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For example, business capability models can be color-coded to distinguish core capabilities from non-core ones and thereby identify the opportunities for outsourcing. While core capabilities should be cultivated and mastered within an organization, non-core capabilities can be considered as good candidates for outsourcing with minimal business ...
A business capability can also be made up of lower-level capabilities. For example, to have the capability to manufacture cars, an organization must have several lower-level capabilities, including the capability to manufacture engines and the capability to fabricate and assemble the bodywork of the cars.
Examples include business requirements specification or stakeholder requirements specification (StRS). CONOPS is used to communicate the quantitative and qualitative system characteristics to all stakeholders. [2] CONOPS are widely used in the military, governmental services and other fields.
A core competence is, for example, a specialised knowledge, technique, or skill. The core capability is the management ability to develop, out of the core competences, core products and new business. Competence building is, therefore, an outcome of strategic architecture which must be enforced by top management in order to exploit its full ...
Aspects of a business represented by a business architecture diagram [1]. In the business sector, business architecture is a discipline [citation needed] that "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 ...
The goal of organizational architecture is to create an organization that will be able to continuously create value for present and future customers, optimizing and organizing itself. Some under organizational architecture understand building blocks, which are mandatory for the growth of the organization. To design an organization means to set ...
Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.
An operating model is like the blueprint for a building. It is more dynamic than a building blueprint, with changes occurring regularly. Also, an operating model is not usually just one blueprint. There are likely to be blueprints for each element: processes, organization, decision making, software applications, locations and so on.