​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

• Aligns to APQC Process Framework
• Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

• Aligns to APQC Process Framework
• Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

• Aligns to APQC Process Framework
• Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

Generic and Common fundamentals of Business

The model includes the generic or common requirements applicable to any industry, while industry specific models would expand upon this work the following are generic and actually the same audience regardless of the systems used to Acquire these Party Management Capability components.   

Party management capability a component in the five capability model includes the following.  

Principles with Customers 

Principles with Suppliers 

Principles with employees

Definition of a legal relationship determines the customer versus a consumer or a customer of your supplier.  A consumer buys through another channel and has no hard dependency with your organization or agency unless your resale channel has not followed through on their agreement to represent your offers.

Stakeholders
Board of Directors - Appointed to oversee and assume the organization or agencies legal liability.  

C-Level Executives (officers) 
The employees who manage the day to day activities approved by the Board of Directors in accordance with the corporate policies.   

Business Managers
The people managers who direct employees in their responsibilities as inputs to the performance model.   

Employees 
The people who perform the work to enable the companies strategy by knowing their roles and how their outputs impact others in the organization whether direct or indirect.   

Quality Standards 
Stakeholders defined by quality management principles for both customer and suppliers.  

Risk-Outside In 
External risk has a higher severity by threatening the brand by risk of reputation with customers and suppliers.  Both customers and suppliers are held to the same degree of scrutiny therefore recognize a gap in managing the relationships and interactions within these guidelines.      

Dependency and Sox Impact PLC/SDLC
The purpose of this model intends to highlight the generic relationships which must be considered HARD and source from a trusted and controlled business process.  

Generic infers applicability to any size organization or agency in any industry.  Assume the common requirements are highlighted herein.  

Enterprise and Business Architect
Generic elements with hard dependencies have been modeled and may serve as a reference architecture in any collection or as the service management reference linked to the configuration management db in your records management repository.  

Record Management (content/knowledge/information)
The record management repository for service, architecture, and project life cycle management often inserts several documents for a project team to subjectively complete during a project.  Each document has often been incomplete or inaccurate in review of many companies project artifacts.   

Consider the potential value of this model to serve as the master guide in modeling your execution process for any change in the environment.    

Cost controls around the business management system with quality and financial fact based records will have the most value to any organization by adopting the Enterprise Business Architecture quality reference architecture.  

Value 
The value would be to manage dependencies whether known by internal stakeholders or unknown in alignment with your corporate policies.  

Corporate policies are guidelines developed by your board of directors (highest authority) the oversight and legal liability of the organization or agency falls upon the BoD.  

The BoD relies upon the officers in the company to enforce and base decisions on the guidelines set forth in the corporate policies.  

Unlike functional policies NONE may be written nor promote a higher authority than the corporate policies.   

Corporate policies are crafted to supply the procedures and name roles who serve as the trustees and a trustee may delegate some activities within the guide of the Corporate Policies.  

General Accounting 
Principles for private and public organizations or agencies have only semantic relationships which apply to either type of model. 
By using control charts at the points of the model concepts in combination with the 5 capability models and all associated stock and flow simulation models an organization may better manage complexity introduced by over-correcting in response to either financial or quality audit.  

External Risk
All companies have two kinds of risk, internal and external. External risk is not subjective nor determined by any single functional business manager nor any single officer.  Identification of external risk have hard dependencies highlighted herein the model.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.