Top 147 Business Capability Modeling Questions to Grow

What is involved in Business Capability Modeling

Find out what the related areas are that Business Capability Modeling connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Business Capability Modeling thinking-frame.

How far is your company on its Business Capability Modeling journey?

Take this short survey to gauge your organization’s progress toward Business Capability Modeling leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Business Capability Modeling related domains to cover and 147 essential critical questions to check off in that domain.

The following domains are covered:

Business Capability Modeling, Capability management in business, Blue Ocean Strategy, Business architecture, Business process reengineering, Business strategy, Capability approach, Capability management, Capability management in defence, Coherence Premium, Core competency, Dynamic capabilities, Enterprise Architecture, Enterprise architecture framework, Growth platforms, Harvard Business Review, Heat map, Intellectual Property Rights, International Standard Book Number, NATO Architecture Framework, Network Centric Warfare, Network Enabled Capability, Network theory, Operating model, Organizational learning, Resource-based view of the firm, Ricardian economics, Strategy map, System-of-Systems Engineering, Systems Engineering, Tacit Knowledge, Technology Management, Technology Strategy, The Open Group, The Open Group Architecture Framework, Theory of the firm, UK Ministry of Defence, Value chain, Virtual Enterprise:

Business Capability Modeling Critical Criteria:

Analyze Business Capability Modeling governance and explore and align the progress in Business Capability Modeling.

– What are the success criteria that will indicate that Business Capability Modeling objectives have been met and the benefits delivered?

– What are our needs in relation to Business Capability Modeling skills, labor, equipment, and markets?

– Is there any existing Business Capability Modeling governance structure?

Capability management in business Critical Criteria:

Consider Capability management in business quality and question.

– Marketing budgets are tighter, consumers are more skeptical, and social media has changed forever the way we talk about Business Capability Modeling. How do we gain traction?

– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Business Capability Modeling?

– Think of your Business Capability Modeling project. what are the main functions?

Blue Ocean Strategy Critical Criteria:

Revitalize Blue Ocean Strategy issues and attract Blue Ocean Strategy skills.

– Will Business Capability Modeling have an impact on current business continuity, disaster recovery processes and/or infrastructure?

– Why is it important to have senior management support for a Business Capability Modeling project?

– What are the Essentials of Internal Business Capability Modeling Management?

Business architecture Critical Criteria:

Jump start Business architecture leadership and oversee Business architecture management by competencies.

– What are our best practices for minimizing Business Capability Modeling project risk, while demonstrating incremental value and quick wins throughout the Business Capability Modeling project lifecycle?

– Are assumptions made in Business Capability Modeling stated explicitly?

– Have all basic functions of Business Capability Modeling been defined?

Business process reengineering Critical Criteria:

Merge Business process reengineering visions and define what our big hairy audacious Business process reengineering goal is.

– When conducting a business process reengineering study, what should we look for when trying to identify business processes to change?

– What are the short and long-term Business Capability Modeling goals?

– What are the long-term Business Capability Modeling goals?

Business strategy Critical Criteria:

Be clear about Business strategy failures and get going.

– Think about the people you identified for your Business Capability Modeling project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?

– As a CSP undertakes to build out or take a fresh look at its service offerings, the CSP should clearly define its business strategy and related risk management philosophy. What market segments or industries does the CSP intend to serve?

– How do we provide the context for investment considerations (which services does an investment affect, and how does that fit with the business strategy and priorities?

– Which services does the ITSM investment affect, and how does that fit with the business strategy and priorities?

– What is the link between a firms business strategy and its capital budgeting process?

– What is your it asset management program. is it manual or automated (which vendor)?

– How to get alignment between business strategy and IT infrastructure?

– What are internal and external Business Capability Modeling relations?

– What should be done in-house and what should be outsourced?

– Are outcomes in line with business strategy?

– What is the overall business strategy?

Capability approach Critical Criteria:

Coach on Capability approach decisions and attract Capability approach skills.

– How likely is the current Business Capability Modeling plan to come in on schedule or on budget?

