Three types of information can be displayed on a Strategy on a Page:

1. Textual block of bullet list (of ArchiMate concepts).
2. Graphical block: similar to the textual block, but the ArchiMate concepts are represented using their graphic shapes.
3. View block: smaller clickable thumbnails of existing views.

More information: Modeling a Strategy on a Page

Summarizing layers of architecture using objects and views.

Provide at-a-glance overall view of the whole architecture with links to go into more detail.

Links to ArchiMate concepts.

Links to other views.

1. Textual block
2. Graphical block
3. View block

Assessment of Strengths, Weaknesses, Opportunities and Threats.

More information: Modeling a SWOT analysis

Metrics of each "SWOT" element, for example, impact and strength.

The Balances Scorecard view is a method to measure performance towards strategic goals in four dimensions (Financial, Customer, Internal Processes and Learning and Growth). The measurement of performance is not just in one area, but a balance of areas encompassing the different areas of an organization.

Furthermore, it is possible to define the internal influencing relations between all the strategic objectives in the four areas.

For each strategic goal in all of the four areas, a scorecard could be defined that includes:

1. How to measure its performance through a metric.
2. What is the current measured level of those metrics, what is the desired level and what have we planned to move from outcome to target to improve its performance.

More information:  Modeling a Balanced Scorecard

1. Metrics' current values
2. Metrics' desired target values
3. Influence relationships
4. Goals
5. Courses of action

Create tables, showing for each of the four dimensions and for each of the strategic goals the metrics, their current and desired values and the Initiatives to bridge the gap. 

Create color views of strategic goals performance to indicate whether something is above or below target.

Scenario analysis is a method to look at a business view not as a static view, but one where we can look at in different scenarios. The Scenario analysis view offers the possibility for organizations to define and analyze what kind of impact certain strategic themes/factors/drivers can have in the future, from the perspective of the possible scenarios associated with them.

Different values/metrics for objects can be set on this view and different scenarios can be activated.

The Scenario analysis view is also called "Stress Test." And even though it is categorized as part of the strategy views; it is actually dependent on the Business Model Canvas and can be thought of as an extension of it.

More information: Modeling a Scenario analysis view

1. Metrics
2. Drivers
3. Assessments
4. Scenarios

The PESTEL analysis offers the possibility for organizations to monitor and analyze their macro-environment in order to identify potential opportunities and threats, based on several categories. 

In a PESTEL view, different Assessment objects are created of different macro-environment areas, which are then scored with relevant metrics to get an overall view of the organization's environment. In a way, this view is similar to the SWOT analysis, except that the different environmental categories (like political, social, economic, etc.) are added and specific assessment elements are added inside each of these categories.

More information: Modeling a PESTEL analysis

1. Assessments
2. Metrics

The Porter's Five Forces view offers the possibility for organizations to monitor and analyze their industry in order to determine the intensity of industry competition and its profitability. This is done by investigating the following five forces in their industry:

• Bargaining power of suppliers
• Bargaining power of customers
• Threat of new entrants
• Threat of substitutes
• Industry rivalry

More information: Modeling a Porter's Five Forces

1. Assessments
2. Metrics

The Business Model Canvas view offers the possibility for organizations to design, assess and visualize their business model. In this view, the business model can be designed with the help of nine blocks. For each of the 9 perspectives, specific ArchiMate elements can be specified, and can be scored based on metrics.

More information: Modeling a Business Model Canvas

1. Partners: stakeholder, business actor
2. Activities: capability, process
3. Resources: resource
4. Value: value, business product, business service
5. Relations: capability,  business collaboration
6. Channels: resource, business interface
7. Customers: stakeholder, business actor
8. Costs: value, outcome
9. Revenue: value, outcome

Metrics for each element within each of the 9 blocks.

Customer journey mapping is a method to visualize a process or service from the customer's perspective. A Customer Journey Map is a useful way to represent the experience of an individual while interacting with an organization, service, or product, over time and across channels. It focuses on the customer interaction and helps you optimize this experience.

More information: Modeling a Customer Journey Map

1. Actors or Roles
2. Objectives
3. Moments
4. Relations
5. Moments of truth
6. Metrics

The Business Outcome Journey Map is similar to the Customer Journey Map. It can help model the business outcomes of an organization in relation to the value streams that are realizing it, to the value propositions they can offer to their customers, and to the analysis of the capabilities, which are making all of this possible.

