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Auctrix reference

A plain-language glossary

A shared vocabulary for executives, product leaders, business analysts, project managers, and technology teams working through business architecture and Lean-Agile delivery.

Browse terms

Section 01

Business architecture

Terms for connecting strategy and organizational abilities with evidence, decisions, and change.

Open the cited guide: Business architecture: connect strategy, capabilities, and change

Business architecture

Editorial explanation

An organized view that brings together strategy, capabilities, value streams, information, organization, and measures so a change question has shared context.

Sourced finding

The guide’s sourced findings summarize TOGAF and BIZBOK context and list capabilities, value streams, information, organization, strategies, and metrics as connected domains [1]. The definition is an editorial paraphrase, not a quotation.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Business capability

Editorial explanation

Something an organization needs to be able to do, described without defining it by the current team, process, or system that helps do it.

Sourced finding

The guide reports that capability mapping describes what an organization can do independently of its current structure or process [4][5]. The wording here is a plain-language paraphrase.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Capability map

Editorial explanation

A structured view of an organization’s capabilities and their relationships, created at the level needed for a particular question or decision.

Guide editorial guidance

The guide’s practical workflow recommends agreeing scope, naming, levels, and categories, then recording definitions, owners, outcomes, dependencies, measures, and evidence. This glossary definition summarizes that editorial guidance.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Value stream

Editorial explanation

A lens for discussing how work and contributors connect around an outcome across organizational boundaries.

Sourced finding

The guide lists value streams as a connected business-architecture domain in its BIZBOK summary [1], but does not give a standalone definition. The wording here is an editorial aid, not a sourced finding.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Current state

Editorial explanation

The description of what is understood about a capability today, including evidence, constraints, ownership, and what is still unknown.

Guide editorial guidance

The guide’s “Build the current view” step asks readers to capture definitions, owners, outcomes, dependencies, measures, sources, dates, and confidence. This is a summary of the guide’s editorial workflow.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Target state

Editorial explanation

A proposed description of the capability or outcome an organization may need in the future, kept clearly separate from what exists now.

Guide editorial guidance

The guide’s “Define a comparable target view” step says to mark a target as proposed until accepted and to compare it at the same level as the current view. This is editorial guidance.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Gap

Editorial explanation

A stated difference between the current capability and a proposed target need that may require a decision, more evidence, or a change.

Guide editorial guidance

The guide’s “Gap and transition diagnosis” and transition-choice steps recommend describing the difference, its evidence, dependencies, risks, and decisions needed. This definition summarizes those recommendations.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Transition option

Editorial explanation

One possible way to move from a current view toward an accepted target, with its trade-offs, dependencies, risks, and decisions made visible.

Guide editorial guidance

The guide’s transition-planning workflow asks teams to compare options and work packages by benefit, trade-off, reversibility, risk, capacity, and decision required. This is editorial guidance, not a measured result.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Evidence register

Editorial explanation

A record of what supports an important statement, where it came from, when it was gathered, who can clarify it, and how certain it is.

Guide editorial guidance

The guide’s “Evidence register” prompt asks readers to record source, date, owner, access limits, and whether information is verified, reported, assumed, conflicting, or unknown. This glossary definition summarizes that prompt.

Business architecture: connect strategy, capabilities, and change in the Resource Library

Section 02

Lean-Agile delivery

Terms for making delivery visible, learning from increments, and adapting work responsibly.

Open the cited guide: Lean-Agile delivery: a practical flow-and-learning guide

Lean-Agile delivery

Editorial explanation

A way of organizing delivery that combines attention to how work moves with iteration, collaboration, and adaptation.

Sourced finding

The guide’s sourced summary describes Lean-Agile as flow-based and combines Lean themes such as waste elimination, visual control, and systems thinking with Agile iteration, collaboration, and adaptive delivery. This is a concise paraphrase of the supplied brief, not a universal standard.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Flow

Editorial explanation

The movement of selected work toward a usable outcome, with interruptions and blocked work made visible so a team can respond.

Sourced finding

The guide reports that SAFe treats uninterrupted flow and continuous value delivery as central concerns, and says interruptions should be identified and addressed systematically [1][2]. The definition is an editorial paraphrase.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Work in progress (WIP)

Editorial explanation

Work that has started but is not finished. The guide recommends keeping it within available capacity and finishing or unblocking work before starting more.

Guide editorial guidance

This follows the guide’s “Make flow visible” step. The recommendation is presented as editorial guidance from the guide, not as a universal rule or a research result.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Pull

Editorial explanation

A way to choose the next piece of work when there is capacity to take it on, rather than starting more work automatically.

Sourced finding

The guide’s research summary says Agile Alliance material discusses pull-like practices in Lean-Agile work [3][4]. It does not provide a formal definition of pull; the wording here is an editorial explanation.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Increment

Editorial explanation

A small, reviewable piece of work that can be checked with evidence and used to decide what to do next.

Guide editorial guidance

The guide recommends choosing a thin, responsible slice that can produce useful learning, then demonstrating it and reviewing its evidence with affected people. This definition summarizes that guidance.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Definition of Done

Editorial explanation

The team’s agreed description of the checks and evidence needed before it calls an increment complete.

Guide editorial guidance

The guide’s “Choose a thin, responsible slice” step recommends defining acceptance examples and a Definition of Done with evidence. This is a plain-language summary of the guide’s editorial recommendation.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library

Improvement experiment

Editorial explanation

A bounded local test of one change intended to learn whether it helps with a specific constraint.

Guide editorial guidance

The guide’s “Improve one constraint” step recommends testing one improvement locally and cautions against treating a process measure as proof of business value. This is editorial guidance.

Lean-Agile delivery: a practical flow-and-learning guide in the Resource Library