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In an attempt to provide a foundation for certification, the association has defined a boundary for Business Architecture. This boundary is broad based meant to represent both strategy related business redesign and focused business modification at the execution level.
We believe that the test will find the most competent in our field. In doing so, the association is testing for a wide range of experiences and skills and an understanding of how to transform businesses. To help people evolve to the level of competency we believe is needed to insure consistent success; we have broken the test into several separate areas. Scores for each area will be provided to those who take the test. This report will help both employers and practitioners to identify areas that need to be strengthened and to then take training and look for projects to build those skills and the experience needed to bring those weaknesses into areas of strength.
The test is organized and contains questions from the Business Architecture Discipline Framework (BArchDF)TM which is organized around six distinct disciplines, which form the nexus of Business Architecture and three foundational disciplines which the practice of Business Architecture are grounded:
 Strategy–a BArch needs to understand and translate an organizations strategy into the supporting business capabilities which define what an organization needs to be proficient (and excel at) to be competitive and provide market differentiation in their industry
Finance–provides an understanding of the underlying business financial model, the financial health of the organization and how the organization compares to its peers. In addition a BArch will mine financial data to understand underlying root issues and potential business challenges.
Business Processes–this defines how an organization operates. These are the activities and decisions which deliver strategic capabilities, which in turn deliver the goods / services to the organizations customers.
Information Technology–are the underlying applications, systems and infrastructure which enable processes to be automated, data to be aggregated, mined and leveraged and the infrastructure to ensure continuing business operations.
Human Resources–defines how an organization should best be organized and structured, it determines both the organizational and individual competencies required to translate strategy capabilities into action (business processes), it outlines and defines the decision making and oversight process required for the organization, it designs and installs reward and compensation programs to incent behavior and finally it helps shape an organizations culture which defines the values, behaviors and beliefs which underlay human interaction across an enterprise.
Consulting–provides a professional orientation and approach to root cause analysis, problem solving, the interpersonal skills required to communicate and guide senior leadership through a discovery, design and implementation process to deliver changes necessary to better align the organizations overall business architecture with the intended outcomes of the business strategy.
Systems Dynamics / Holistic Thinking–ensures that the Business Architecture and the process / methodology which is deployed consider both the internal and external environment, and the interplay within and across each, the interdependencies and relationships across the entire organizational ecosystem and how a change or shift can have both intended and / or unintended consequences to the Business Architecture design and more fundamentally can have a profound positive or negative effect on the entire enterprise.
Change Management–a key foundational skill to ensure that the organizations readiness and capacity for change are aligned with the degree of change defined through the BArch process. Included in this discipline are ensuring executive alignment and sponsorship, understanding leaders ability to lead and drive change, the overall readiness or the organization to adopt change and what enabling forces and opposing obstacles exist which need to be understood, leveraged and accounted for to ensure the intended change is implemented and adopted.
Program Management–the ability to oversee large complex Business Architecture efforts that when executed well propel the organization forward. It is vital that the Business Architect have a well designed program which not only articulates the activities, resources, deliverables and key metrics, but also contains a robust sponsor and communications plan to enable the work of a Business Architect.
The discipline of Business Architecture leverages tools, models, frameworks and deliverables from each of the for mentioned professions as well as tools designed specifically for a Business Architect to design / redesign the architecture necessary to deliver an organizations strategy.
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