| Item | Use Type | Image | Description | Section | Best Applies To Outcomes In | Download From | Dowload |
| Architecturally Decision Record | Card | | The ADR provides a decision management tool for discrete decisions for traceability to ASR and Usage. | Operating Model | Digital Business | Decisions | powerpoint |
| Architecturally Significant Requirement | Card | | The ASR card provides a tool to connect decisions with objectives and value. The ASR (also know as the ARS in Agile ITABoK) is filled out for a solution. | Operating Model | Digital Business | Requirements | powerpoint |
| Architecture Environment | Canvas | | The architecture environment canvas is used to understand and describe the architecture organizational capability. It is used much the same as the business capability specificication. | Value Model | Digital Employee | Scope and Context | powerpoint |
| Architecture Hypothesis (depreciated) | Card | | Card is almost a duplicate of experiment | | | | powerpoint |
| Benefit Realization | Card | | The benefit realization card provides a method for understanding, describing, and tracking a benefit within a system. | Value Model | Digital Business | Value Methods | powerpoint |
| Benefits Dependency Network | Both | | The benefits dependency network provides a tool to think through and connect business outcomes, capabilities, services and technology. | Value Model | Digital Business | Value Methods | powerpoint |
| Benefits Realization View | Both | | The benefits realization view displays the context diagram with final decisions including products and frameworks and is used to create a cost/benefit model for the architecture based on architecture decision record cards. | Value Model | Digital Operations | Value Methods | powerpoint |
| Business Capability Model | Canvas | | The business capability model identifies the primary and secondary capabilities necessary to deliver a value stream for the enterprise. | Outcome Model | Digital Business | | powerpoint |
| Business Model Canvas | Canvas | | The business model canvas is used to understand how a complete business model works from suppliers to customers | Outcome Model | | Achieve Digital Business | powerpoint |
| Business Model Capability Map | Both | | Use the business model capability map to extract business capabilities from a business model, which can then be transferred into the business capability model. | Outcome Model | Digital Business | Business Capabilities | powerpoint |
| Capability Specification | Card | | The capability specification tells the internal story of a capability including ratings and descriptions of the people, process and technology necessary to make it successful. They can be used in both current and target states. | Outcome Model | Digital Business | Business Capabilities | powerpoint |
| Card Canvas Instruction | Card | | Describes the detailed use, outcomes, stakeholders and tools used to use a card or a canvas. | Course Activities | | | powerpoint |
| Context View | Both | | The context view is used to describe the primary relationships in an architecture between components and their environment. In addition the context view describes a tool to visually trace requirements, components and decisions. It is a core design tool for the architect. | Operating Model | Digital Operations | Viewpoints | powerpoint |
| Culture Map | Canvas | | The culture map is used to understand a corporate culture and the forces impacting the success of the architecture effort as well as opportunities for culture improvement efforts. | Outcome Model | Digital Employee | Culture | powerpoint |
| Customer Journey | Canvas | | The customer journey is used to understand how a customer travels through their experience within a particular value stream. It also highlights jobs to be done and opportunities for improvement. | Outcome Model | Digital Customer | Journey | powerpoint |
| Customer Journey Stage | Card | | The customer journey stage card provides depth of information on a particular stage of the customer journey. | Outcome Model | Digital Customer | Journey | powerpoint |
| Customer Persona | Card | | The customer persona card is used to describe a customer type in detail based on a very real personality including descriptions of their personality and life. This also includes empathy maps and jobs to be done. | Outcome Model | Digital Customer | Digital Customer | powerpoint |
| Decsion Bias Calibrator | Card | | Cognitive biases often show up in decisions throughout a solution and enterprise. The decision bias calibrator helps to surface those biases and provide other options to address them. | Operating Model | Digital Employee | Decisions | powerpoint |
| Demand Signal | Card | | A demand signal describes a market or corporate demand for technology brought on by an objective or need. It is used to track and understand forces in the architects environment which lead to a demand cycle. | Value Model | Digital Customer | Technical Debt | powerpoint |
| Doability | Canvas | | This canvas provides a mechanism to understand projects and their priorities related to their complexity. | Operating Model | Digital Operations | Assignment | powerpoint |
| Draw Toast | Card | | Draw toast uses visual language to highlight the difficulties in understanding business processes and to introduce individuals to the differences in scope and context. | Course Activities | Digital Employee | | powerpoint |
| Engagement Touchpoints | Canvas | | Engagement touchpoints are identified to understand how an architecture team interacts with the enterprise and the quality of the interactions when including all architecture practicioners. | Value Model | Digital Employee | Coverage | powerpoint |
| Ethical Conundrum | Card | | The ethical conundrum card is used to highlight ethical delimas in system development and delivery and to find means of addressing this particular scenario. | Course Activities | Digital Business | Ethics and Principles | powerpoint |
| Experiment | Card | | The experiment card is used to design hypothesis of experiments that can be run by the architect to identify new ways of working, new opportunities and interesting means of solving problems. The team uses these activities to rapidly create options and opportunities for innovation. | Operating Model | Innovation | Experiment | powerpoint |
| Impact/Effort | Canvas | | Utilize the impact/effort workshop to prioritize architecture workload and find opportunities for understanding outcomes in the change management effort. | Operating Model | | Assignment | powerpoint |
| Market Feasibility | Canvas | | The market feasibility canvas helps extract market and PESTLE Analysis with productized services as well as customer differentiation. | Outcome Model | Digital Customer | Ecosystem | powerpoint |
| Mission Vission | Both | | The mission vision tool allows the architects to describe the value and goals of a product or service or business model in a mission statement and vision statement. | Outcome Model | Digital Business | Achieve Digital Business | powerpoint |
