Chapter 1, Designing a Strategy, will show you a five-layer strategy framework. This framework has been developed by global business coaching company Shirlaws www.shirlaws.com.au. It can be applied to any business issue that you want to understand in greater detail.

Chapter 2, Making a Business Case, explains some general principles of modeling, and the key benefits of using the ProVision? modeling solution specifically.

This chapter explains the limitations of drawing, and why modeling is not only a best practice and essential to support a sustainable strategy, but also has a lower TCO (total cost of ownership). The reader can use this information to make their business case compelling and get the funds that they need to do the job properly.

Chapter 3, Using a Framework, explains what a business framework is. A business framework is not an enterprise architecture framework. The original idea of enterprise architecture was exactly that—to capture all of the information about the whole enterprise. However this has proven to be too hard for most businesses. A business framework is the highest level framework that provides a context for all other frameworks. It describes the organization's primary goals, who are the customers, what are the products and services, what are the key processes and major elements. ProVision? is designed to support industry standard enterprise architecture and business frameworks. The user can modify a framework or create their own. To do this they need to understand the key components of any framework and why it has been developed.

Chapter 4, Adopting a Methodology, shows you how to build a business framework. What parts of the organization must be modeled. What is the correct sequence? To what level of detail should the modeler go? There has to be a trade-off between too much detail and too little. This chapter proposes a sequence in which to build models and helps you define to what level of detail you need to go.

Chapter 5, Implementing Effective Governance, describes how to design a governance structure that will support the creation and maintenance of modeling. Too often modeling is seen as a technical function and is conducted in a vacuum. Getting the governance right is a key to successful strategy. By ensuring that all key stakeholders are involved, the models will reflect the higher needs of the business.

Chapter 6, Understanding the Toolset, provides a high-level view of the features and functionality of ProVision?. The purpose is to provide information that can be used to introduce the tool to modelers and explain what it can be used for. As this is not a technical book, this chapter is designed to explain to the people developing the strategy what the tool is capable of so that they have realistic expectations.

Chapter 7, Obtaining Buy-in, reminds us that business is emotional. The purpose of this chapter is to reinforce the message that a successful strategy depends on the buy-in of people across the whole organization. We will explore techniques that win hearts and minds, and ensure alignment between the commercial and cultural aspects of the business.

The appendix, References, contains website references where you may find more information.