– What will drive Business Capability Modeling change?

– What threat is Business Capability Modeling addressing?

Capability management Critical Criteria:

Win new insights about Capability management quality and explore and align the progress in Capability management.

– How can the value of Business Capability Modeling be defined?

Capability management in defence Critical Criteria:

Chart Capability management in defence projects and define what do we need to start doing with Capability management in defence.

– Do we monitor the Business Capability Modeling decisions made and fine tune them as they evolve?

– What is the purpose of Business Capability Modeling in relation to the mission?

– Do Business Capability Modeling rules make a reasonable demand on a users capabilities?

Coherence Premium Critical Criteria:

Deduce Coherence Premium issues and display thorough understanding of the Coherence Premium process.

– Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a Business Capability Modeling process. ask yourself: are the records needed as inputs to the Business Capability Modeling process available?

– What new services of functionality will be implemented next with Business Capability Modeling ?

– What are our Business Capability Modeling Processes?

Core competency Critical Criteria:

Own Core competency goals and oversee Core competency management by competencies.

– Are accountability and ownership for Business Capability Modeling clearly defined?

– Are there recognized Business Capability Modeling problems?

Dynamic capabilities Critical Criteria:

Deduce Dynamic capabilities outcomes and stake your claim.

– How do your measurements capture actionable Business Capability Modeling information for use in exceeding your customers expectations and securing your customers engagement?

– Does Business Capability Modeling systematically track and analyze outcomes for accountability and quality improvement?

Enterprise Architecture Critical Criteria:

Test Enterprise Architecture adoptions and transcribe Enterprise Architecture as tomorrows backbone for success.

– what is the best design framework for Business Capability Modeling organization now that, in a post industrial-age if the top-down, command and control model is no longer relevant?

– With the increasing adoption of cloud computing do you think enterprise architecture as a discipline will become more or less important to us and why?

– What sources do you use to gather information for a Business Capability Modeling study?

– Enterprise architecture planning. how does it align with to the to be architecture?

– How does the standard fit into the Federal Enterprise Architecture (FEA)?

– Are Enterprise JavaBeans still relevant for enterprise architectures?

– Are software assets aligned with the agency enterprise architecture?

– Are the levels and focus right for TOGAF enterprise architecture?

– Are software assets aligned with the organizations enterprise architecture?

– Is There a Role for Patterns in Enterprise Architecture?

– What is the value of mature Enterprise Architecture?

– Why Should we Consider Enterprise Architecture?

– How to deal with Business Capability Modeling Changes?

– What is an Enterprise Architecture?

– What Is Enterprise Architecture?

– Why Enterprise Architecture?

Enterprise architecture framework Critical Criteria:

Distinguish Enterprise architecture framework issues and attract Enterprise architecture framework skills.

– How will you know that the Business Capability Modeling project has been successful?

– What are the business goals Business Capability Modeling is aiming to achieve?

– What is our formula for success in Business Capability Modeling ?

Growth platforms Critical Criteria:

Nurse Growth platforms tactics and get going.

– How can you measure Business Capability Modeling in a systematic way?

Harvard Business Review Critical Criteria:

Pay attention to Harvard Business Review tactics and assess what counts with Harvard Business Review that we are not counting.

– What knowledge, skills and characteristics mark a good Business Capability Modeling project manager?

– What is our Business Capability Modeling Strategy?

Heat map Critical Criteria:

Ventilate your thoughts about Heat map tasks and clarify ways to gain access to competitive Heat map services.

– What other organizational variables, such as reward systems or communication systems, affect the performance of this Business Capability Modeling process?

– Is Business Capability Modeling Realistic, or are you setting yourself up for failure?

– What are the barriers to increased Business Capability Modeling production?

Intellectual Property Rights Critical Criteria:

Frame Intellectual Property Rights quality and probe Intellectual Property Rights strategic alliances.

– What will be the policies for data sharing and public access (including provisions for protection of privacy, confidentiality, security, intellectual property rights and other rights as appropriate)?

– Who will own any copyright or intellectual property rights to the data?

