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I also have considered Resource as an important element of an n-ary concept, "Capability", , e.g., an OWL concept with multiple "isSettingFor" or "include" relations, one being Resource. Of course Resource can be further specialized to incorporate the type of Resource, e.g., Transportation, Housing, etc.
Of course this presents a conundrum, whether to specialize Resource or to create a Relation to other concepts that are the type of resource being considered in the n-ary concept. In the ODP patterns I have seen, we also have other concepts such as Agent which is at a fairly high level, and has relations to such other concepts as Action, Task, Plan, Role, etc.
In the ODP Ontology Design Patterns site, which utilizes Dolce Lite upper ontology we can see an example of such in the concept Situation, where "is a view of a set of entities, a relational context, able to represent reified n-ary relations, where the relation "isSettingFor", is the top level relation for the n-ary relation."
Currently I am developing a "Network Collaboration Coordination - ODP" where some of the current topics of conversation are relevant.
I also have a MindMap of many of the concepts that could be shared if interested in an attached JPEG file. Best regards, John
On Wed, Mar 20, 2013 at 7:57 PM, Hans Polzer <hpolzer@xxxxxxxxxxx> wrote:
Anders,
The concept of capability being discussed here includes the notion of resources, not just “know how”, whether codified or institutionalized via formal business processes or not. Admittedly, “core competence” as applied to, say, an enterprise, carries with it some notion of resource availability to execute that competence. However, capability includes some quantification of that competence, which entails some resource availability or access necessary to effect the desired level/quantity of results/effects. That’s what I was alluding to in my earlier email about the challenges associated with aggregating “little” capabilities into “big” capabilities in a quantifiable way. My rhetorical question of “what is the airlift capability of the US” was intended to illustrate this challenge, as well as to point out the context sensitivity associated with possible answers to the question. This rhetorical question also begs the question of why the implicit selection of air transportation is appropriate, and entails a certain level of process specification, i.e., you have to get “stuff that is to be lifted” to and from wherever airlift is available, unless the specific airlift is insensitive to location (not entirely true, even for helicopters or airships). And it also had some implicit capability context/scope limits in that some things are simply too big/unmanageable or too heavy to lift by available/feasible airlift technology.
By the way, this is not an idle example – it’s come up repeatedly in real world scenarios in the not too distant past.
Hans
Thanks for examples of capability definitions.
What you referer to are specific definitions/use of capabilities, there are plentiful of them, each with its own theme and (often silent) assumptions, axioms.
Im interested in (cap-)ability in a more general sense. Taking the first definition as an example and breaking it down.
"A Capability is a description of an ability to do something in terms of expertise and capacity to that meets the needs of the organizational mission."
- Capability is a description
- doing in terms of expertise -- meet needs of organisational mission This definition contains at least 6 parts, where 2 fits into a general sense of Capability. The rest of the parts are specifics. these kinds of specifics differ from author to author, making it difficult to compare (cap-)ability definitions.
By the way: "meet the needs of organisational mission" is often associated with another kind of Ability - Competence or Core Competence, where ability is requisite or adequate.
On Mar 19, 2013, at 1:39 PM, Pavithra wrote:
Andres,
A Capability is a description of an ability to do something in terms of expertise and capacity to that meets the needs of the organizational mission.
A Capability is used as the unit of change in strategic portfolios and Capability Increments (TOGAF9) are used in programme and project portfolios.
Open Group addresses Capability-Based Planning here - http://www.opengroup.org/architecture/togaf9-doc/arch/chap32.html
A business process begins with a mission objective and ends with achievement of the business objective..
Hope that helps,
Pavithra
Hi,
Capability or ability is an interesting concept to study these days. Its an old concept but a new kid on the block when it comes to design of frameworks for various purposes. Unfortunately most authors use different definitions. Rather often without including a discussion of assumption and uses.
Is (cap-)ability "is the ability to do something", "what an organization does to deliver value to its stakeholders", or related to a feature" or a " function" or a "service", yes it can be, but other 'specific' definitions are possible.
In Financials Times one can find the following sentences:
- "Athens' ability to stay course in doubt"
- "This EU move has the ability to take the City down"
- "Apple believes it has the management talent and capability to do a big deal, he says."
Here it becomes obvious that many kinds of abilities are of interest to many, in many different perspectives, other than in IS/IT, Military, and some strategic planning approaches.
A common problem voiced in literature and by practitioners is how to differentiate (cap-)ability from "process" and "function". This confusion may be related to that many use process or functional analys & design techniques when creating (cap-)ability structures. These kinds of capabilities falls in the "performing" category of (cap-)abilities, i.e. the result/outcome is "performing/executing" some process/function.
However other kinds of (cap-)abilities are of interest, that are a couple of steps removed from features, and performing. e.g. "ability to fulfill some goals", "ability to set right price", "ability to create a confortable home that customers desire to live in", are all abilities of interest (in some work perspectives).
Are all (cap-)abilities designed - No.
Some abilities may emerge over time. Maybe a chain of bakeries discover that several employees are good at playing football so that they can start team in division 3. Or that some employees are excellent at designing windows display, and that this (cap-)ability can be sold to neighboring shops.
Do strategist always want to "design" their organisation? - No. Not all strategist believe fully in the design school.
Is there always a intention associated with all abilities? A short answer would be No.
>From a design perspective some unintentional abilities may emerge.
>From a complexity point of view, a subject that possess an ability may be too complex to analyse or understand, e.g. country or large organisation.
>From human point of view and larger scale systems it may be impossible to identify who's intention that have an impact on an ability.
The results /outcome from an ability can be observed without explicit knowledge, understanding about what processes brings about the results/outcome.
On the other hand some (cap-)abilities may be identified, defined, desired and intentionally build, acquired, leverage. etc.
Can an ability be sold, bought or acquired? Yes and no, some abilities are specified in simple terms, as being able to use a word processor or write a letter. Some may be organisationally embedded, distributed and difficult to remove or replaced with a better realization, e.g. Set Right Price. In knowledge intensive processes people and teams play an important role and may not be so easy to break up.
All in all (cap-)ability may seem as simple concept but its use complicates the picture.
Regards
/anders
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