Designing Enhanced Organization Maps
      • Business-Unit-to-Business Unit Mapping
      • Business-Unit-to-Location Cross-Mapping
      • Organization Mapping and Third-Party Extensions
      • Business Unit-to-Capability Cross-Mapping
      • Organization Mapping with Collaborative Teams, Capabilities, and Third Parties
      • Organization Mapping Showing Value Flows
    • Defining Organization within the Business Architecture Knowledgebase
    • Using the Organization Map for Business Planning and Transformation
    • Summary
  • 2.4_Value_Mapping_v8.5_2_3_20_FINAL
    • Defining Value, Value Proposition, and Value Item
      • The Value Proposition
      • The Value Item
    • Value Stream Origins and Intent
    • Benefits of Using Value Streams
    • Principles of the Value Stream
    • Value Stream Mapping
      • Breaking Down the Value Stream
      • Value Stream Stage Decomposition
      • Value Stream Navigation Concepts
    • Value Stream Mapping Guidelines
    • Drafting Value Streams
    • Multiple Parallel Value Stream Concept
    • Value Stream Heat Mapping
    • Value Stream/Capability Cross-Mapping
      • Value Stream/Capability Cross-Mapping Blueprint and Uses
      • Value Stream/Capability Cross-Mapping Template and Guidelines
    • Value Stream / Business Process Mapping
    • Defining the Value Stream within the Business Architecture Knowledgebase
    • Value Stream Usage Scenarios
    • Value Mapping Summary
  • 2.5_Information_Mapping_v8.0_8-12-19_FINAL
    • Background
      • What is Business Information?
      • The Lifecycle of Information
    • Identifying Information Concepts
    • Introduction to the Information Map
    • Benefits of Information Mapping
    • Principles of Information Mapping
    • How to Do Information Mapping
      • The Information Map Template
      • Information Mapping Guidelines
        • Step 1 – Identify information concepts
        • Step 2 – Categorize information concepts
        • Step 3 – Define information concepts
        • Step 4 – Identify information concept types
        • Step 5 – Identify information concept relationships
        • Step 6 – Identify information concept states
        • Step 7 – Identify information concept usage
    • Information Map Evolution and Deployment
    • Heat Mapping the Information Map
    • Using the Information Map for Business Planning and Transformation
      • Information Mapping Usage Scenario: Mapping Program Scope
    • Defining the Information Concept in the Business Architecture Knowledgebase
    • Summary
  • 2.6_Initiative_Mapping_1-29-18_v6.5_FINAL
    • Defining the Initiative Map
      • Elements of the Initiative Map
      • The Initiative
      • Objectives and the Initiative Map
    • Benefits of Initiative Mapping
    • Principles of Initiative Mapping
    • Initiative Mapping Guidelines
    • Initiative Mapping Approaches
      • Framing Scope, Building Inventory
      • Initiative Mapping to Organization
    • Initiative Mapping to Business Objectives
    • Initiative Mapping to Value Streams
    • Initiative Mapping to Business Capabilities
      • Using Business Architecture for Initiative Planning and Roadmap Definition
    • Initiative Mapping in Portfolio Management Context
      • Overview of Classic Modern Portfolio Theory
      • Using Initiative Mapping for Strategic Portfolio Analysis
      • Using Initiative Maps to Govern In-flight Initiatives
    • Defining Initiative within the Business Architecture Knowledgebase
    • Summary
  • 2.7_Product_Mapping_v8.0_8-12-19_FINAL
    • Defining the Product Concept
      • Baseline Product Concepts
      • Additional Product Concepts
    • Benefits of Product Mapping
    • Basic Product Mapping Concepts
    • Principles of Product Mapping
    • How to Do Product Mapping
      • Organizing the Product Mapping Team
      • Product Mapping Guidelines
      • Basic Product Mapping Steps
      • Product/Capability Enablement Mapping
      • Business Unit, Capability, Product Mapping
      • Additional Product Mapping Scenarios
    • Defining Product within the Business Architecture Knowledgebase
    • Using the Product Map for Business Planning and Transformation
    • Summary
  • 2.8_Stakeholder_Mapping_1-29-18_v6.5_FINAL
    • Defining the Stakeholder
    • Benefits of Stakeholder Mapping
    • Principles of Stakeholder Mapping
    • How to Do Stakeholder Mapping
      • A Value-Oriented Perspective on Stakeholder
