Hi,
We are modelling the capability of a large retail organization with a number of brands. We originally took the concept of a owning Domain (Parent) for a set of capabilities. We have used capability to link into risk and issues as well as at a lower lvl. Our issue is that we can't represent at an organizational unit which capabilities are present in that unit. We want to have a primary capability model across the 9 brands and then understand which of these are used by each brand. Is this do-able and are we breaking anything / missing the boat in using business actor.
Summary: Link Business Unit to Capabilities which they own or they use (shared services model) where we have used Domain but perhaps this is going to cause us an issue.
Regards
Colin
Domain vs Capability vs Actor
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neil.walsh
- Posts: 445
- Joined: 16 Feb 2009, 13:45
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Hi Colin,
Our apologies for the delay in responding to this. We've missed a couple of forum posts recently as we stopped getting notified of new posts. Hopefully we've fixed this now.
Here's how we might approach this particular problem from a modelling point of view.
We'd capture the capability model from an enterprise perspective, as you propose. We may optionally, capture the Business Domains (HR, Finance).
The "brands" you discuss are both "brands" in the product sense but also business units. For this, we'd capture these as Group Actors.
To show which Group Actors "use" each Capability, we'd create a high level process that reflects the Business Capability.
So Group Actor "Brand X" executes the Business Process "Perform Inventory Management" which realises the Business Capability "Inventory Management".
This will allow you traceability of which "brands" impact which capabilities.
The only word of cauton here might be if you've already modelled some processes and mapped these to capabilities. In this case these new high-level processes would need to sit above any existing top level processes.
Would this approach work for you?
Cheers
Neil
Our apologies for the delay in responding to this. We've missed a couple of forum posts recently as we stopped getting notified of new posts. Hopefully we've fixed this now.
Here's how we might approach this particular problem from a modelling point of view.
We'd capture the capability model from an enterprise perspective, as you propose. We may optionally, capture the Business Domains (HR, Finance).
The "brands" you discuss are both "brands" in the product sense but also business units. For this, we'd capture these as Group Actors.
To show which Group Actors "use" each Capability, we'd create a high level process that reflects the Business Capability.
So Group Actor "Brand X" executes the Business Process "Perform Inventory Management" which realises the Business Capability "Inventory Management".
This will allow you traceability of which "brands" impact which capabilities.
The only word of cauton here might be if you've already modelled some processes and mapped these to capabilities. In this case these new high-level processes would need to sit above any existing top level processes.
Would this approach work for you?
Cheers
Neil
