Describing the Existing Architecture of Business Capabilities
This step is based on the analysis of capabilities carried out with HOPEX IT Architecture.
For more details on managing business capabilities with HOPEX IT Architecture, see Using Business Capabilities with HOPEX IT Architecture V2.A business capability defines an expected skill.
.A business capability is a set of features that can be made available by a system (an enterprise or an automated system).For example, to respond to a customer satisfaction objective, the organization must be able to provide services conforming to contractual commitments.
A business capability map describes what the enterprise is capable of producing for its internal needs or for meeting the needs of its clients. It is thus based on the main business capabilities of its activity at a given moment.
A business capability map is a set of business capabilities with their dependencies that, together, define a framework for an enterprise stage.For example, the standard capacity for processing online purchase requests is based on the "Take Customer Call" and "Enter Order" business capabilities.
For more details on managing a business capability map, see "Building the Business Capability Map", page 40.Describing a business capability
A business capability is described in more detail by the following elements:
• a more detailed granularity capability breakdown;
• the expected effects of the capability;
• the required functionalities or business skills;
• the dependencies between capabilities (expected effect of one dependent from the result of the other).
For more details on managing a business capability, see "Describing a business capability", page 43.For example, the business capability that consists of taking “Customer Call” is broken down into a number of business capabilities: “Call analysis”, “Identification of the customer”.
HOPEX IT Strategy provides a report detailing the breakdown of capabilities.
For more details on breakdown maps, see "Breakdown Report of Business Capabilities", page 104.