      • Stakeholder Relationship Definitions
      • Stakeholder Definition: The Stakeholder Mapping Template
      • Stakeholder Mapping Guidelines
      • Sample Populated Stakeholder Mapping Template
      • Stakeholder Relationship to the Capability and Information Map
    • Stakeholder Usage Scenarios
    • Defining Stakeholder Within the Business Architecture Knowledgebase
    • Summary
  • 2.9_Policy_Mapping_7-10-2018_v7.0_FINAL
    • Policy Definition and Role in Business
    • Policy Mapping Benefits
    • Policy Mapping Principles
    • Policy Mapping Guidelines
    • Drafting the Policy Map
    • Policy Mapping Usage Scenarios
    • Defining Policy within the Business Architecture Knowledgebase
    • Summary
  • 3.00_BA_Practice_1-29-18_v6.5_FINAL
    • Part 3 – Section Overview
    • Using Part 3
    • Part 3 Summary
  • 3.01_Common_Approaches_Getting_Started_1-5-17_v5.5_FINAL
    • Determine Business Architecture Objectives
    • Communicate Business Value
    • Assess Opportunities to Leverage Business Architecture
    • Establish Business Architecture Governance Structure
    • Establish Business Architecture Baseline
    • Leverage Business Architecture in Initiative Planning
    • Expand Business Architecture
    • Refine Business Architecture Governance and Deployment
    • Formalizing the Business Architecture Team
    • Summary
  • 3.02_BA_Governance_v8.0_8-4-19_FINAL
    • Business Architecture Team: Role Definition
      • Business Architecture Roles and Competencies
      • The Business Architect
      • Business Sponsor
      • Business Architecture Team Leader
      • Business Architecture Team Subject Matter Expert
      • Architecture Mapping Expert
      • Mentor
    • Organizational Alignment and Principle-Oriented Governance
      • Purpose- and Principle-Orientation
      • Escalation Model
    • Scaling Up Business Architecture Efforts
    • The Business Architect Competency Model
    • Quality and Standards Adherence
    • Summary
  • 3.03_Business_Models_6-3-2016_v5.0_final
    • Business Model Frameworks
    • The Business Model Canvas
    • Business Model and Business Architecture Framework Alignment
    • Business Model/Business Architecture Framework Alignment and Mapping Principles
    • Business Model / Business Architecture Mapping in Practice
      • The scenarios presented here represent examples of business architecture practitioners using business models and business architecture blueprints together, and using the mapping concepts discussed in the previous sections to support specific business …
      • Scenario 1: A smartphone technology supplier strategizes to turn around a revenue decline
      • Scenario 2: A publisher of auto repair maintenance manuals looks to diversify
    • Summary
  • 3.4_BPM_v8.5_2_4_20_FINAL
    • Background on Business Architecture and Business Processes
    • Benefits of Aligning Business Processes with Business Architecture
    • Principles of Aligning Business Processes with Business Architecture
    • Business Architecture / Business Process Mapping
      • Value Stream to Business Process Mapping
      • Value Stream to Capability Mapping Comparison
      • Value Streams, Capabilities, and Business Processes: An Integrated Approach
      • Multidimensional Mappings
      • Formalizing Business Architecture and Business Process Mappings
    • Business Architecture / Business Process Analysis Techniques
      • Current-State Process Analysis
      • Business Process Linking and Dependency Analysis
      • Business Process Aggregation and Decomposition
    • Business Architecture / Business Process Usage Scenarios
      • Issue Analysis and Resolution Scenario
      • Future State Design Scenario
    • Summary
  • 3.05_BA_and_Case_Management_6-8-15_v4.5_FINAL
    • Defining Case Management
    • Aligning Case Management and Business Architecture
      • Case Management and Business Architecture Alignment Principles
      • Case Management and Business Architecture Alignment Guidelines
    • Applying Case Management and Business Architecture in Practice
      • Value Stream / Case Management Mapping
      • Case Management Capability Definition
      • Dynamic Rules-Based Routing
      • Tracking Case Work Using a Business Architecture / Case Management Framework
    • Summary
  • 3.06_BA_and_Lean_Six_Sigma_11-1-14_v4.1_FINAL
    • Why Align Business Architecture and Lean Six Sigma?
    • What is Lean Six Sigma?
    • Business Architecture / Lean Six Sigma Alignment
      • Alignment Objectives
      • Alignment Principles
    • Business Architecture / Lean Six Sigma Alignment Mapping
      • Mapping Approach
      • Mapping Benefits
      • Mapping Guidelines
      • Lean Six Sigma and Value Stream / Capability Mapping Examples
    • Deploying Complementary Views of Business Architecture and Lean Six Sigma
    • Summary
  • 3.07_BA_and_Business Performance_Management_11-1-14_v4.1_FINAL
    • Why does Business Performance Management Matter to Business Architecture and Strategy?
    • Benefits of Business Performance Measurement
    • Business Performance Measurement Principles
    • Balanced Scorecard
    • Business Architecture and Business Performance Measurement
    • Using Business Architecture to Establish Business Performance Metrics
      • Performance Metrics Applied to Business Initiative
    • Summary
  • 3.08_BA_and_Requirements_Alignment_1-29-18_v6.5_FINAL
    • Why Requirements Alignment
    • Benefits of Business Architecture and Requirements Alignment
    • Principles of Business Architecture and Requirements Alignment
    • Business Architecture and Requirements Alignment
      • Requirements Alignment with Information
      • Requirements Alignment with Value Streams
      • Requirements Alignment with Organization
      • Requirements Alignment with Products
    • Business Architecture and Requirements Alignment in Practice
    • Business Architecture and Requirements Alignment: Guidelines
    • Requirements Tracking in the Business Architecture Knowledgebase
    • Summary
  • 3.09_BA_Maturity_Model_1-29-18_v6.5_FINAL
    • What is a Maturity Model?
    • Whenever a business architecture practitioner is setting up a new discipline, it is always a good idea to consider the methods to measure value. One of the means by which value is measured is through the development and deployment of a maturity model….
    • The Business Architecture Maturity Model™
    • Business Architecture Maturity Model™ Benefits
      • Defining the Maturity Model Levels
    • Maturity and Business Architecture Integration with Related Disciplines
    • Business Architecture Maturity Principles
    • Business Architecture Maturity Assessment Guidelines
    • Measuring Business Architecture Maturity and Stakeholder Value
    • Summary
  • 3.10_The_Role_of_the_Business_Architect_1-5-17_v5.5_FINAL
    • Benefits of Business Architect Role Definition
    • Business Architect Competencies
    • Business Architect Role
    • Business Architect Interactions
    • Summary
  • 3.11_BA_and_Strategy_Realization_v8.0_8-5-19_FINAL
    • Why Focus on Strategy Execution
    • Benefits of Using Business Architecture for Strategy Execution
    • Principles of Using Business Architecture for Strategy Execution
    • Strategy Execution Using Business Architecture
    • Integrating Business Architecture into Strategy Execution in Practice
    • Summary
  • 4.0_BA_Scenarios_11-1-14_v4.1_FINAL
    • Scenario 1: Investment Analysis
      • Role of Business Architecture
    • Scenario 2: Shift to Customer Centric Business Model
      • Role of Business Architecture
    • Scenario 3: Merger & Acquisition Analysis
      • Role of Business Architecture
    • Scenario 4: New Product/Service Rollout
      • Role of Business Architecture
    • Scenario 5: Globalization
      • Role of Business Architecture
    • Scenario 6: Business Capability Outsourcing
      • Role of Business Architecture
    • Scenario 7: Supply Chain Streamlining
      • Role of Business Architecture
    • Scenario 8: Divestiture
      • Role of Business Architecture
    • Regulatory Compliance
      • Role of Business Architecture
    • Scenario 10: Change Management
      • Role of Business Architecture
    • Scenario 11: Operational Cost Reduction
      • Role of Business Architecture
    • Scenario 12: Joint Venture Deployment
      • Role of Business Architecture
    • Scenario Summary
  • 5.0_BA_Infrastructure-Management_11-1-14_v4.1_FINAL
    • Part 5 – Section Overview