More information: Modeling a Business Outcome Journey Map

1. Value streams/stages
2. Capabilities
3. Outcomes
4. Stakeholders
5. Goals
6. Metrics related to Capabilities

The Ecosystem view offers the possibility for organizations to model and analyze the economic community of organizations and stakeholders in which they interact with each other to exchange values. It complements the Business Model Canvas. While the BMC is organization-centric, the Ecosystem is a broader view that represents the organization as part of a bigger group of entities that produce and trade value.

More information: Modeling an Ecosystem view

1. Attach Value to Flow relations between Actors
2. Score metrics of Actors and Flow relations 

Portfolio management takes place in the dashboard of the portfolio view. In the portfolio view you can populate the portfolio, score metrics and analyze the health of your portfolio based on dashboards. The focus is on filling the your portfolio and seeing the results.

More information: Portfolio management

When the portfolio design is completed, you can start managing your portfolios.

In the manage phase you analyze and assess the health of your portfolio on the basis of the dashboards. You can make observations and register them. Based on this you can make recommendations for changing your portfolio.

1. The population
2. Metrics 
3. Dashboards/Charts 
4. Recommendations

In a portfolio landscape view, you create an overview of the portfolios. This is where you determine which components you want to manage in one portfolio.

More information: Composing portfolios

1. Description
2. Owner
3. Goals
4. Population
5. Metrics
6. Dashboards
7. Recommendation options

Defining recommendations is the last action of the portfolio design phase valuation.

Choice options are used to formulate recommendations in the portfolio management phase. The choice options are grouped in recommendation options. The recommendation options are defined per set of associated selection options. Defining these recommendations is done in the options view.

More information: Defining recommendation options for the portfolio

1. Description: Type a description of the selection options.
2. Option: Type the name of the selection option. The option is visible with this name when formulating the recommendations.
3. Option description: Type a detailed description of the option.

The definition of a metric is created in the Metrics view. In this view, both the parent and the child metrics can be defined, as well as their types, relationships, weights of these relationships, and type of aggregation. 

More information: Defining metrics

1. Description
2. Way of scoring
3. Metric type
4. Value mapping
5. Aggregation operation

The stakeholder goals view shows which stakeholders are related to which organizational goals. In this view, you register the key stakeholders and goals in a table, and add the desired relations between them. Ultimately, what you want to see in this view are the interests of your key stakeholders concerning the strategic goals.

More information: Performing an analysis on the stakeholders and goals

1. Stakeholders
2. Goals
3. Interests

In relation to your portfolio goals, you may want to see which stakeholders influence them. In the stakeholder analysis view, you create power interest matrices in which you define the degree of power and interest and the attitude of the stakeholders towards the goals.

More information: Performing an analysis on the stakeholders and goals

1. Stakeholders
2. Power
3. Interests
4. Attitude
5. Communication plan

Basic idea, contents of view, what can the view show

In order to get a good picture of the analysis results in the portfolio management phase, a dashboard is created with one or more chart definitions. In the management phase, these charts will represent the metric score of your portfolio. The charts can be adjusted and be used in different ways, for example, to filter out any irrelevant results, or to focus on the details of assets in a portfolio to analyze how their cost or value is created.

Determining which charts you need and defining their definitions is done in the analysis view.

More information: Defining a dashboard for the portfolio

1. Analysis name
2. Dimensions
3. Aggregation operation
4. Chart properties
5. Threshold
6. Display settings

You are modeling for ERSM with the aim of identifying and managing risk in your organization by describing, classifying, managing and mitigating risk factors. Create an architecture model with risk and security aspects by extending your existing architecture model with one or more risk and security views.

In the risk and security view you can include the part(s) of your architecture for which you want to model the risk and security aspects and then add the risk and security-related elements.

More information: Enterprise Risk and Security Management

Risk assessment.

In the risk assessment phase, the vulnerabilities, threats and risks in an operational organization are determined, modeled and analyzed.

1. Elements
2. Security policy and principles
3. Control objectives and security profiles 
4. Requirements for control measures
5. Control measure realization
6. Risk-related properties

All of the risk-related properties from the risk and security-related objects, and the risk analysis results of an ERSM model can be visualized in the risk and security view by means of traffic lights, color views and heat maps.

The color view and heat maps are based on the qualitative risk assessment as defined in The Open FAIR body of knowledge of The Open Group.