The Business Architecture Guild promotes and advances a method to support strategic planning by providing an architecture of an organization based on key concepts such as Capability and Value Stream.
The Methods interact with Business Processes (typically encompassed by BABOK) .
Operational Business Modeling aligns with Operational Assertions and Strategic Business Modeling aligns with Governance Assertions.
This section will discuss BizBOK concepts and how they relate to AM.
Both levels can be modeled with the appropriate assertions in AM.
The primary difference is that Operational Assertions modeling is focused on the Assertions themselves because they are executed more often and are more likely to be implemented.
For Management/Governance Assertions there is more focus on the statements themselves ( shown in the prototype frame) It is here that defining statements are made as to objectives, KPIs, policy and procedures.
Two key Elements of BIzBOK are Capability and Value Stream.
Capabilities are a hierarchical breakdown of the organization. This may be to 3 or more levels. It primarily provides a division of the organization called the Capability Map.
In AM certain Assertions are made that express broad abilities for the organization. In AM there may be a desired state expressed as an assertion, and a current assessment of parts of the organization that are used to make the assessment. And in AM the assertion is made by an Authority.
It is AM modeling practice to support Assertions with the information needed to express them.
There are a number of information sources that contribute to the assessment and it is commonly expressed as a contribution diagram showing the tree of upstream sources.
Since the concept of Capability encompasses hierarchy, A full assertion model would show assertions for sub-capabilities, each contributing(or forming part of) the parent capability.
To assess each of these assertions in an AM, there may be additional information sources shown that help them be assessed. An example would be that a set of implemented assertions are in place that perform as that capability.
Value Streams are also represented in AM, typically as a perspective that shows Assertions that represent an achieved sate of value for each Value Stream Stage. At the end of a Value Stream is an assertion explicitly by a customer or a responsible Authority as to the reached state. In a more formally implemented Value Stream, There may be an automatic Assertion that is fed by information from each of the Value Stream Stages.
An example of this approach is included in the Example Recruitment Management Model (RecMod).
In Recruitment a first challenge is to identify Stakeholders Value Propositions
The Supervisor filling a position benefits from a timely and accurate recruitment. The chosen applicant has the value proposition of employment. But there may be dozens who have a value proposition that is not achieved. It will be of value to the organization to have recruitment result in top candidates fitting positions and acquired cheaply. Only if this is clearly stated goal for HR would this be included as a Value Proposition, but its achievement would probably be assessed periodically at the management level.