– How will you measure your Business Capability Modeling effectiveness?

International Standard Book Number Critical Criteria:

Nurse International Standard Book Number planning and find the essential reading for International Standard Book Number researchers.

– How do we keep improving Business Capability Modeling?

– How much does Business Capability Modeling help?

NATO Architecture Framework Critical Criteria:

Concentrate on NATO Architecture Framework projects and ask what if.

– How does the organization define, manage, and improve its Business Capability Modeling processes?

– How is the value delivered by Business Capability Modeling being measured?

Network Centric Warfare Critical Criteria:

Group Network Centric Warfare adoptions and test out new things.

– How do we make it meaningful in connecting Business Capability Modeling with what users do day-to-day?

– Is Business Capability Modeling dependent on the successful delivery of a current project?

– How do we go about Comparing Business Capability Modeling approaches/solutions?

Network Enabled Capability Critical Criteria:

Distinguish Network Enabled Capability risks and triple focus on important concepts of Network Enabled Capability relationship management.

– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Business Capability Modeling models, tools and techniques are necessary?

– Why should we adopt a Business Capability Modeling framework?

Network theory Critical Criteria:

Coach on Network theory tasks and finalize the present value of growth of Network theory.

Operating model Critical Criteria:

Extrapolate Operating model leadership and perfect Operating model conflict management.

– Are there any easy-to-implement alternatives to Business Capability Modeling? Sometimes other solutions are available that do not require the cost implications of a full-blown project?

– Do you have a defined operating model with dedicated resources for IT risk?

– Is change a campaign or operating model?

Organizational learning Critical Criteria:

Adapt Organizational learning management and assess what counts with Organizational learning that we are not counting.

– What are the key elements of your Business Capability Modeling performance improvement system, including your evaluation, organizational learning, and innovation processes?

– How do we move from reacting to problems to fact-based, systematic evaluation and improvement and organizational learning through innovation?

– What are the record-keeping requirements of Business Capability Modeling activities?

– How important is Business Capability Modeling to the user organizations mission?

– Does our organization need more Business Capability Modeling education?

Resource-based view of the firm Critical Criteria:

Review Resource-based view of the firm risks and look in other fields.

– Does Business Capability Modeling include applications and information with regulatory compliance significance (or other contractual conditions that must be formally complied with) in a new or unique manner for which no approved security requirements, templates or design models exist?

– Can we add value to the current Business Capability Modeling decision-making process (largely qualitative) by incorporating uncertainty modeling (more quantitative)?

– How do we manage Business Capability Modeling Knowledge Management (KM)?

Ricardian economics Critical Criteria:

Canvass Ricardian economics failures and explore and align the progress in Ricardian economics.

– Is the Business Capability Modeling organization completing tasks effectively and efficiently?

– Risk factors: what are the characteristics of Business Capability Modeling that make it risky?

Strategy map Critical Criteria:

Understand Strategy map projects and triple focus on important concepts of Strategy map relationship management.

– What tools do you use once you have decided on a Business Capability Modeling strategy and more importantly how do you choose?

– How do we go about Securing Business Capability Modeling?

– Are we Assessing Business Capability Modeling and Risk?

System-of-Systems Engineering Critical Criteria:

X-ray System-of-Systems Engineering governance and document what potential System-of-Systems Engineering megatrends could make our business model obsolete.

– Think about the kind of project structure that would be appropriate for your Business Capability Modeling project. should it be formal and complex, or can it be less formal and relatively simple?

– Is there a Business Capability Modeling Communication plan covering who needs to get what information when?

Systems Engineering Critical Criteria:

Read up on Systems Engineering risks and define Systems Engineering competency-based leadership.

– When observing natural systems, complexity theorists can identify, to some degree, which systems have these features. to apply complexity theory to engineered systems that we have not yet designed, can we predict these features within acceptable accuracy ranges?

– To apply complexity theory to engineered systems that we have not yet designed, can we predict these features within acceptable accuracy ranges?

– How do you know that your project team members are following the documented cm processes to establish the baseline and control changes to it?

