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GC Enterprise Architecture/Business Capability Model (view source)
Revision as of 13:25, 8 April 2022
, 13:25, 8 April 2022no edit summary
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The business capability concept is a top-down view of an organization. It is a key element and often the first step in a Business Architecture discipline.
The <b>business capability</b> concept is a top-down view of an organization. It is a key element and often the first step in a Business Architecture discipline.
It gives us a different way to look at the major components of our organizations using a shared framework that bridges Programs and Services.
It gives us a different way to look at the major components of our organizations using a shared framework that bridges Programs and Services.
This technique helps us in identifying where there are commonalities versus where there are very different or unique activities. With this understanding, we can work towards a more cohesive enterprise.
This technique helps us in identifying where there are commonalities versus where there are very different or unique activities. With this understanding, we can work towards a more cohesive enterprise.
The tables below reflect the [https://gcconnex.gc.ca/file/view/50303099/gcbcm-gcmca-v2-visualmodel-20190617-en-pdf?language=en GC BCM 2.0 Model] with proposed updates (that are flagged and considered under construction). A request to GC EARB will be made to endorse the formal adoption of updates to the model.
The <b>GC BCM</b> is a view of the whole Government of Canada as one large organization. Thus, one department's specific capability may be part of the bigger core capabilities of the GC BCM (mostly Section 6).
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[[File:GC BCM v2.0.jpg|center|thumb|GC BCM 2.0 Model|upright=3.5]]
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Here are some <u>benefits</u> of business capabilities:
* provide a way to communicate between IT and business in a common language;
* enable laser-like business investment focus;
* serve as a baseline for strategic planning, change management, and impact analysis;
* lead directly to business service specification and design; and
* clarify/organize/structure modernization and transformation approaches for IT architectures.
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Since the GC BCM is of higher level (Level 0 & Level 1), departments is expected to use the GC BCM as a baseline to build their departmental BCM by building deeper into Level 2, 3, and so on.
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The tables below reflect the [https://gcconnex.gc.ca/file/view/50303099/gcbcm-gcmca-v2-visualmodel-20190617-en-pdf?language=en GC BCM 2.0 Model] with proposed updates for the future version (that are flagged and considered under construction). A request to GC EARB will be made to endorse the formal adoption of updates to the model.
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|width=10%| <b>8.0</b>|| width=20% |<b>Government Resources Management</b>|| width=70% |The ability to manage the physical assets of the organization including Acquisition, Finances, Human Resources, Materiel and Real Property and Technology. (It is important to note the difference between Enterprise level planning of an activity such as Finance (establishing budgets…), which are focused on setting direction while internal operational management of those same activities (such as day to day spending, reporting on budget usage, etc.) are done under this section. )
|width=10%| <b>8.0</b>|| width=20% |<b>Government Resources Management</b>|| width=70% |The ability to manage the physical assets of the organization including Acquisition, Finances, Human Resources, Materiel and Real Property and Technology. (It is important to note the difference between Enterprise level planning of an activity such as Finance (establishing budgets…), which are focused on setting direction while internal operational management of those same activities (such as day to day spending, reporting on budget usage, etc.) are done under this section. )
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|8.1|| Acquisition Management||The ability to manage acquisition, administration and retirement of economic resources provided by suppliers and vendors.
|8.1|| Acquisition Management||The ability to manage acquisition, administration and retirement of economic resources provided by suppliers and vendors.
|8.2.4||Financial Analysis and Evaluation ||The ability to analyze financial data as well as to generate and evaluate financial reports.
|8.2.4||Financial Analysis and Evaluation ||The ability to analyze financial data as well as to generate and evaluate financial reports.
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|8.3|| Human Resource Management||The ability to support prudent use and effective management of Human Resources within an organization, institution or legal entity.
|<span style="color: red">''8.3''</span>|| Human Resource Management||The ability to support prudent use and effective management of Human Resources within an organization, institution or legal entity.
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|<span style="color: red">'' <b>** NOTE **</b> ''</span> || <span style="color: red">'' <b>All the sub-sections of 8.3 have been modified</b> ''</span>|| <span style="color: red">'' <b>SUBJECT TO FURTHER CHANGES</b> ''</span>
|<span style="color: red">'' <b>** NOTE **</b> ''</span> || <span style="color: red">'' <b>All the sub-sections of 8.3 have been modified</b> ''</span>|| <span style="color: red">'' <b>SUBJECT TO FURTHER CHANGES</b> ''</span>
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|9.1.2||Identity and Access Management||The ability to recognize the identification of a person or system and ensure that only screened resources (people, external systems …) get access to the organization’s resources and assets. Access levels may also apply.
|9.1.2||Identity and Access Management||The ability to recognize the identification of a person or system and ensure that only screened resources (people, external systems …) get access to the organization’s resources and assets. Access levels may also apply.