      • Section 5.1: The Business Architecture Knowledgebase
      • Section 5.2: Business Architecture Tooling Options
    • Using Part 5
    • Summary
  • 5.1_BA_Knowledgebase_v8.5_2_3_20_FINAL
  • 5.2_BA_Tooling_Options_6-22-17_v6.0_FINAL
    • Business Architecture Tool Criteria
      • Capture
      • Manage
      • Communicate
      • Share
    • Current State of Tooling Options
      • Category One: Desktop Tools
      • Category Two: High-end Enterprise Architecture Tools
      • Category Three: Lightweight Business Architecture Tools
    • Business Architecture Tool Selection
  • 6.0_BA_and_IT_Architecture_Alignment_11-1-14_v4.1_FINAL
  • 6.1_BA_and_IT_Architecture_Alignment_Overview_6-22-17_v6.0_FINAL
    • IT Strategy vs. Architecture Alignment
    • IT Architecture Overview
      • Application Architecture
      • Data Architecture
      • Shadow Systems
      • Technical Architecture
    • Business/IT Architecture Alignment Benefits
    • Business/IT Architecture Alignment Principles
    • Business/IT Architecture Mapping
      • Mapping Concepts Overview
      • Business/IT Architecture Mapping Guidelines
      • Business/IT Architecture Alignment Usage Scenarios
    • Summary
  • 6.2_BA_and_EA_Framework_Alignment_2-13-19_v7.5_FINAL
    • Why Align Business Architecture and Enterprise Architecture
    • Enterprise Architecture
      • Architectural Foundations
      • Enterprise Architecture Foundations
        • Business Architecture
        • Data Architecture
        • Application Architecture
        • Technical Architecture
      • Business Architecture and Enterprise Architecture Relationship Analysis
    • Benefits and Principles of Business Architecture/Enterprise Architecture Alignment
      • Business Architecture / Enterprise Architecture Alignment Benefits
      • Business Architecture / Enterprise Architecture Alignment Principles
    • Architecture Frameworks
    • The Zachman Framework™
      • Classification Names
      • Primitives
      • Composites
      • Business Architecture / Zachman Framework™ Mapping
    • The Open Group Architecture Framework
      • Adapting the TOGAF® ADM
      • TOGAF® ADM Phase A: Alignment Guidelines
      • TOGAF® ADM Phase B: Alignment Guidelines
        • Overview
        • Approach
        • Inputs
        • Outputs
      • DoDAF/MODAF
    • Summary
  • 6.3_BA_and_SDLC_11-1-14_v4.1_FINAL
    • Defining the System Development Lifecycle
    • Benefits of Aligning SDLC to Business Architecture
    • Principles of SDLC/Business Architecture Alignment
    • SDLC/Business Architecture Guidelines
    • Summary
  • 6.4_Capability_and_Application_Portfolio_Management_11-1-14_v4.1_FINAL
    • Why Capability/Application Portfolio Management
    • Overview of Application Portfolio Management
    • Benefits of Applying Capability Mapping to Application Portfolio Management
    • Principles of Capability/Application Portfolio Management
    • Capability/Application Portfolio Management Alignment
      • Capability/Application Mapping
      • Capability/APM Alignment Guidelines
    • Capability/Application Portfolio Management Usage Scenarios
    • Summary
  • 6.5_BA_and_SOA_Alignment_6-22-17_v6.0_FINAL
    • Why Business Architecture / SOA Alignment
    • Overview of Service-Oriented Architecture
    • Benefits of Business Architecture / SOA Alignment
    • Principles of Business Architecture / SOA Alignment
    • Business Architecture / SOA Alignment
      • Business Architecture / SOA Alignment Approach
      • Business Architecture / SOA Alignment Guidelines
    • Business Architecture / SOA Alignment Usage Scenarios
    • Summary
  • 6.6_BA_and_IT_Architecture_Alignment_11-1-14_v4.1_FINAL
    • Why Align Business Information and IT Architecture
    • Business Information Impacts on IT Application & Data Management
      • Data Management
    • Benefits of Business Information and Data Management Alignment
    • Principles of Business Information and Data Architecture Alignment
    • Business Information / Data Management Mapping
      • What data is needed by the business?
