Business Architecture and Capability Mapping to Build Agile and Scalable Solutions
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- čas přidán 26. 07. 2024
- Business architecture and capability mapping bring immense benefits to a business across a number of areas. This video explores a specific use case, which is how to use capability mapping to define the #businessarchitecture scope in breadth and depth, for the purpose of building or selecting business systems and solutions.
00:00 - Start
00:19 - Problems aligning business and technology strategies
01:11 - Need for new thinking
01:26 - Strategy, Business and Operating Model
02:34 - Anatomy of Capabilities
04:30 - Capability Mapping
05:32 - Current State Mapping
06:45 - Future State Mapping
07:48 - CRM Use Case
08:39 - CRM Mapping
09:03 - Scope in Breath
09:53 - Scope in Depth
10:06 - Summary
** Links **
Capability Mapping: • Capability Mapping Mas...
MECE Framework: • Pyramid Principle - Th...
#businessarchitecture #capabilitymapping #bizbok #architect
Arguably one of the most inciteful videos on CZcams. Very clear explanations
Thank you for your kind feedback !!
Connecting capability mapping with agile is super cool. thanks man.
I loved your video and how you connected capability mapping with agile.
This is an excellent insight into how to use capabilities to map scope. A very useful view for anyone involved in delivering a project in an organisation.
Thank your Alistair. High praise indeed coming from you 😁.
Very interesting, thank you !!
Amazing video, thank you very much!
Amazing. Thank you a lot for putting amazing videos!
Thank yo Bob. I appreciate your feedback 😁!!
Loved it! First time everything that has been said makes absolutely sense!
Thank you Chris!
Amazing!
Excellent video , thanks a lot Jesper for this sharing
Thank you Chris !!
Excellent explanation . Many thanks for sharing
Thanks (again) Joanna!
Congrats, very useful, thanks for sharing it.
Thank you Luis !!
Great video! Perfectly outlines high-level holistic views into the more detailed artefacts produced by delivery teams. It's all about that traceability and narrative that often gets lost in agile projects especially and showing how defining capabilities help to glue those high-level business concepts to lower level delivery based ones is really really useful.
Thank you Richard. Yes that is my experience too, losing line-of-sight, and the narrative, vision and goals become disconnected.
@@JesperLowgren Absolutely! I really like listening to you too; very easy to listen to - calm, clear and you take your time rather than rushing. Top stuff. 🙂
@@Rich_H_1972 Now I am truly chuffed 😁. I have considered using an AI voice to replace my Swedish accent.
@@JesperLowgren Don't you dare do that! 🙂
❤
Thanks Jesper, your videos are so clear and refreshing. May I ask you if you could give a hint in which paper Gartner has originated the capability model?
Thank you Michael! Gartner didn't originate the capability model but has integrated it into a lot of their technology strategy research.
Very well structured and represented. I like the lineage and alignment between capabilities and requirements (user stories). One question, where would you devise your capabilities from? Would this be from reviewing current organisational maps, or/and through workshop with stakeholders?
Thank you mrwazo! There are different ways of getting started. I like to start with a blank page, looking at the current organisation, maps, structures etc, and then workshop this with stakeholders (pretty much what you suggested). Another approach is to start with an already existing framework and customising it. I am less keen on this approach as it narrows the thinking upfront and uses terminology that may not be aligned to the terminology the business uses.
Your videos are awesome. Can you share more on why the term management is used for capabilities that feel like nouns already, such as Human Resources?
Thank you for your feedback Andreya! The reason is that a verb implies "doing" e.g. process, and a noun is used to emphasise that it is not a process.
You awesome 👌
Thank you Jude!
Very good video. The only concept I don't like is the one of "User Stories". Maybe not the concept but the description for level 3 capabilities. User stories is more apt for building user interfaces. Would "functionality" be more adequate?
or function?
Thanks for your feedback! Yes I agree, user stories could be replaced with functionality. I choose the term user stories to make the connection with Agile more tangible.
Hi Jesper, It's an excellent way to consider a level 1 capability as an EPIC and a level 3 as a user story. But the most difficult is not delivering the project. The most challenging part is how to make out the whole capability maps for the entire organization. After checking out the BIZBOK 9.0, I think it's not as easy to finish this job as the description in the book. First of all, we need to find out all the business objects or the core ones. If want to get all the business objects we need to do the process analysis...There are lots of things to prepare before holding the capability workshop.
Hi Michael, I totally agree! Doing a capability map takes times and requires preparation. But in my experience it is well worth it. I pitched it to one executive by explaining that if they invest 10% of the time they invest in budgeting, they will create a framework to support future growth (and I got it over the line!).
@@JesperLowgren So I am more interested in the Business Capability Workshop Checklist, how to prepare for the workshop and make it successful. There are so many books, videos, blogs, etc. about using the business capability map, but less the detailed guide on making it out with C-suite.
@@michaellee9354 that's a great idea for a future video. Meantime, I do have a capability mapping workshop planning framework. Send me a linkedin connection and I will share it. I am not selling anything, just trying to help fellow practitioners out 😄.
@@JesperLowgren I have sent the connection request on LinkedIn. Please check, Thanks!
Business capabilities are different than Product capabilities. This video consider them the same.
Hi, the video discusses product management as a business capability. Product capability and product management capability are different; the first demonstrates the capability needed in a business to conceptualise, design, build and distribute products, the second demonstrates the capability of the product itself. Having said that, there is value in matching business capabilities and product capabilities, for example, when a business looks to replace a core system like a CRM or ERP.
Audio quality is not great but content is. Not sure if it’s how you’re recording for your voice
Hi Chris, I am an amateur movie maker and can't do much about my accent 😁.
No, you're very wrong on this point. "Manage campaign" is NOT A PROCESS. You cannot simply call everything "manage". This is what's known as a mushy verb. A process must produce a COUNTABLE RESULT OF VALUE, that's the entire point of a process --> To produce a result we can observe. If we can observe it, we can count it, measure it, etc. You cannot count how many times you have "managed" a campaign. So there's a problem. According to your logic, you can literally call EVERYTHING in the business "XYZ Management" and reverse that to "Manage XYZ" and magically you get the process. You are not correct whatsoever in this thinking and please do not spread this misinformation to your customers. I frequently run into this when i talk to people and they are very confused as to what is the nature of a process vs a "capability".
Thanks for highlighting the issue, please share the atlernative approach to differentiate between capability and process, especially when people are confused and could be calling it same.
Amazing!