GC Enterprise Architecture/Business Capability Model

GC Enterprise Architecture	GC Enterprise Architecture Review Board, GC EARB
GC Service & Digital Target Enterprise Architecture	When to come
Enterprise Architecture Framework	Forward Agenda
Business Capability Model (BCM)	Past Sessions
Exemplar and Reference Architectures	10 Things You Need to Know
Enterprise Solutions	Governance for Digital Solutions
Working Groups	EA and GC EARB Overview – Presentation
Other References

Direction Setting

BCM #	Business Domain/Capability	Description
1.0	Legislation, Regulation and Policy Management	The ability to manage legislation, regulations and policies used to establish the direction and framework of the organization and provide the high-level foundations for its sub-organizations in support of where the organization is looking to move towards.
1.1	Legislation Management	The ability to formulate, develop, evaluate and manage legislation through a legislative processes or other governing bodies. Normally, legislation is used to regulate, authorize, outlaw, sanction, grant, allocate, declare or restrict some aspects or elements in order to achieve some results.
1.1.1	Legislation Development	The ability to formulate and develop legislation, that is, to write, to review, to recommend, to author and to advance legislation through a process for approval.
1.1.2	Legislation Implementation	The ability to plan, coordinate and put into effect one or more legislation.
1.1.3	Legislation Evaluation	The ability to observe, analyse, assess and report on proposed or implemented legislation and evaluate whether the revisions maybe required.
1.2	Regulations Management	The ability to develop, evaluate, manage, review and establish regulations for one or more nation, territory and/or group.
1.2.1	Regulations Development and Delivery	The ability to formulate, develop, plan, coordinate, implement and deliver regulations that individuals or entities will need to comply with.
1.2.2	Regulations Monitoring	The ability to observe, analyse, assess and report on the effectiveness of laws and regulations and evaluate whether revisions are required. Refer to 5.1 Compliance Management for the ability to enforce and ensure adherence to laws and regulations.
1.3	Policy Management	The ability to develop, evaluate, manage, and review policies which operationalize legislation or formalize basic principles and associated guidelines. Policies are normally formulated and enforced by the governing body of an organization, to direct and limit its actions in pursuit of long-term goals.
1.3.1	Legislation Review	The ability to review, examine and assess legislation with the intent of possibly changing it or to determine how it could be implemented.
1.3.2	Policy Development	The ability to draft, review, revise, develop, finalize, implement, monitor and advance policies and instruments to ensure they get implemented effectively and to provide guidance and understanding of the policy.
1.3.3	Policy Assessment and Guidance	The ability to assess and interpret the policies, their effectiveness and how they should be implemented via programs.

