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While both organization maps and organization charts visualize organizational structures, they have key differences:

Organization Chart:Focuses on formal reporting structures and hierarchies within an organization. It typically shows departments, roles, and lines of authority.

Organization Map:Provides a broader view of the organization, including relationships, interactions, and dependencies both within and outside the organization. It can highlight:

Informal relationships:Collaborations, communication channels, and networks that are not captured in the formal hierarchy.

External relationships:Connections with customers, suppliers, partners, and other stakeholders.

Alignment with business architecture:How well the organizational structure supports the business architecture and stakeholder concerns.

By visualizing these broader relationships, an organization map can reveal areas where the business architecture may not be effectively addressing stakeholder needs. This could be due to:

Misalignment between structure and strategy:The organizational structure may not be optimized to support the business strategy and value streams.

Communication gaps:There may be inadequate communication or coordination between different parts of the organization.

Lack of clarity in roles and responsibilities:Overlapping or unclear roles can lead to confusion and inefficiencies.

A value stream is an approach to modeling business value that focuses on the end-to-end sequence of activities that an organization performs to deliver a product or service to the customer. This perspective is designed to help organizations understand the full lifecycle of value creation, from the initial customer demand to the final delivery of value. It provides a holistic view of the flow of value through the organization and is instrumental in identifying areas of waste and opportunities for improvement to enhance the overall customer experience. Value streams help in visualizing and optimizing the steps necessary to effect change in the business processes and systems that create value for the customers.

In the provided diagram, item A refers to the Architecture Repository, which is a part of the TOGAF framework where all the architecture assets are stored. This includes the architectural models, patterns, architecture descriptions, and other artifacts relevant to the architecture. Item B is labeled as the Governing Board, which is likely referring to the Architecture Board or asimilar governance structure responsible for oversight and decision-making regarding the enterprise architecture. Item C refers to Enterprise Capability, which encompasses the processes, tools, skills, and other capabilities that enable the architecture function within the enterprise.

According to the TOGAF Series Guide: Business Capabilities, after documenting all of the business capabilities, the next step is to organize them in a logical manner1. This can be done by using techniques such as layering, sorting, mapping, and leveling1. These techniques can help to classify, group, and align capabilities into categories for a deeper understanding of how they support the business goals and objectives1. Organizing the business capabilities can also help to identify dependencies, gaps, overlaps, or redundancies among them1.