GC Enterprise Architecture/Business Capability Model
< GC Enterprise Architecture
Revision as of 09:43, 15 February 2021 by Nancy.roberge (talk | contribs)
| 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. |
| 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. |
| 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. |
| BCM # | Business Domain/Capability | Description |
|---|---|---|
| 4.0 | Relationship Management | The ability to manage relationships with various individuals or organizations, that is, to identify and collect information regarding stakeholders*, understand their needs, and maintain an on-going engagement for the purposes of working with or providing services to them. The capabilities in this area include management of the awareness, information and interaction with stakeholders. It applies to individual stakeholders as well as stakeholder segments. *Stakeholder is defined as domestic or foreign individuals, businesses, clients, users, organizations, partners, vendors, service providers, other governments, etc., who can affect or be affected by the actions, objectives and policies of the government or government unit. Note – the focus of this capability area is ‘who’ rather than ‘what’ or ‘how’. |
| 4.1 | Stakeholder Awareness Management | The ability to disseminate information designed to increase the public’s and stakeholder’s awareness of programs and services that they are potentially eligible to receive. |
| 4.1.1 | Channel Management | The ability to ensure the content of service delivery channels are consistent and that prospective stakeholders can obtain the same information regardless of which channel they choose to use. |
| 4.1.2 | Public Outreach Management | The ability to disseminate information with the intent of making potential stakeholders aware of programs and/or services that they might be eligible for as well as what they need to do to apply for a service. This can come in the form of TV Commercial, Mail pamphlet, Marketing campaign polling, etc. |
| 4.1.3 | Stakeholder Education Management | The ability to deliver information via all channels available (Click, Call, Consult - as well as mail and various media, etc.) to existing and potential stakeholders so they are informed / educated about potential services they may be eligible to receive from the organization. |
| 4.2 | Stakeholder Information Management | The ability to identify and collect information about stakeholders to understand their needs and to maintain an on-going engagement to build partnerships and/or provide services. |
| 4.2.1 | Stakeholder Profile Management | The ability to create and manage profiles to facilitate efficient service delivery. An example of this would be the creation of a profile of individuals who live in a certain jurisdiction that due to unique circumstance (natural disaster, weather anomaly, economic event, etc.) would not be subject to penalties as a result of a late Tax Return. |
| 4.2.2 | Stakeholder Assessment | The ability to identify and assess the stakeholders and the relationships that are important regarding the work being conducted or the service being offered (as a given stakeholder may hold many different types of relationships with many government organizations). |
| 4.2.3 | Stakeholder Risk Assessment | The ability to determine the risks associated with working with and/or delivering services to stakeholders. This includes all levels of risk and is not limited to major items such as fraud or identity theft but can include behavioural risk. |
| 4.3 | Stakeholder Interaction Management | The ability to manage interactions with stakeholders across all channels. |
| 4.3.1 | Intake Management | The ability to accept, track and manage incoming information and demands. The incoming element can vary widely, that is, it could be a comment regarding a typo on a web site, a request for a grant or for a meeting with the leader of another country. It could also come from various sources, such as another departments, an agency, another level of government, a citizen, a vendor, etc. Note that the intake includes a form of identification (low to high) as the organization needs to track the source of the information or request in order to understand the validity of the intake. |
| 4.3.2 | Correspondence Management | The ability to develop, send, track, receive and forward correspondence records used for the purposes of exchanging relevant information with identified stakeholder(s). |
| 4.3.3 | Engagement Management | The ability to identify, track, assess need and engage initial and ongoing client service such as advice, referral, information, assistance, appointments, etc. and provide an integrated view and history of these interactions. |
| 4.3.4 | Registration and Eligibility Management | The ability to maintain information from an application into a registry that may be used for the purposes of determining whether the applicant meets eligibility criteria to be given the privileges/permissions applicable to the benefits/services. |