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There are many types of views available for creating ArchiMate® models. Due to these many options, it may be difficult to choose which view type is the right type for your specific problem. This topic gives an overview of several views, stating the basic idea of the view, what the view can show, and what it is best used for.  The views are showed according to their categorization in the model's context menu in Enterprise Studio.


Strategy

Strategy on a Page
Basic idea, contents of view, what can the view show

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

Best used for

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.

Objects and relations on view

Links to ArchiMate concepts.

Links to other views.

What can be set
  1. Textual block
  2. Graphical block
  3. View block
ReportingThe Strategy on a Page view can be set as a drill-down page for specific stakeholders.
SWOT analysis
Basic idea, contents of view, what can the view show

Assessment of Strengths, Weaknesses, Opportunities and Threats.

More information: Modeling a SWOT analysis

Best used forEvaluation of an organization's internal and external factors that can help, or hinder strategic directions.
Objects and relations on view"SWOT" objects are modeled as ArchiMate Assessment elements.
What can be set

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

ReportingCreate color views representing metrics' values of "SWOT" elements.
Balanced Scorecard
Basic idea, contents of view, what can the view show

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

Best used forAssessing the overall performance of an organization in more detail than SWOT analysis. The Balanced Scorecard view gives more of an internal assessment than external.
Objects and relations on viewGoals, Metrics, Courses of action, Programs, and Projects.
What can be set
  1. Metrics' current values
  2. Metrics' desired target values
  3. Influence relationships
  4. Goals
  5. Courses of action
Reporting

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

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

Best used forScenario analysis on overall level, which can help to set strategy.
Objects and relations on viewDrivers, Assessments, and Metrics.
What can be set
  1. Metrics
  2. Drivers
  3. Assessments
  4. Scenarios
ReportingCreate color views to 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.
PESTEL analysis
Basic idea, contents of view, what can the view show

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

Best used forEvaluating the macro environment of an organization to identify threats and opportunities.
Objects and relations on viewAssessments and Metrics.
What can be set
  1. Assessments
  2. Metrics
ReportingCreate color views of the scoring of metrics to analyze the macro-environment to identify potential opportunities and threats.
Porter's Five Forces
Basic idea, contents of view, what can the view show

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

Best used forEvaluating the industry of an organization in terms of profitability and competition.
Objects and relations on viewAssessments and Metrics.
What can be set
  1. Assessments
  2. Metrics
ReportingCreate color views of the scoring of metrics to evaluate the industry of an organization in terms of profitability and competition.


Business model

Business Model Canvas
Basic idea, contents of view, what can the view show

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

Best used forOverall assessment of the Business from multiple perspectives (the 9 blocks).
Objects and relations on viewFor each of the 9 blocks below, specific ArchiMate elements can be added:
  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
What can be set

Metrics for each element within each of the 9 blocks.

ReportingAnalysis can be done using color views and stress tests (Scenario Analysis of BMC).
Customer Journey Map
Basic idea, contents of view, what can the view show

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

Best used forRepresenting customer's experience with products and services.
Objects and relations on viewActors or Roles, Objectives (Goals), moments (Business services) linked together using Triggering relations,  moments of truth (when customer makes a decision regarding the product or service offered), satisfaction metric (represent the degree of satisfaction of the customer), feeling metric.
What can be set
  1. Actors or Roles
  2. Objectives
  3. Moments
  4. Relations
  5. Moments of truth
  6. Metrics
ReportingThe visual of the view is the report generated.
Business Outcome Journey Map
Basic idea, contents of view, what can the view show

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

Best used forThis kind of insight is important in order to ensure that the business outcomes of an organization are in line with the value they are offering to their customers. In case adjustments need to be made, the Business Outcome Journey Map can help with identifying which capabilities need to be improved in order to provide a better value to customers.
Objects and relations on viewValue streams/stages, Capabilities, Outcomes, Stakeholders, Goals.
What can be set
  1. Value streams/stages
  2. Capabilities
  3. Outcomes
  4. Stakeholders
  5. Goals
  6. Metrics related to Capabilities
ReportingThe visual of the view is the report generated.
Ecosystem view
Basic idea, contents of view, what can the view show

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

Best used forEvaluation of the bigger ecosystem for producing and trading values.
Objects and relations on viewActors, Flow relations (between Actors), Values, Metrics.
What can be set
  1. Attach Value to Flow relations between Actors
  2. Score metrics of Actors and Flow relations 
ReportingCreate color views of metrics values to analyze the economic community of organizations and stakeholders in which they interact with each other to exchange values.

Portfolio

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

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

Best used for

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.

Objects and relations on viewMetrics and Options (motivational elements) 
What can be set
  1. The population
  2. Metrics 
  3. Dashboards/Charts 
  4. Recommendations
ReportingYou can generate a PowerPoint presentation with these recommendations and charts that you can use in your organization for making decisions.
Portfolio landscape view
Basic idea, contents of view, what can the view show

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

Best used forA portfolio landscape view is best used to make an overview of the portfolio views, containing only the portfolios of interest to you.
Objects and relations on viewPortfolio views.
What can be set
  1. Description
  2. Owner
  3. Goals
  4. Population
  5. Metrics
  6. Dashboards
  7. Recommendation options
ReportingThe Portfolio landscape view can be set as a drill-down page for Portfolio views for specific stakeholders.
Options view
Basic idea, contents of view, what can the view show

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

Best used forRecommend whether an application (for example), should be tolerated, invested in, migrated, or eliminated. In order to make these selection options available, they must be defined.
Objects and relations on viewOptions (motivational element).
What can be set
  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.
ReportingAdd the defined recommendations to your portfolio so that they can be included in your generated PowerPoint report.
Metrics view
Basic idea, contents of view, what can the view show

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

Best used forDefining metrics.
Objects and relations on viewMetrics.
What can be set
  1. Description
  2. Way of scoring
  3. Metric type
  4. Value mapping
  5. Aggregation operation
ReportingAdd the defined metrics to your portfolio, or individual elements to create charts, dashboards, color views and label views.
Stakeholder goals view
Basic idea, contents of view, what can the view show

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

Best used forShow which stakeholders are related to which organizational goals.
Objects and relations on viewStakeholders and Goals.
What can be set
  1. Stakeholders
  2. Goals
  3. Interests
ReportingGenerate a PDF, Word, Excel or PowerPoint report of the table.
Stakeholder analysis view
Basic idea, contents of view, what can the view show

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

Best used forShow which stakeholders influence the portfolio goals and register the way communication related to the goals should take place towards the stakeholders.
Objects and relations on viewStakeholders and Goals.
What can be set
  1. Stakeholders
  2. Power
  3. Interests
  4. Attitude
  5. Communication plan
ReportingGenerate a PDF, Word, Excel or PowerPoint report of the power interest matrices and the communication plans.
Analysis view

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

Best used forDetermine which charts you need and define their definitions.
Objects and relations on viewMetrics or Attributes.
What can be set
  1. Analysis name
  2. Dimensions
  3. Aggregation operation
  4. Chart properties
  5. Threshold
  6. Display settings
ReportingAdd the defined chart definitions to your portfolio so that they can be included in your generated PowerPoint report.

Risk and security

Risk and security view

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

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

Best used forRisk and security.
Objects and relations on view

Risk assessment.

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

What can be set
  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
Reporting

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.