In recent years, the idea of business capability modeling has emerged in the EA community. Much has been written about the idea of capability modeling, and it can even be said that we are facing a ‘capability hype’. You can find capability models for many industries on the internet. There are many industry-specific consortiums that try to model the business functions of that particular industry in the form of capabilities.
Capability modeling seems simple but is hard to do in practice. If you browse literature or the internet you’ll find only very little advice. No ‘Capability Modeling Guide’ out there. To change that, the Architectural Thinking Framework includes a draft of detailed guidelines that show how to model capabilities step-by-step.
Today we start a series of three blog posts that provide a capability modeling crash course. It includes the experience of ten years of trial and error in several companies and review by many practitioners.
A business capability is a core of ‘what’ a business does, a technique for the representation of an organisation’s business anchor model, independent of the organisation’s structure, processes, people or domains [GartnerGlossary]