CSDM 5 OpsRes and DORA ITS Implementation Guide

[KristineNaess]

Hi fellow CSDM enthusiasts!

Summer is here and I have finally had time to finish my DORA ITS CSDM Implementation Guide to cover CSDM 5. Just like last time I would greatly appreciate feedback and improvement suggestions before I make it a 1.0 version. Post here or contact me on LinkedIn if you prefer direct dialog. 

Enjoy your summer!

Cheers,

Kristine

[Community Alums]

Thanks so much for sharing this updated guide — it’s incredibly valuable for the community, especially as more teams move toward aligning with CSDM 5 and tying it into DORA and ITS.

I’m excited to go through it in detail, and I’ll share any suggestions or thoughts that might help refine it. Really appreciate your effort to keep this current and practical!

Enjoy your summer too, and thanks again for your contribution! 🙌✨

[nedim_halilovic]

Hello
Thank you very much for the guide!

Just one question: would it not be better to have the functions stored in the "business processes" than in the "business capabilities" (and those should be related to the business services, etc.)?
Because the business capabilities are being defined by the enterprise architects, but the the functions are actually defined by the business (bank, etc.)... 

[KristineNaess]

Hello Nedim,

This is a common discussion in many organizations. Though both are possible options, I would claim that choosing to use Business Capabilities is better, as a Business Capability covers both the processes, people, services and tools needed to produce a certain outcome that is of value to the business. And rather than dividing the realm of Business Processes and Business Capabilities between business SMEs and architects it will work much better if this becomes a collaborative effort. And in the world of automated (often AI and GenAI supported) workflows and RPAs, business people and IT people need to sit down and draw out the process topography as well as the policies and governance mechanisms needed to ensure full control from top to bottom. Just as you would need to decide on what business capabilities that are the most crucial to your company or ecosystem of legal entities, so that you can use these to control the services and offerings needed to deliver upon these. By using BIAN and/or APQC, perhaps mixed with TBM taxonomy as inspiration, it shouldn't take long to achieve a good first version to do a Proof Of Concept on. 

So if it will take a while to get the right stakeholders from both sides to sit down and decide upon what business capabilities you should have, you can of course start out with the business processes. But if you think of this as a three legged chair, where the Business Capability is the seat (the experience of sitting), the Business Process (how activities are and should be performed to produce a certain outcome) is one of the legs, the Service (people and organization responsible for delivering a specific outcome according to certain quality measures) is another, and the System (tools needed to achieve the delivered outcome) is the third. 

Though there are structures linking the legs to one another, the ability to sit well is dependant on having all three in place. If one of the legs is of poor quality, you may fall down. That's why all three legs needs frequent investigation (compliance controls and risk assessments). 

I hope you found some of this helpful. Good luck on your implementation journey, Nedim!

Best regards,

Kristine