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|<span style="color: red">'''9.1.2.1'''</span>||Credential Management <span style="color: red">'''*NEW*'''</span>||The ability manage (issue, update and revoke/deactivate) digital credentials and the associated token/authenticator.
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|9.1.3|| Security Monitoring and Management||The ability to monitor the security of buildings, assets, networks, information and people. This includes operational monitoring as well as planning for the approach to monitoring and assessing actual results. It also includes reporting on threats and vulnerabilities, identifying exploitable weaknesses, detecting intrusions, recovering from attacks and preventing future attacks.
|9.1.3|| Security Monitoring and Management||The ability to monitor the security of buildings, assets, networks, information and people. This includes operational monitoring as well as planning for the approach to monitoring and assessing actual results. It also includes reporting on threats and vulnerabilities, identifying exploitable weaknesses, detecting intrusions, recovering from attacks and preventing future attacks.
|9.4.1|| Incident Management||The ability to react and deal with unexpected events. Events could be positive or negative, have security, physical or mental health impacts and they can have a large or small effects on the resources of the organization. They include such things as virtual or physical threats by individuals, systems or nature, IT viruses, power outages, an employee accident, a water leakage, and much more.
|9.4.1|| Incident Management||The ability to react and deal with unexpected events. Events could be positive or negative, have security, physical or mental health impacts and they can have a large or small effects on the resources of the organization. They include such things as virtual or physical threats by individuals, systems or nature, IT viruses, power outages, an employee accident, a water leakage, and much more.
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|9.4.2|| Business Continuity Management|The ability to involve measures to ensure that the delivery of services can continue in an emergency situation.
|9.4.2|| Business Continuity Management||The ability to involve measures to ensure that the delivery of services can continue in an emergency situation.
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|9.4.3|| Disaster Recovery Management||The ability to manage the preparation of responses to major or catastrophic disruption of service delivery.
|9.4.3|| Disaster Recovery Management||The ability to manage the preparation of responses to major or catastrophic disruption of service delivery.
Les tableaux ci-dessous reflètent le [https://gcconnex.gc.ca/file/view/50303101/gcbcm-gcmca-v2-visualmodel-20190617-fr-pdf?language=en GC BCM v2.0 Model] avec les mises à jour proposées (qui sont signalées et considérées en cours de construction). Une demande au CEAI GC sera faite pour approuver l'adoption formelle des mises à jour du modèle.
Les tableaux ci-dessous reflètent le [https://gcconnex.gc.ca/file/view/50303101/gcbcm-gcmca-v2-visualmodel-20190617-fr-pdf?language=en GC BCM v2.0 Model] avec les mises à jour proposées (qui sont signalées et considérées en cours de construction). Une demande au CEAI GC sera faite pour approuver l'adoption formelle des mises à jour du modèle.
[[File:GC BCM v2.0.jpg|center|thumb|GC BCM 2.0 Model|upright=3.5]]
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|9.1.2|| Gestion des identités et des accès ||Capacité à assurer un accès sécurisé au sein du gouvernement. Cela permet de veiller à ce que seules les ressources ayant fait l’objet d’une enquête de sécurité aient accès aux immeubles, aux renseignements, aux ressources humaines, à la technologie, etc.
|9.1.2|| Gestion des identités et des accès ||Capacité à assurer un accès sécurisé au sein du gouvernement. Cela permet de veiller à ce que seules les ressources ayant fait l’objet d’une enquête de sécurité aient accès aux immeubles, aux renseignements, aux ressources humaines, à la technologie, etc.
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|<span style="color: red">'''9.1.2.1'''</span>||Gestion de l'authentification <span style="color: red">'''*nouveau*'''</span>||La capacité de gérer (émettre, mettre à jour et révoquer/désactiver) les identifiants numériques et le jeton/authentificateur associé.
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|9.1.3|| Surveillance de la sécurité et protection||Capacité à surveiller la sécurité des immeubles, des actifs, des réseaux, des renseignements et des ressources humaines. Cela comprend la surveillance opérationnelle ainsi que la planification de la solution de surveillance et d’évaluation des résultats réels.
|9.1.3|| Surveillance de la sécurité et protection||Capacité à surveiller la sécurité des immeubles, des actifs, des réseaux, des renseignements et des ressources humaines. Cela comprend la surveillance opérationnelle ainsi que la planification de la solution de surveillance et d’évaluation des résultats réels.
