The Open Group OGBA-101 Dumps

The step during development of a business scenario that ensures that each iteration is managed as a mini-project is the Planning Step3. The Planning Step is a preparatory step that defines how to approach each iteration of developing a business scenario3. The Planning Step involves setting up a project team with clear roles and responsibilities, defining a project plan with milestones and deliverables, identifying stakeholders and their concerns, establishing communication channels and feedback mechanisms, and securing resources and budget3. The Planning Step can help to ensure that each iteration is managed as a mini-project with clear objectives, scope, schedule, quality criteria, risks, and issues.

The segments labeled A, D and I in the Business Model Canvas are Key Partners, Customer Relationships, and Revenue Streams respectively1. The Business Model Canvas is a tool that can be used to describe how an organization creates, delivers, and captures value for its stakeholders1. The Business Model Canvas consists of nine segments that cover four main areas: customers (segments B,C,D), offer (segment E), infrastructure (segments A,F,G), and financial viability (segments H,I)1. The segments are defined as follows:

• Key Partners (segment A): The network of suppliers and partners that make the business model work1. Key partners can provide resources, activities, or support that enable the organization to offer its value proposition1.
• Customer Relationships (segment D): The type of relationship that the organization establishes with its customer segments1. Customer relationshipscan be driven by customer acquisition, retention, or loyalty objectives1. Customer relationships can also influence the customer experience and satisfaction1.
• Revenue Streams (segment I): The sources of income that the organization generates from each customer segment1. Revenue streams can be derived from different pricing mechanisms, such as asset sale, subscription, fee, commission, or advertising1. Revenue streams can also reflect the value that customers are willing to pay for the organization’s offer1.

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 canhelp 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.