Direction Setting

BCM #	Business Domain/Capability	Description
2.0	Enterprise Planning	he ability to perform cross-cutting or horizontal planning for the enterprise or organization helping it to deliver on its mandates from a strategic perspective. This includes activities such as Strategic Planning, Financial Planning, Program and Service Delivery Planning as well as Integrated Planning. It normally includes planning that includes multiple organizational levels.
2.1	Financial Planning	The ability to determine, develop and describe how an organization plans to meet its mandate and priorities, through activities and allocations, based on the resources it has or those that it needs in which timeframes.
2.1.1	Budget Planning	The ability to determine and develop a budget for the organization. This ability includes the solicitation of sub-organizations, understanding the current priorities, sources of funding and allocation plans.
2.1.2	Strategic Investment Planning	The ability to plan investments and allocations based on the current and future priorities of the organization while considering the many elements of the ecosystem that the organization operates in that could impact the planned investments and allocations.
2.1.3	Treasury Management	The ability to manage debts, investments, liquidities, petty cash, financial reserves and the borrowing framework of the organization or business unit.
2.1.4	Budget Management	The ability to manage the budget allocation within the organization and along with the updates to the budget throughout the course of operations over a given period of time. This includes determining key assessment points; ensuring planning and processes are in place to manage budgets and reassessing and adjusting budgets as required.
2.2	Integrated Planning	The ability to plan strategically across two or more functions in a business or government entity to maximize value while minimizing risk and optimizing results.
2.2.1	Environmental Scan Management	The ability to identify, research, monitor, track events, attitudes, indicators across multiple areas that may impact strategic/business direction, risk, outcomes and objectives.
2.2.2	Enterprise Architecture	The ability to document, govern and recommend how the resources of the organization can be optimally integrated and interconnected to achieve current and future objectives. It normally includes the Business Architecture, Information Architecture, Application Architecture, Technology Architecture and Security Architecture perspectives. All organizations are architected in some way, many are architected by experience, and few have details on how they are organized to operate.
2.2.3	Portfolio Management	The ability to manage, track and oversee the evolution of a portfolio of stakeholders, applications, services, projects, etc.
2.2.4	Strategic Risk Assessment	The ability to identify and evaluate the risks that could affect the business in achieving its mission, vision, mandate, intents, outcomes or objectives. Includes planning, identifying, assessing, understanding, making decisions on and communicating risk issues.
2.2.5	Transformation and Innovation	The ability to analyze and plan for transformation and innovation which involves understanding the implications on two or more business functions within the organization. This includes the design of ideas and review of new business trends and technologies to transform and improve services and capabilities.
2.3	Program and Service Planning	The ability to develop, manage and implement the detailed design for the various programs delivered by the organization.
2.3.1	Program and Service Definition	The ability to define the business needs for each program.
2.3.2	Program and Service Delivery Design	The ability to design programs and services, that is, the activities involved with all aspects of designing a program or service from writing the key performance indicators, eligibility criteria, entitlement criteria, stakeholder obligations, roles and responsibilities, approvals, service delivery mechanism, etc. Also includes the activity of planning and organizing people, infrastructure, communication and material components related to the delivery of a Program or a service in order to improve its quality and the interaction with the stakeholders.
2.3.2.1	Program Planning and Design	The ability to plan, research and design an organizational or governmental program.
2.3.2.2	Service Planning and Design	The ability to design an organizational or governmental service including planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its stakeholders. This includes activities such as user experience design and research.
2.3.3	Program Alignment	The ability to ensure that programs are aligned to the mandate, objectives and policies of the organization.

Direction Setting

BCM #	Business Domain/Capability	Description
3.0	Outcomes Management	The ability to outline how the Programs are to be measured for their effectiveness on the target group within the mandate of the organization. This includes elements such as Governance and Oversight management, Program Evaluation, Performance Management and Reporting Framework Management.
3.1	Governance and Oversight Management	The ability to manage the activities that oversee and protect the organization's resources.
3.1.1	Governance Framework Design	The ability to design a governance framework, that is, to direct, administer and control the activities at all levels across the organization. For example: Organisation structure.
3.1.2	Governance Implementation	The ability to ensure that a governance framework is implemented according to approved terms across one or more organizations.
3.2	Performance Management	The ability to measure the performance of the organization, its programs, functions and/or services.
3.2.1	Performance Framework Design	The ability to develop a framework that will help assess the performance of the organization and/or sub-organizations.
3.2.2	Performance Measurement	The ability to measure the performance of the organization and/or sub-organizations or their services.
3.2.3	Service Quality Management	The ability to measure service quality and to outline the areas designated for the monitoring of delivery quality and efficiency when delivering programs and services.
3.3	Reporting Framework Management	The ability to determine measurement, recognition, presentation, and disclosure of all material items. The ability to design, monitor and evaluate organizational wide reporting such as annual reports, organizational reporting requirements and strategic, tactical and operational reporting specifications.
3.3.1	Reporting Framework Design	The ability to design the framework for reporting.
3.3.2	Strategic, Tactical and Operational Reporting	The ability to develop, compile and deliver the required organizational reports.
3.3.3	Reports Monitoring	The ability to monitor the reporting framework to ensure that it is operating as required and meeting the reporting needs of the organization and sub-organizations. This includes the monitoring of reporting results and determining follow up requirements.