      • What does the data look like?
      • Where and how often to get the data?
      • Who gets to change or delete the data?
      • Who gets to view the data?
      • How will the data be presented to various viewers?
      • How will the quality of the data be assured?
      • Business Information / Data Architecture Alignment Guidelines
    • Summary
  • 6.7_BA_and_Solution_Architecture_9-11-15_v4.6_FINAL
    • Defining Solution Architecture
    • Benefits of Aligning Solution Architecture to Business Architecture
    • Principles of Solution Architecture / Business Architecture Alignment
    • Solution Architecture / Business Architecture Guidelines
    • Summary
  • 6.8_BA_and_IT_Architecture_Transformation_6-22-17_v6.0_FINAL
    • Why Business/IT Architecture Transformation
    • Overview of Business/IT Architecture Transformation
    • Benefits of Business/IT Architecture Transformation
    • Principles of Business/IT Architecture Transformation
    • Business/IT Architecture Transformation
      • Framing a Transformation Strategy
      • Business/IT Architecture Transformation Guidelines
    • Business/IT Architecture Transformation Usage Scenarios
    • Summary
  • 7.0_Case_Study_6-3-16_v5.0_FINAL
  • 7.1_Business_Architecture_Guild_Case_Study_1-5-17_v5.5_FINAL
    • The Organization
    • Our Approach
      • Determine Business Architecture Objectives
      • Communicate Business Value
      • Establish a Governance Structure
      • Build a Baseline Business Architecture
    • Organization Map
    • Capability Map
    • Value Map
    • Information Map
    • Business Results
    • Key Insights
  • 7.2_Manufacturing_Company_Case_Study_1-5-17_v5.5_FINAL
    • The Organization
    • Current Situation
    • Our Approach
    • Business Results
    • Key Insights
  • 7.3_Government_Agency_Case_Study_6-8-16_v5.0_FINAL
    • The Organization
    • Current Situation:
    • Our Approach:
      • Stakeholder Interactions
      • Strategic Drivers and Business Capabilities
      • Value Streams
      • Framework for Case Management
      • Transformation Framework
      • Business Results
      • Next Steps
      • Lessons Learned
        • Value
        • Fit
        • Communication
  • 7.4 Financial_Services_Case_Study_1-5-17_v5.5_FINAL
    • The Organization
    • Current Situation
    • The Approach
    • Business Results
    • Conclusion
  • 8.0_Industry_Reference_Models_2-24-19_v7.5_FINAL
  • 8.1_Financial_Services_Ref_Model_v8.5_1_24_20_FINAL
    • Capability Map
    • Value Streams
      • Establish Financial Agreement Value Stream
      • Develop and Launch Product Value Stream
        • Develop and Launch Product Value Stream / Capability Cross-Map
      • Trade Financial Instrument Value Stream
    • Information Map
    • Organization Map
    • Stakeholder Map
    • Bringing It All Together
      • Scenario 1: Financial Account Onboarding
      • Scenario 2: Obtaining a Retailer-Branded Credit Card
    • Future Reference Model Plans
  • 8.2_Manufacturing_Industry_Reference_Model_8_19_18_FINAL
    • Capability Map
    • Value Streams
      • Develop Product Value Stream
      • Manufacture Product Value Stream
      • Acquire Product Value Stream
      • Execute Operation Value Stream
      • Deploy Facility Value Stream
    • Future Reference Model Plans
  • 8.3_Health_Care_Provider_Reference_Model_v8.5_2_4_20_FINAL
    • Capability Map
    • Value Streams
    • Future Reference Model Plans
  • 8.4_Member-Based_Association_Industry_Reference_Model_6-6-16_v5.0_FINAL
  • 8.5_Insurance_Reference_Model_v8.5_1-20-20_FINAL
    • Capability Map
    • Value Streams
      • Acquire Coverage Value Stream
      • Settle Claim Value Stream
