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GC Enterprise Architecture/Business Capability Model (view source)
Revision as of 12:20, 15 February 2021
, 12:20, 15 February 2021no edit summary
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|8.6.2|| Workload Management||The ability to forecast, assess and prioritize the work items involved with service delivery. This includes assessing the complexity of the work and to identify/select work based on a set of criteria (assume criteria includes relationships between work).
|8.6.2|| Workload Management||The ability to forecast, assess and prioritize the work items involved with service delivery. This includes assessing the complexity of the work and to identify/select work based on a set of criteria (assume criteria includes relationships between work).
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Supporting</div>
! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>9.0</b>|| width=20% |<b>Corporate Management</b>|| width=70% |Capabilities dedicated to managing the activities that oversee and protect the organization’s resources as well as its business continuity in the event of a disruption.
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|9.1|| Security Management||The ability to take measures to ensure the security of the organization, its materiel, assets, resources and people. This includes both Physical and Information technology security.
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|9.1.1||Screening and Assessment Management||The ability to screen and assess people, equipment, networks, regarding risks, to ensure that the authority and/or permission to access the organization’s assets is managed effectively. This includes the evaluations for the access to buildings, networks, information and assets, and includes the validating the transferability of screening between organizations.
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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.
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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.
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|9.2|| Communications Management||The ability to plan, to implement, to monitor and to revise of all the communications from or within the department. It also includes the organization and dissemination of new communication directives connected with an organization.
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|9.2.1||Corporate Communications Management||The ability to plan and manage internal and external communications.
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|9.2.2|| Public Affairs Management ||The ability to ensure that communications are effectively managed, well-coordinated and responsive to the diverse information needs of the public. These activities ensure that the public receives government information and that the views and concerns of the public are taken into account in the planning, management and evaluation of policies, programs, services and initiatives as well as manage public opinion of the government on the whole or directed at specific target groups.
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|9.2.3||Marketing Management||The ability to track and review the organisations marketing resources and activities.
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|9.2.4|| Brand Management||The ability to maintain, to improve and to uphold a brand so that the name is associated with positive results. All the activities related to supervising the promotion of a particular brand of goods
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|9.2.5|| Linguistic Management||The ability to translate existing or live material in other languages or language forms. Translations could also include the translation to and from other types of languages such as indigenous, braille and sign-language. This includes Terminology management, interpretation management (sign language), standardization and translation management.
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|9.3|| Business Transformation Management||The ability to manage change portfolios, programs and projects ensuring structured methods and processes are used to deliver business and project objectives. Includes the activities of Change Management, Portfolio Management, Program Management and Project Management.
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|9.3.1|| Change Design Management||The ability to take the organization's strategies and plans and turn them into detailed specifications or requirements of services to be delivered or developed.
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|9.3.2||Change Implementation Management||The ability to manage change portfolios and projects to ensure structured methods and processes are used to deliver business and project objectives.
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|9.3.3|| Change Monitoring Management||The ability to ensure that all the changes across the organization are monitored. This avoids gaps, overlaps, and duplication, and improves line of sight across the efficiency and effectiveness of change.
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|9.3.4|| Project Management||The ability to manage the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
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|9.4|| Business Disruption Management||The ability to maintain critical business services for stakeholders in the event of a significant outage. For example: natural disasters, system failures and other major disruptions. This capability applies to large scale planning not day to day maintenance of operations.
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|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.
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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.
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|9.4.4|| Emergency Operations Management||The ability to support operations during an emergency situation. For example a major weather event, major power outage, etc.
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|9.5||Legal Management||The ability to provide legal representation in each sub-organisations to provide advice and guidance within program delivery and legislation assessment as well as to represent the legal interests of the department or agency on behalf of the organization.
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|9.5.1|| Legal Advice Management||The ability to provide legal services to the organization. This includes interpreting and providing civil and constitutional legal advice, and representing all sub-organizations and related agencies regarding legal matters, the drawing up of legal agreements and the handling of legal actions and disputes.
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|9.5.2|| Legal Support Management||The ability to conduct the organization's legal cases through the legal system.
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|9.6|| Audit Management||The ability to verify assurance of the financial and operational controls to manage risk, promote sound business practices and meet statutory obligations. For example: Ensuring that service delivery is consistent and reliable, the accurate and reliable production of information, independent and objective reviews and advice, etc.
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|9.6.1|| Audit Evaluation Management||The ability to monitor an audit throughout the lifecycle of the audit as well as the evaluation of an audit after the fact.
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|9.6.2|| Internal Audit Management||The ability to execute, coordinate, track and manage audits. This includes identifying, evaluating and managing all relevant risks to the enterprise.
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|9.6.3|| Program and Service Audit Management||The ability to ensure that program and service delivery is consistent and reliable including the accurate and reliable production of information, independent and objective reviews and advice, etc.
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|9.7|| Event Management||The ability to develop programs to support events, summits, elections, exhibitions and conferences. The ability could encompass full planning and implementation or providing financial assistance and advice on planning and marketing strategies to 3rd parties.
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|9.7.1|| Event Planning Management ||The ability to plan and manage events including capabilities such as Workforce Logistics, Event Location Management, Event Material Management and Support, and Complaint Services Management. These capabilities could apply to events such as Large staff meetings, celebrations, the opening of a new museum, General Elections and G7 Summits.
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|9.7.2|| Event Support Management||The ability to provide support to the various stakeholders involved in the conduct of an event such as Help Desk activities, provisions of Information Kiosks and provision of targeted training to event workers.
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|9.7.3|| Event Implementation Management||The ability to launch, conduct and complete an event. These capabilities could include Event initiation Management, Event Monitoring Management, Event Worker Management, Event Result Management, and Event Close-out Management.
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|9.7.4|| Event Evaluation Management||The ability to evaluate events and make recommendations for future event planning. These capabilities could include Post-event Assessment Management, Results Management, Results Communication and Publication, and Complaints Resolution Management.
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