| Modern Architecture Landscape | Card | | The modern architecture landscape is a design tool used to outline the types of technologies for a solution or capability. | Operating Model | Digital Operations | Design | powerpoint |
| NABC | Both | | The NABC is a Business Case on a page, justifying the reasoning behind an amount of change and its expected benefits. | Value Model | Digital Business | Business Case | powerpoint |
| Objective Key Results | Both | | OKRs are used to derive business measures and values which will be impacted by a particular change. | Value Model | Digital Business | Value Methods | powerpoint |
| Power/Interest | Both | | The power/interest grid is used to understand the stakeholder ecosystem and defines a two axis division; the power a stakeholder has over their work and their interest in it. This is used to create a stakeholder management plan. | Operating Model | Digital Employee | Stakeholders | powerpoint |
| Process Engagement | Both | | The process engagement canvas is a tool to understand current and future state process, artifacts and opportunities in the architecture lifecycle. The tools combines lifecycle stages which can be used in both agile and waterfall planning to understand what architects do and to characterize the quality of the work. | Course Activities | Digital Operations | Lifecycle | powerpoint |
| Quality Attribute | Card | | The quality attribute card captures the details of a quality attribute requirement for a system or product. These include all systemic qualities needed and scenarios to test them. | Operating Model | Digital Operations | Quality Attributes | powerpoint |
| Roadmap | Canvas | | The roadmap is used to define the relationship between change and enabling dependencies in the architecture runway. In addition it is the primary means of defining architecture priorities and assignment methods. | Operating Model | Digital Business | Roadmap | powerpoint |
| Risk and Cost | Card | | This card allows a team to track risks and/or costs as a part of the traceability of decisions and the risk register and cost/benefit analysis. | Value Model | Digital Business | Risk Methods, Value Method | powerpoint |
| SCARF Assessment | Card | | The scarf assessment is another stakeholder analysis tool to try to understand how a change would impact a stakeholder and therefore quantify their reaction to it. | Operating Model | Digital Employee | Stakeholders | powerpoint |
| Service Blueprint | Card | | Use the service blueprint to design a flow of interactions between a customer persona, the environment and should be used to alongside the customer journey. | Operating Model | Digital Customer | Services | powerpoint |
| Skills Gap Analysis | Card | | The skills gap analysis card allows an individual to compare and contrast their skills agains the Iasa skills taxonomy. | Course Activities | Digital Operations | Skills Inventory | powerpoint |
| Squiggle Birds | Card | | Squiggle birds is a learning shot to begin using visual language and to change a meetings dynamics into a creative and more fun environment. | Course Activities | Digital Employee | | powerpoint |
| Stakeholder Engagement Map | Canvas | | The stakeholder engagement map is a tool used to understand the detailed needs and materials of the stakeholder. Used with the stakeholder initiative map it can clarify a stakeholders desires. | Operating Model | Digital Employee | Stakeholders | powerpoint |
| Stakeholder Initiative Map | Canvas | | The stakeholder initiative map helps to understand the direction a stakeholder would like to take for the organization. | Operating Model | Digital Employee | Assignment | powerpoint |
| Stakeholder Map | Canvas | | A stakeholder map provides a mechanism for understanding relationships with stakeholders and the architecture team. The tool allows the team to understand who their primary providers and consumers are and characterizes the relationship. | Operating Model | Digital Employee | Stakeholders | powerpoint |
| Stakeholder Persona | Both | | The stakeholder persona card describes a particular stakeholder in detail including empathy maps and jobs to be done and provides a guiding tool for the team to understand their high power high interest stakeholders in detail. | Operating Model | Digital Employee | Stakeholders | powerpoint |
| Strategy Scorecard | Canvas | | The strategy scorecard breaks down the strategy of a company into financial, customer and other areas and assign outcome measures and initiatives to impact those outcomes. | Outcome Model | Digital Business | Strategy | powerpoint |
| Team Charter | Canvas | | The team charter canvas helps a team develop their target mission and objectives for an initiative. | Operating Model | Transformation | Community | powerpoint |
| Technical Loan Request | Card | | The technical loan request card helps identify healthy debt that will be beneficial to the organization and how it can be paid back if the loan is approved. This contradicts the notion of technical debt which is considered always unhealthy. | Operating Model | Digital Operations | Technical Debt | powerpoint |
| Technical Tracker | Card | | Technical trackers are used to define technologies of interest and their possible impacts. The team uses technical trackers to keep ideas of how technology might be applied to the business and may become experiments in the continuous learning process. | Operating Model | Digital Business | Technical Debt | powerpoint |
| TED Envisioning | Canvas | | The envisioning canvas is used to clarify the vision of a major initiative by understanding the ideas that put it in motion. | Outcome Model | Innovation | | powerpoint |
| Value Stream Map | Canvas | | The value stream map helps to identify the primary value generated from a customer driven or outcome driven process over time. It is includes customers and suppliers and proccesses. | Value Model | Digital Business | Value Stream | powerpoint |
| Viewpoint Template | Card | | The viewpoint template defines the basis for a view which will be used by the architecture team and following the ISO definition of view and veiwpoint. | Operating Model | Digital Operations | Viewpoints | powerpoint |
| Week in the Life | Card | | Week in the life is a time management tool for the architect to understand how their time is currently managed and change elements of their priorities to better align with the engagement model. | Course Activities | Digital Operations | Role | powerpoint |
| Westrum Culture Diagnostic | Card | | The westrum culture tool is used to describe the qualities of the corporate culture and look for opportunities for improvement. | Outcome Model | Digital Employee | Culture | powerpoint |
| Workshop Design | Card | | The workshop design card is used to develop the workshop for Iasa learning activities. | Course Activities | Digital Operations | | powerpoint |