      • Recover Assets Value Stream
      • Optimize Reserves Value Stream
    • Stakeholder Map
    • Information Map
    • Usage Scenarios
      • Scenario Example: Acquiring Insurance Coverage Online
      • Scenario Example: Making a Claim via a Web Portal
    • Future Insurance Reference Model Plans
  • 8.6_Common Ref Model_v8.5_2_3_20_FINAL
    • Capability Map
    • Value Streams
      • Acquire Asset Value Stream
      • Conduct Audit Value Stream
      • Deliver Meeting Value Stream
      • Deliver Program Value Stream
      • Deploy Asset Value Stream
      • Ensure Compliance Value Stream
      • Execute Campaign Value Stream
      • Develop Human Resource Career Value Stream
      • Disseminate Information Value Stream
      • Onboard Human Resource Value Stream
      • Optimize Investments Value Stream
      • Report Financials Value Stream
      • Settle Accounts Value Stream
    • Onboard Partner Value Stream
    • Information Map
    • Stakeholder Map
    • Future Reference Model Plans
  • 8.7_Transportation_Reference_Model_v8.5_1-21-20_FINAL
    • Capability Map
    • Value Streams
      • Make a Trip Value Stream
      • Execute Route Value Stream
      • Send Shipment Value Stream
    • Value Stream Usage Scenarios
    • Future Reference Model Plans
  • 8.8_GRM_v8.5_1_24_20_FINAL
    • Introduction
      • Scope of Coverage
      • Government Versus Related Industry Reference Model Usage
    • Capability Map
      • Tier 1 – Strategic Direction Setting
      • Tier 2 – Core and Customer Facing
      • Tier 3 – Supporting
    • Business Object Clarifications
    • Value Streams
      • Value Stream Related Regulatory Considerations
      • Value Streams Specific to the Government Reference Model
        • Arrange License/Accreditation
        • Assess Value
        • Conduct Audit
        • Conduct Research
        • Cross Border
        • Decide Legal Case
        • Establish Land Rights
        • Obtain Financial Assistance
        • Obtain Government Service
        • Obtain Training/Education
        • Pass Legislation
        • Register/Grant Intellectual Property Rights
        • Resolve Dispute
        • Settle Migration
    • Information Map
    • Organization Map
    • Government Reference Model Stakeholder Map
    • Usage Scenarios
      • Agriculture
        • Capabilities
        • Value Streams
      • Border Control and Immigration
        • Capabilities
        • Value Streams
      • Education
        • Capabilities
        • Value Streams
      • Energy
        • Capabilities
        • Value Streams
      • Health and Well-being
        • Capabilities
        • Value Streams
      • Land Management
        • Capabilities
        • Value Streams
      • Law and Justice Management
        • Capabilities
        • Value Streams
      • Public Sector Finance
        • Capabilities
        • Value Streams
      • Social Services
        • Capabilities
        • Value Streams
    • Future Reference Model Plans
  • A_Glossary_8-8-18_v7.0_FINAL
    • Activity
    • Application
    • Application Architecture
    • Application Portfolio Management
    • Balanced Scorecard
    • Black Belt
    • Business Architecture
    • Business Architecture Framework
    • Business Architecture Knowledgebase
    • Business Architecture Practitioner
    • Business Artifact
    • Business Asset
    • Business Blueprint
    • Business Model Framework
    • Business Model Type
    • Business Process
    • Business Process Management (BPM)
    • Business / IT Architecture Alignment
    • Capability
    • Capability Behavior
    • The way in which a capability acts or conducts itself in certain circumstances or instances.
