Creating an organisational perspective

✅ Fully supported

The Organisation Mapping and Capability Mapping techniques offer solid coverage of business unit structure and alignment.

BIZBOK remains reliable for foundational organisational modelling in stable environments.

Driving a strategic intention

⚠️ Partially supported

Strategy mapping is defined but not deeply integrated with initiative planning.

Users must supplement BIZBOK with custom methods or external tools to model and execute strategic intentions.

Creating strategic response models

❌ Not supported

No constructs for triggers, rationale, or strategic response chains.

Architects will need to adopt complementary frameworks for dynamic response modelling.

Providing an oversight perspective

⚠️ Partially supported

Basic stakeholder definitions exist, but oversight roles and compliance enforcement are not structured.

Users will need to document oversight relationships and policy enforcement outside the BIZBOK structure.

Capability maturity and gap analysis

⚠️ Partially supported

Visual heatmaps are referenced, but structured maturity comparisons are not embedded.

Practitioners must maintain current vs. target state and prioritisation logic in external artefacts or tools.

Portfolio rationalisation and alignment

❌ Not supported

Portfolio-level analysis is not a concept in BIZBOK.

Architects should expect to use portfolio frameworks (e.g. PfMP, MoP) in parallel with BIZBOK.

Reference model tailoring and governance setup

❌ Not supported

BIZBOK provides generic templates but no explicit support for tailoring or enforcement structures.

Governance design and adaptation must be independently established beyond BIZBOK guidance.

Transformation roadmap development

⚠️ Partially supported

Time-based planning is implied but lacks structural support.

Roadmapping will require external project or programme planning tools to supplement BIZBOK models.

Stakeholder influence and communication enablement

✅ Fully supported

Stakeholder mapping, personas, and journeys are covered.

Suitable for communicating business architecture to stakeholders where static engagement is acceptable.

Design and validation of operating models

⚠️ Partially supported

Operating model concepts are addressed indirectly.

Architects must build operating model views by manually integrating multiple BIZBOK domains.

Creating an organisational perspective

Fully Supported

Organisation domain, Organisation Units, and inter-unit relationships

None needed

Driving a strategic intention

Fully Supported

Strategy, Initiatives (Programs and Projects), and their traceability to Capabilities, Stakeholders, and Performance

None needed

Creating strategic response models

Fully Supported

Strategic Response Model, including Triggers, Rationales, and Responses

None needed

Providing an oversight perspective

Fully Supported

Stakeholder extensions (oversight roles), accountable_to and oversight_of relationships, and links to Policy and Performance domains

None needed

Capability maturity and gap analysis

Partially Supported

Capabilities domain includes maturityLevel, but lacks structured representation of current vs. target state comparisons

Add fields for targetMaturityLevel and deltaAnalysis to Capability schema

Portfolio rationalisation and alignment

Partially Supported

Initiatives and their links to Capabilities and Strategy are modelled, but no explicit domain for portfolios or value scoring

Add Portfolio as a new domain or sub-element of Initiatives, including scoring and prioritisation attributes. Use the Finance and Performance domains for cost-benefit inputs

Reference model tailoring and governance setup

Limited Support

Policy and Organisation domains can capture governance rules, but no structured way to define architectural standards, compliance frameworks, or principle hierarchies

Extend Policy domain with sub-elements for architecturePrinciples, complianceFrameworks, and governanceStructures. Link with Risk Management and Sustainability where applicable

Transformation roadmap development

Partially Supported

Initiatives and Programs imply time-based change, but no native timeline, milestone, or sequencing model

Add timeSequence, milestone, and dependencies to Initiatives and Capabilities for roadmap creation. Use the Technology and Innovation domains for transformation-enabling factors

Stakeholder influence and communication enablement

Fully Supported

Stakeholder domain includes engagementStrategies, interestLevels, and performanceIndicators, which allow modelling of influence and communication

Additional enrichment: Incorporate the Customer, Channel, and Market domains where external stakeholder expectations shape decisions

Design and validation of operating models

Partially Supported

Organisation, Capability, and Value Stream domains offer some structure, but no consolidated Operating Model entity

Introduce OperatingModel as a composite view or virtual entity, linking Organisation, Capabilities, Value Streams, People, Technology, and Performance domains