– What happens if new needs (or more likely new requirements) are identified after the final needs or requirements have been developed?

– Is the project using any technologies that have not been widely deployed or that the project team is unfamiliar with?

– How to manage the complexity to permit us to answer questions, such as: when have we done enough?

– What will take the place of magnitude in our attempts to discern a power-law relationship?

– Does the deployment schedule call for installations at a typically rainy time of year?

– What is the detailed set of functions and properties of a given interface?

– Is the funding for the project secure, or is only part of it in place?

– What are the elements and the high-level capabilities of the system?

– Is systems engineering the solution to all of our systems problems?

– What are the expectations and limits of the given integration?

– Standards, goals, and appropriate processes been established?

– What is the problem or opportunity addressed by the system?

– What is the sequence of activities that will be performed?

– What is the geographic and physical extent of the system?

– How do functions occur between parts of the system?

– What solution options may be appropriate?

– What priorities are appropriate?

Tacit Knowledge Critical Criteria:

Align Tacit Knowledge engagements and optimize Tacit Knowledge leadership as a key to advancement.

– Is maximizing Business Capability Modeling protection the same as minimizing Business Capability Modeling loss?

– How does one best achieve tacit knowledge codification?

Technology Management Critical Criteria:

Collaborate on Technology Management issues and revise understanding of Technology Management architectures.

– At what point will vulnerability assessments be performed once Business Capability Modeling is put into production (e.g., ongoing Risk Management after implementation)?

– Who will provide the final approval of Business Capability Modeling deliverables?

– Are there Business Capability Modeling Models?

Technology Strategy Critical Criteria:

Collaborate on Technology Strategy decisions and slay a dragon.

– Is the scope of Business Capability Modeling defined?

The Open Group Critical Criteria:

Derive from The Open Group governance and find the essential reading for The Open Group researchers.

– Who are the people involved in developing and implementing Business Capability Modeling?

– What are all of our Business Capability Modeling domains and what do they do?

– Can we do Business Capability Modeling without complex (expensive) analysis?

The Open Group Architecture Framework Critical Criteria:

Sort The Open Group Architecture Framework strategies and point out improvements in The Open Group Architecture Framework.

Theory of the firm Critical Criteria:

Guard Theory of the firm governance and explore and align the progress in Theory of the firm.

– What will be the consequences to the business (financial, reputation etc) if Business Capability Modeling does not go ahead or fails to deliver the objectives?

– What other jobs or tasks affect the performance of the steps in the Business Capability Modeling process?

UK Ministry of Defence Critical Criteria:

Mix UK Ministry of Defence tactics and sort UK Ministry of Defence activities.

– For your Business Capability Modeling project, identify and describe the business environment. is there more than one layer to the business environment?

– How do we maintain Business Capability Modelings Integrity?

– How do we Lead with Business Capability Modeling in Mind?

Value chain Critical Criteria:

Test Value chain tactics and gather practices for scaling Value chain.

– Is a Business Capability Modeling Team Work effort in place?

Virtual Enterprise Critical Criteria:

Pay attention to Virtual Enterprise failures and clarify ways to gain access to competitive Virtual Enterprise services.

– Why is Business Capability Modeling important for you now?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Business Capability Modeling Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

Business Capability Modeling External links:

Business Capability Modeling – Gartner IT Glossary

Business Capability Modeling – Gartner IT Glossary

Capability management in business External links:

Capability management in business – Revolvy management in business

Blue Ocean Strategy External links:

Blue Ocean Strategy – Official Site

What is Blue Ocean Strategy? – Management –

Blue Ocean Strategy Definition from Financial Times Lexicon

Business architecture External links:

What is Business Architecture? – The Open Group Blog

[PDF]Business Architecture Document – OpenSDLC

Business Architecture Center of Excellence

Business process reengineering External links:


[PPT]Business Process Reengineering: Principles, …

Business strategy External links:

Business Strategy Manager Jobs, Employment |

Business strategy (Book, 2015) []

