Architected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses BACKGROUND Community Value What is the company’s image within the community? How has it responded to any events that may have damaged its reputation? What measures has it taken to improve its image? Structure What is the organizational structure of the company? Are there concerns about excessive levels of management? Are there concerns about excessive or inadequate spans of control? About a clear definition of authority and responsibility? What are the formal and informal networks within the company through which critical activities are performed? How well do these networks function? Leadership $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses Who are the key leaders of the company? What significant changes have recently taken place in the leadership? Does the leadership of the company actively plan for its own succession in the best interest of the company, its owners, and its employees? What are the backgrounds and experiences of the key leaders? How well do the key leaders' backgrounds and experiences prepare them to lead the company? What is the leadership style of the key leaders (e.g., participative, autocratic, militaristic, formal, informal, etc.)? How well-suited is this leadership style to the needs of the company? What are the leaders’ views on taking risk? Are they taking an appropriate level of risk given the nature of the business? What is the value system emphasized by leadership (i.e., the balance and emphasis given to meeting performance goals, providing customer service, achieving productivity and quality standards, etc.)? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses Ownership Issues What is the capital structure of the company (i.e., the portion of capital provided by common shareholders, preferred stock, long-term debt, shortteer debt, etc.)? What are the implications of this capital structure? What are the major types and concentrations of ownership (e.g., sole owner, family, institutional investors, takeover specialist, etc.)? What are the implications related to this ownership concentration? Have there been any significant changes in ownership? How are these ownership changes affecting the company? Is this company vulnerable to takeover threats? How has the company responded to takeover threats? Have there been efforts to sell significant assets or divisions or the entire company? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What is the current situation related to such sales efforts? Culture Is the company regarded by employees and management as a rewarding place to work? What are the key factors in this assessment? How would you assess the motivation of employees to perform quality work? What are key contributing factors? How would you assess the work environment at the company (e.g., work ethic, spirit of cooperation, teamwork, trust, etc.)? What has the company done to establish a positive work environment (e.g., communication of purpose and vision, employee participation in key decisions)? Do management and employees have a strong customer service mentality? Relationships With Management What type of relationship does management have with the key shareholders? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What role do owners take in managing the company (e.g., active owner-manager, active shareholder groups)? What relationships does management have with the key customer leaders? What relationships does management have with the key regulatory & legislative leaders? What is being done to strengthen these relationships? Human Resources What concerns are there about the availability of skilled workers to meet the company’s needs? Has employee turnover been a significant factor? What generates such significant turnover? What steps has the company taken to manage these concerns (e.g., hiring from different skill areas and backgrounds, internal training programs, emphasis on retention)? Has the company experienced any problems with labor relations? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What generates these labor problems? How does the company ensure that its employees receive adequate formal and on-the-job training to perform their duties effectively? How does the company ensure that its resources requirements are consistent with customer needs? What alternative resources exist that might help the company improve its operations or maintain present standards? ECONOMICS Productivity Are there long production lead times at different points in the production process? What are the causes? What steps has the company taken to improve lead times and shorten the length of the production process? Are there high levels of materials or workiinprocess? What productivity techniques does the company use to minimize materials and work-in-process inventory (e.g., just-intiim techniques, centralized supply stocks, etc.)? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What innovative ideas have been implemented in the design and layout of plant or office facilities? How might efficiency be improved in work areas? Shareholder Value What is the financial performance of the company for relevant periods? Has the company experienced losses or profits that are below expectations or below the industry average? If so, what are the reasons and what actions has the company taken to remedy the situation? Are revenues or growth rates below expectations? If so, what are the reasons and what actions has the company taken to remedy the situation? Is the company in need of substantial additional capital? How does it ensure that its operations are adequately financed? Has there been sufficient growth in owners’ equity? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What actions has the company taken to ensure sufficient growth in equity for the owners? How do the financial markets rate the company (e.g., financial strength, management capabilities, debt rating)? Is its stock price undervalued? What are the key expectations, or the “investment philosophy,” of the owners of the company (e.g., long-term growth, current earnings, tax shelter, etc.)? How well are these expectations being met? Business Purpose What is the company’s business purpose and strategy? What customer segments and customer needs are addressed by this strategy? How does this strategy differentiate the company from its competitors? STRATEGIES Consideration of Strategic Forces What are the key strategic issues? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What are the key assumptions underlying the business strategy? How has the company’s strategy accounted for the changing wants and needs of customers? How have its products and services evolved to meet those needs? How does the business strategy take into account the strengths and possible actions of competitors? How does the company consider the expectations of owners in developing its strategy? What latitude is given by the owners to allow management to develop and pursue the strategy? What changes are underway or anticipated in the availability, quality or cost of key resources? How will these changes impact the business strategy? What major changes are underway or anticipated in the key environmental factors affecting the business (e.g., demographic changes, technological advances, new laws and regulations, etc.)? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses How will these changes impact the business strategy? Getting the Right Information What are the primary types of information (e.g., reports, ad hoc information, etc.) used by management to run the business? How do they obtain this information? How well does it meet their needs? What methods are used to regularly obtain information about customer wants and needs? How is this information imparted to the company’s various organizational units and levels? What information does the company regularly obtain about competitor actions, market share changes, and competitor strengths and weaknesses? What information does the company regularly obtain about changes in key environmental forces affecting the business? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What information does the company regularly obtain about changes in the availability, quality or cost of resources needed in the business? What information does management use to monitor and direct operations? What methods are used to ensure that the people in the company have the right information to make the right decision in conducting their duties? What methods are used to ensure adequate investigation of budget variations? Information Systems Are information systems adequate to produce timely and accurate information needed to run the business? What concerns does management have about its systems? How effective are the accounting systems in recording and processing transactions? How effective are the accounting systems at reporting budget versus actual variances? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What procedures are in place for controlling the development of software applications and changes to those applications? What security measures are in place to protect the integrity of the information in the management information systems? What measures are in place to capture and preserve key information potentially needed for litigation purposes? Continuous Improvement What has the company done to establish an atmosphere of continuous improvement regarding quality, productivity, and customer responsiveness in its operations? What performance measures has the company initiated to reinforce responsiveness to customer wants and needs (e.g., quality measures, productivity measures, timeliness measures, etc.)? How does the company compare itself with best practices and results obtained by competitors? Monitoring External Forces $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses How does the leadership monitor developments affecting customers, suppliers, and owners? What types of contact does leadership have with suppliers? How does leadership monitor developments among its key competitors? How does leadership monitor the needs/desires of its key customers? What significant customer needs/desires/issues have arisen most recently? How does the company balance the potentially conflicting needs and values of the different interested parties? How does leadership monitor critical developments/trends in the countries/regions in which it operates? What are the most significant developments and trends in those countries and regions? How does leadership monitor changes in environmental forces? Flexibility $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses Does the production of different products or product lines require the frequent conversion of the production process? Do high set-up costs and long delays for this conversion limit competitiveness and discourage flexibility in responding to different customer wants and needs? Applied Technology What significant development efforts are planned or in process to produce new products or services (incl. E-commerce) or new production processes? Does the company have sufficient access to new technology needed for its development activities? How does the company ensure that it maximizes the benefits of technology in its production processes? What are the opportunities for improving the quality or productivity of operations through the use of technology? How does the company protect the value of its intellectual capital? Action Plans How does management communicate the business strategy to employees? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What are the primary tactics used by management to implement its strategy and monitor progress? Do the employees believe in the strategy and understand their roles in executing it? What are the company’s criteria for allocating scarce resources (e.g., human resources, capital, production facilities, etc.) between alternative uses (e.g., product lines, construction projects, etc.) set forth in the business strategy? What new plans (e.g., new products, expansion into new markets) are contemplated by the business strategy? Competence How would you assess the business knowledge, management skills, and technical skills of key management personnel and key employee groups? What are the significant concerns? How does the company attract people with the right skills for the management and operations of the company? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses How well do functions such as recruiting, promotion, counseling and termination support development of key competencies in the company? How well do training programs support the development of necessary skills? How are employees trained to recognize litigation risk inherent in their activities? How are employees trained in dispute resolution methods? How well do the formal and informal reward structures of the company support the competence and motivation of management and employees? Quality What efforts has the company made to ensure built-in, first-time quality in manufacturing of products or delivery of services? How is quality monitored and measured? What quality problems exist (e.g., long production or delivery time frames, missed deadlines or delivery dates, high scrap rates, high levels of reprocessing)? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What techniques does the company use to enhance quality and identify quality problems (e.g., statistical process control)? Does the company provide quality checks throughout the production process or just at the end? CoordinationHow well do various functions coordinate activities with each other (e.g., engineering with production, sales with distribution)? What problems exist that undermine productivity and customer responsiveness? Long-Term Vision What is the company’s long-term view of the business and the industry? How is this view considered in the business strategy? Motivating Employees How does leadership inspire employees to pursue and achieve the vision it has set forth? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses How does leadership communicate with employees on matters of strategy, plans and results? What are the formal and informal methods used by leadership to spread their ideas throughout the company? How effective are these methods? Does leadership encourage employees to develop and communicate creative ideas for improving the business? What methods does the leadership use to obtain these ideas? Risk Mitigation/Management How does the company identify, mitigate and manage key risks? Does the company support and employ alternate dispute resolution practices? Does the company pursue appropriate insurance recovery of environmental remediation costs? How does leadership monitor changes in legal precedent affecting the company? $ASQexternal_review spreadsheet.xls.xlsArchitected Solutions Business Architectures BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 2/27/2008 ALL Section Title Key Questions Responses What are the most significant legal developments and issues? Practitioner-Added Questions ********** $ASQexternal_review spreadsheet.xls.xls