(Deprecated) HOPEX Business Architecture > Business capability maps and business architecture environments > Describing a business architecture environment
Describing a business architecture environment
 
Managing a business architecture environment
Creating a business architecture environment
The properties of a business architecture environment
Creating a business architecture environment diagram
Describing a business functional area
Accessing the business functional area list
The properties of a business functional area
Describing a business functional area
Managing service points and request points
Managing Interactions
Describing business functions
Accessing the list of business functions
Business properties
Describing Business Partners
Accessing the business partners list
The properties of a business partner
Describing the business partner groups
Accessing the business partner group list
The properties of a business partner group
Describing the business skill map
Accessing the list of business skill maps
The properties of a business skill map
Creating a skill map diagram
Creating a business skill component in a diagram
Defining the business skill dependencies
Describing Business Skills
Creating a Business Skill Diagram
Describing the Functionality Map
Accessing the list of functionality maps
The properties of a functionality map
Creating a functionality map
Creating a functionality component in a functionality map diagram
Defining Functionality dependencies
Describing functionalities
Creating a Functionality Diagram
Describing value streams
Accessing the list of value streams
Creating a value stream diagram
Describing the outcomes
Accessing the list of outcomes
The properties of an outcome
Connecting an outcome to a business capability
One of the most important phases in describing a business architecture environment is defining and understanding of the enterprise functional architecture.
The functional architecture enables the organization to understand, independently of its physical structure, which capabilities and skills it includes, those it needs, and how these contribute to its processes.
The description of the functional architecture also enables identification of areas of the organization where skills and processes are duplicated and where synergies exist. These areas are not necessarily visible from the organizational structure.
The following points are covered here: