My idea its to model a Business perspective and move to business processes and after that, to technological processes... In this approach I am trying to start with the vision, mission, capabilities, before going to processes areas, related to that capabilities - to have alignment and context. This initial assessment will be made with board members, using the concept of Capabilities instead of Macro Process or Process Area. Because I feel its easier to explain a Business Capability to a Board Member, than Macro Processes. Because of this, I am trying to support this decision in a more scientific way, than empirical....

Thanks for the tools suggested, I will try it! For the business layer assessment, I am using Excel and Powerpoint and I don't like it :-)

Hi Christophe,

I agree its a hot topic and fundamental for an integration of the business strategy and business processes. There is also a perspective that I am becoming more interested... the interpretation of Business Capability as something that represents what a organization should be able to do and gives a competitive advantage. If start identify the top capabilities using this concept I get into the organizational skills that must be enhanced to fulfill a business strategy, moving from an actual state to a desired one... This could facilitate the business architecture based in top level capabilities... The more I think about it... the more I feel is importance...

Just checked the links and Is curious to find out that TOGAF uses the concept of capability increment ... :-)

At the moment I am identifying top level capabilities and making its decomposition until the identification of business processes... This helps me identifying a business architecture and the same time clarifies the business capabilities based in its decomposing..

Thanks for the links :-)

Pedro