    • Capability Level
    • Capability Map
    • Capability Tier
    • Case Management
    • Collaborative Team
    • Compliance
    • Data Architecture
    • Decision Model
    • Enterprise Architecture
    • Entity
    • Event
    • Function
    • Information
    • Information Concept
    • Initiative
    • IT Architecture
    • Lean
    • Lean Six Sigma
    • Lean Value Stream
    • Linkage
    • Master Black Belt
    • Measure
    • Metric
    • Objective
    • Objective Map
    • Operating Model
    • Organization
    • Organization Map
    • Outcome
    • Participating Stakeholder
    • Policy
    • Portfolio
    • Portfolio Management
    • Principle
    • Product
    • Product Entitlement
    • Product Line
    • Program
    • Program Management
    • Project
    • Role
    • Scenario
    • SDLC
    • Service
    • Service-oriented Architecture
    • Six Sigma
    • Solution Architecture
    • Stakeholder
    • Strategy
    • Strategy Map
    • Tactic
    • Technical Architecture
    • Technical Debt
    • Tradeoff
    • Triggering Stakeholder
    • Value
    • Value Chain
    • Value Item
    • Value Map
    • Value Network
    • Value Stream
  • B.1_BA_Value_Stream_and_Capability_Definitions_v8.0_8-5-19_FINAL
    • Step: Establish/Refine Business Strategy
    • Step: Assess Business Impacts
    • Step: Architect Business Solution
    • Step: Establish Initiative Plans
    • Step: Deploy Solution
  • B.2_BA_Roles_and_Competencies_11-1-14_v4.1_FINAL
    • Business Architect Competencies by Role
    • Business Architect Competency Model – Core Selection
    • Business Architect Extended Competencies and Skills Palette
  • B.3_BA_Maturity_Model_7-29-18_v7.0_FINAL
  • B.4_BA_Metamodel_7-21-18_v7.0_FINAL
  • B.5_Routing_Map_Examples_9-13-15_v4.6_FINAL
  • B.6_Alternative_Value_Mapping_Approaches_6-22-17_v6.0_FINAL
    • Porter Value Chain
      • The Porter Value Chain and Business Architecture
    • Value Network
      • Value Networks and Business Architecture
    • The Lean Value Stream
      • Lean Value Streams and Business Architecture
  • B.7_Business_Architecture_Tool_Evaluator_1-29-18_v6.5_FINAL
    • Completing an Assessment
    • Scoring
  • C_Study_Questions_1-29-18_v6.5_FINAL
  • D_Version_History_v8.5_2_10_20_FINAL
    • Changes in version 8.5 (February, 2020)
    • Changes in version 8.0 (August, 2019)
    • Changes in version 7.5 (February, 2019)
    • Changes in version 7.0 (August, 2018)
    • Changes in Version 6.5 (January, 2018)
    • Changes in Version 6.0 (June, 2017)
    • Changes in Version 5.5 (January, 2017)
    • Changes in Version 5.1 (September, 2016)
    • Changes in Version 5.0 (June, 2016)
    • Changes in Version 4.6 (September, 2015)
    • Changes in Version 4.5 (June, 2015)
    • Changes in Version 4.1 (November, 2014)
    • Changes in Version 4.0 (August, 2014)
    • Changes in Version 3.5 (December, 2013)
    • Changes in Version 3.1.1 (August, 2013)
    • Changes in Version 3.1 (June, 2013)
  • E_Editorial_Board_and_Contributors_v8.5_2_4_20_FINAL
    • Business Architecture Guild®, Editorial Board
    • Primary Contributors (alphabetical order)
    • Secondary Contributors and Reviewers (alphabetical order)
    • Business Architecture Guild®, Board of Directors
    • Other Contributors
    • Collaborative Teams
    • Engaging with Our Members