Business Strategy | Coursera

Capability approach External links:

Capability Approach – Home | Facebook

[PDF]The Capability Approach: a theoretical survey

Capability management External links:

Capability Management – Center For Talent Reporting

What is business capability management? – Updated 2017

Coherence Premium External links:

The Coherence Premium Flashcards | Quizlet

The Coherence Premium – Harvard Business Review

The Coherence Premium – Strategy&

Core competency External links:

Core Competency Page | GTRI

ALF Core Competency Test

Advocacy as a Core Competency |

Enterprise Architecture External links:

Enterprise Architecture Center of Excellence

Enterprise Architecture | North Dakota ITD

Enterprise architecture framework External links:

[PDF]The Oracle Enterprise Architecture Framework

Federal Enterprise Architecture Framework Version 2 – …

Harvard Business Review External links:

Harvard Business Review – Ideas and Advice for Leaders

Harvard Business Review Case Discussions – Educators …

Heat map External links:

heat map population density | Data.WA | State of Washington

SF Crime Heat Map – San Francisco Open Data

USA National Gas Price Heat Map –

Intellectual Property Rights External links:

What are intellectual property rights? – WTO

Intellectual Property Rights (IPRS) search –

Intellectual property rights in the United States are regulated through the federal government through a number of rights. The four main intellectual property rights in the United States are Copyright; Patent; Trademark; and Trade Secrets.

International Standard Book Number External links:

International Standard Book Number – Quora

[PDF]International Standard Book Number: 0-942920-53-8

What is an ISBN (International Standard Book Number)?

NATO Architecture Framework External links:

NATO Architecture Framework · GitHub

download nato architecture framework v3 – Google Drive

Network Centric Warfare External links:


Network Enabled Capability External links:

Network Enabled Capability Technology (Feb 2018), …

Network Enabled Capability – YouTube

Network theory External links:

What Is Social Network Theory? | LoveToKnow

Social Network Theory Flashcards | Quizlet

Operating model External links:

High-Impact HR Operating Model – Key To Business Success

Forget Strategy: Focus IT on Your Operating Model « …

Organizational learning External links:

Society for Organizational Learning – Official Site

[PDF]Knowledge Management and Organizational Learning

How to Debrief to Promote Organizational Learning: 7 Steps

Resource-based view of the firm External links:

Resource-based view of the firm – IS Theory

Ricardian economics External links:

CiteSeerX — Ricardian economics.

Strategy map External links:

What is a Strategy Map? A short and simple guide for 2017.

IS Strategy Map | Kent State University

Systems Engineering External links:

Industrial & Systems Engineering | College of Engineering

Systems Engineering and Operations Research

DoD Systems Engineering – Guidance & Tools

Tacit Knowledge External links:

SWS Website – We transfer complex and tacit knowledge

Tacit Knowledge – Knowledge Management Team 5 | Michael Polanyi and tacit knowledge

Technology Management External links:

Engineering and Technology Management

Share the Vision 2017 | UIUC Office of Technology Management

Technology Strategy External links:

Marketing Technology Strategy Services | Merkle

AMC Science and Technology Strategy for 2014-2040

OPM: Information Technology Strategy and Investment Committee

The Open Group External links:

FACE HOME | The Open Group

The Open Group – YouTube

The Open Group Professional Certifications – Pearson VUE

The Open Group Architecture Framework External links:

The Open Group Architecture Framework (TOGAF)

The Open Group Architecture Framework Version 8.1.1

The Open Group Architecture Framework (TOGAF) – Core Concepts

Theory of the firm External links:

Theory Of The Firm Definition | Investopedia

Theory of the firm (Book, 1975) []

[DOC]Theory of the Firm – USI of the Firm1.doc

Value chain External links:

U.S. Global Value Chain Coalition

[PDF]The Value Chain From Competitive Advantage , by …

Data Value Chain | Onvia

Virtual Enterprise External links:

[PDF]Virtual Enterprise Course Description – SJCOE

MVHS Virtual Enterprise

What is Virtual Enterprise | IGI Global