11 May 2011

Seeking feedback on a Business Architecture model

Here is a problem I am struggling with, slightly removed and abstracted from a client I am working with.  I wonder if you could help.

I have categorized a number of existing business software applications according to the below list.  Think web publishing as a business context.

My challenge is that the list is not necessarily mutually exclusive or complete exhaustive (MECE.)  I am looking for your guidance on how to improve this list.  Can you help?  Does this list even need to be MECE?

  • Asset Management
  • Business Rules Management
  • Capacity Management
  • Configuration management
  • Content Capture
  • Content Creation
  • Content Management
  • Customer Management
  • Document Management
  • Financial Management
  • Identity Management
  • Incident Management
  • Knowledge Management
  • People Management
  • Problem/Opportunity Management
  • Project Management
  • Records Management
  • Release Management
  • Risk and Issue Management
  • Security Management
  • Service Management
  • Workflow Management

The idea here is that each of the above functions or capabilities should be supported by an IT system and business process. I have a description of each and can share it of you think it will help.  The descriptions highlight some of the relationships and areas of overlap - particularly between the areas in the CMS/publishing/KM zone.


  1. Anonymous5:07 am

    Hi Craig,
    My idea is using a Quality System to categorize the functions. You can consider every function as a process and then categorize and prioritize those processes.
    For instance, in Quality Management we often categorize processes into three categories. 1-Management Processes 2- Core Processes 3-Supporting Processes.
    Management Processes are kind of processes that are related to top managers' decisions, strategies and policies. Core processes are kind of processes that make added-value for the company. In other words company make money with those processes and clients pay for them directly. For example Project Management Process may be considered as a core process. Finally, Supporting processes are kind of processes that support the core processes but clients may not involve with them like Training process.
    Definition of the client/Stakeholders in this kind of approach is the key.
    I hope it does work for you.

  2. Sean, Your thinking lines up closely with mine. (Your link doesn't work so I was unable to follow up in more details.)