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Capstone project for Business and Enterprise Architecture

Plan the partner-business expansion

Mangrove's board wants to double partner-shop revenue in three years, from about $52M to about $104M a year, open in two new cities served by a fifth distribution centre, and cut the cost to serve a partner order by 30%. Today about 38% of partner orders still come by phone, credit increases are approved by email, shops pay 23 days after delivery against 14-day terms, the distribution centres run two versions of the warehouse system, three of them plan routes in spreadsheets, and partner records live in three places that disagree. Produce the business architecture view the board needs before it funds the plan: what has to change, where the money should go and why, the target state, the steps to reach it and how decisions will be governed.

What you hand in

  1. A strategy summary linking the three goals to measurable targets, and a sort of the proposed initiatives by goal (including the ones that serve none)
  2. A capability map (level 1, and level 2 for the partner business) with a heat map scored by importance and gap, with the evidence for each hot capability
  3. An order-to-cash value stream for partner shops with stage metrics (lead time, %C&A), the rolled %C&A and the stages that break
  4. An application portfolio assessment: applications mapped to capabilities, business and technical fit, cost, and a TIME decision with reasons for each
  5. A target state, two or three transition architectures and a roadmap by half-year with dependencies, costs, benefits and funding gates
  6. A one-page governance model: principles, decision records and who decides what

Check your work

Tick each item when your project meets it. Be strict: this is the rubric the reviewer uses.

  • Capabilities are stable business abilities named as nouns, not org-chart boxes, processes or system names, and the level-2 map covers the partner business
  • Every proposed investment links to a goal and to the capabilities it lifts, and initiatives that serve no goal are challenged
  • The heat map and the value stream use evidence (numbers such as phone share, approval time, days to collect, %C&A), not opinions
  • Portfolio decisions follow from fit scores, cost and support dates, and name duplicates, gaps and the system of record for partner data
  • The roadmap has sequencing logic: foundations before what depends on them, the new-city date as a fixed point, value landing at each transition
  • Costs and benefits are stated per step with staged funding decisions the board can make
  • Governance is lightweight and clear: a few principles with implications, decision records and decision rights, not a gate for every change

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Model answer

The model answer opens once your capstone passes the review, so you can compare your work with an outline of a strong submission.

Hand in your capstone

Your links are checked automatically, then the work is scored against the rubric above, item by item, with comments. A pass counts toward the course certificate and shows on your profile.

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