#1 added some content about business strategy

Makefile

@@ -34,6 +34,9 @@ else
 	MKDOCS_CONFIG_FILE := 'mkdocs.yml'
 endif
 
+.PHONY: all
+all: docs-build
+
 .PHONY: info
 info:
 	@echo "MkDocs: ${MKDOCS}"

README.md

@@ -1,2 +1,11 @@
-# usecase
-Documenting the Use Case Tree method
+# use-case-tree-method
+
+Documenting the Use Case Tree method.
+
+This is an initiative of:
+
+- agnos.ai UK Ltd
+- Enterprise Knowledge Graph Foundation
+- University of Antwerp
+
+The content of this repository is published as https://use-case-tree-method.ekgf.org

docs/objective/.pages.yaml

@@ -8,4 +8,5 @@ nav:
   - capture-knowledge.md
   - avoid-disruption.md
   - increase-quality.md
+  - align-with-business-strategy.md
   - ...

docs/objective/align-with-business-strategy.md

@@ -0,0 +1,46 @@
+# Align with Business Strategy
+
+Creating an agreed and realistic strategic roadmap that is aligned to _business strategy_ is hard.
+Most --- if not all --- large enterprises are complex and consist of many _lines of business_ (LOBs) where each
+business has its own "business identity" and therefore its own long term strategy.
+Each of these organizational divisions has its own agenda.
+
+The Use Case Tree is the single artifact that all lines of business can talk to. 
+
+## Business Capability Map
+
+At the highest levels, the Use Case Tree will end up being identical or almost identical to a _business capability map_.
+
+Here's an example of a simplified capability map of an insurance company 
+(taken from the article mentioned as source 1 below):
+
+![x](https://bizzdesign.com/wp-content/uploads/2021/08/Business-Capability-Map-Blue.png)
+
+Most large organizations have an Enterprise Architecture or Business Architecture department that works on these
+models but in many cases:
+
+- these capability maps are just maintained as pictures or spreadsheets and therefore
+    - often out of sync with reality
+    - not really fully ingrained in the hearts and minds of the workforce
+- they are usually:
+    - not represented in production-level systems and if they are then they are:
+    - not represented in user interfaces (text may look the same but doesn't dynamically change when the capability map changes)
+    - not represented in APIs (parameters, returned data structures etc) 
+    - not represented in data models
+- they have bad linkage with similar hierarchical structures such as:
+    - the organizational unit structure and reporting lines
+    - the product and services catalog
+    - the actual business processes
+    - the actual internal data, technology, products and services supply chains 
+
+## Next-level Capability Map
+
+The Use Case Tree serves as the next level in Business Capability Mapping where each capability gets broken down
+into smaller capabilities each of which ends up as an executable model --- or component or model so you will ---
+in the EKG itself.
+
+## Sources
+
+1. [Marc Lankhorst, Sven van Dijk, What are Business Capabilities & How to Identify them?](https://bizzdesign.com/blog/what-are-business-capabilities/)
+2. [Business Capability Models: Why You Might Be Missing Out on Better Business Outcomes](https://www.architectureandgovernance.com/strategy-planning/business-capability-models-might-missing-better-business-outcomes/)
+

docs/objective/avoid-boiling-the-ocean.md

@@ -1,8 +1,9 @@
 # Avoid "boiling the ocean"
 
-Avoids ”boiling the ocean” because the Use Case Tree and its individual use cases
+Avoids "boiling the ocean" because the Use Case Tree and its individual use cases
 define an agreed scope at the detail level (without becoming technical).
 
-- Provides focus for the Center of Excellence (CoE), ”cranking out” use cases one by one
+- Provides focus for the Center of Excellence (CoE), "cranking out" use cases one by one,
+  according to the agreed roadmap.
 - Ontology development will be focussed on delivering on the requirements (user stories and
   concepts) of the agreed use cases rather than ending up in philosophical exercise.

docs/objective/know-what-the-business-wants.md

@@ -9,7 +9,7 @@ One of the tasks during the planning phase of any new initiative
 --- or iteration --- is to "Discover" the business opportunities &
 needs:
 
-- In non-technical terms.
+- In non-technical terms. No screen designs, no data models, just plain English.
 
 - Without assuming anything about existing systems and "how
   things are done today".
@@ -74,8 +74,8 @@ to production is as small and impact-free as possible.
 - There will never be any "big bang deployments" anymore. There's no need anymore
   to send whole departments to training because of a giant new release, everything
   goes gradually and people get used to it in a more natural way --- boiling the frog 
-  in cold water, reducing cost, resistance to change and a much more engaged user
-  community.
+  in cold water, thereby reducing the resistance to change and enabling a much
+  more engaged user community.
 - End users will be able to relate their work directly to the appropriate use cases
   as they are defined in the Use Case Tree because the Use Case Tree is part of the
   EKG itself and advanced user interfaces can link to it. It describes the user's

docs/objective/manage-expectations.md

@@ -1,3 +1,7 @@
 # Best form of ”expectation management”
 
-Creating an agreed and realistic strategic roadmap.
+Creating an agreed and realistic strategic roadmap that is aligned to business strategy is hard.
+Most --- if not all --- large enterprises are complex and consist of many lines of business where each
+business has its own "business identity" and therefore its own long term strategy.
+Each of these organizational divisions has its own agenda.
+How