How should business capabilities be mapped in relation to the Enterprise Architecture project?

Mapping business capabilities in relation to an Enterprise Architecture project fundamentally involves connecting these capabilities to the broader context of the organization’s strategic objectives and its structural components. This alignment ensures that the capabilities are not only identified but are also positioned to drive the organization towards its goals, allowing for a clearer visualization of how various departments and functions contribute to overall strategy.

By relating capabilities to organizational units, you ensure that each capability is actioned by the pertinent areas of the business, facilitating accountability and ownership. This direct connection to strategic plans helps in prioritizing initiatives, resource allocation, and overall alignment across the organization, thereby fostering a more cohesive approach to organizational development and transformation.

International standards, while useful, often do not take into account the unique context and strategic objectives of a specific organization. Similarly, a focus only on technological advancements may overlook crucial human and operational elements necessary for successful implementation. Following industry best practices, though beneficial, should always be contextualized within the specific needs and conditions of the organization to be effective. Mapping business capabilities with an eye towards organizational units and strategic plans ensures that the architecture remains relevant and impactful.