Arsitektur Enterprise 2026 - Materi 5 Business Capability Mapping and Resource Identification

Summary

The lesson explains how business architecture, Porter’s Value Chain, business capability mapping (BCM), and resource identification fit together. Its central idea is to define what an organization needs to do—and which capabilities, processes, and people it needs—before deciding how to support those needs with technology or systems.

1. Why capability mapping matters

The instructor uses a modern café renovation as an analogy. A contractor should understand the intended function of each room before renovating it: a kitchen needs suitable space and equipment, a warehouse needs storage capacity, and a cashier area must support transactions. Without a functional plan, renovations may not meet the café’s needs.

Likewise, organizations should identify the purpose and requirements of their business areas before building or changing systems. The lesson also introduces resource identification as a way to establish who will operate each area and what responsibilities or abilities are needed.

2. Business architecture

In TOGAF, business architecture is presented as Phase B, following the architecture vision in Phase A. It defines an organization’s:

• Business strategy and governance
• Organizational structure
• Operational processes

The aim is to align business needs with investments in information technology and applications, avoiding designs or purchases that add unnecessary functionality, cost, or complexity.

3. Porter’s Value Chain

Porter’s Value Chain is described as a framework for identifying the primary activities and support activities that contribute value to a company. Analyzing these activities can inform decisions to reduce costs, improve efficiency, or create differentiation and competitive advantage.

The two activity groups are:

• Primary activities: inbound logistics, operations, outbound logistics, marketing and sales, and service.
• Support activities: firm infrastructure, human-resource management, technology development, and procurement.

Activities should be described in clear, action-oriented business language. The instructor illustrates this with a bakery: obtaining and checking ingredients are inbound activities; preparing and baking products are operations; and distributing finished products is outbound activity. Other examples include sales systems, e-commerce, remote service, staff skills, technology, and online purchasing.

A second example applies the Value Chain to a university. It places student recruitment and promotion, teaching, research and community service, and alumni-related activities within the primary-activity view. Human resources, infrastructure, information technology, administration, finance, laboratories, and libraries are treated as support-related functions. The exact placement can depend on how the organization describes its activities.

4. First assignment: Research the Value Chain components

Students are asked to:

1. Find and explain the meaning of each component in both primary and support activities.
2. Give one example for each component.
3. Include the sources used, such as reliable articles or official websites.
4. Work individually.

The instructor says not to use AI for this assignment and asks students to consult dependable sources instead.

5. Business Capability Mapping (BCM)

BCM creates a visual or hierarchical representation of the capabilities an organization has—or needs—to achieve its strategic goals. It focuses on what the organization must be capable of doing, regardless of how its processes or technology are currently implemented.

The lesson presents three broad groupings for capabilities:

• Strategic
• Operational
• Support

The Value Chain can be used as a starting point for organizing and transferring activities into a BCM. An ArchiMate model can represent capabilities in a hierarchy, from broader areas such as business management to more specific areas such as product management, marketing, sales, distribution, and business support. The instructor notes that students may need to label or group the model elements themselves as strategic, operational, or support.

6. Resource identification

Resource identification is the process of recognizing and recording the assets and competencies needed to support organizational capabilities. The lesson mentions capital, technology, infrastructure, and human resources, while using a simplified table focused on:

1. Capability
2. Related business process
3. People or roles responsible

Its purposes include:

• Avoiding duplicated systems or data procurement
• Clarifying each asset’s owner and function
• Showing how resources relate to business strategy
• Providing a starting point for designing future systems

The example maps capabilities to processes and responsible roles:

• Human resources: workforce planning, recruitment and screening, and onboarding. Roles include HR recruiters, hiring managers, and HR operations.
• Finance and accounting: preparing budgets, processing invoices, and producing financial reports. Roles include financial planners, accounts payable staff, and the CFO.
• Research and development: market research and user feedback, prototyping and coding, and quality testing. Roles include product managers, software engineers, and QA staff.
• Marketing and sales: creating digital campaigns, qualifying prospects, and negotiating and closing contracts. Roles include digital marketers, inside sales representatives, and account executives.
• Customer support: receiving ticketed complaints, escalating serious technical issues, and conducting customer-satisfaction surveys. Roles include customer-service staff, tier-two technical support, and customer-quality analysts.

Other resource types—such as capital, infrastructure, and technology—may also be included, but the instructor says they require deeper investigation and stakeholder input. The classroom example keeps the mapping simple.

7. How the concepts connect

The lesson brings the concepts together as follows:

• Business architecture provides the foundation for defining organizational strategy.
• BCM helps represent and organize the capabilities needed to realize that strategy.
• Resource identification connects those capabilities to processes, people, and other necessary assets.

Together, these tools help an organization analyze its strategy and align its business activities, operations, and technology needs.

Speakers and sources featured

• Speaker: One instructor/narrator presenting the lesson and assignments.
• Frameworks and sources discussed: TOGAF, Porter’s Value Chain, and ArchiMate. No separate guest speaker is identified.