A. Capability Model
Explanation:
A. Capability Model
Analysis: A Capability Model is a high-level diagram that outlines the core capabilities or functions of a business, organized by areas such as sales, marketing, or customer service. It provides a strategic view of what the business does without diving into detailed workflows, making it ideal for showing the context of a new process within the overall business structure. According to Salesforce’s business process design principles (e.g., Trailhead’s Business Process Mapping module), a capability model is used to depict high-level business functions and their relationships, which aligns with the executive’s request for a diagram showing CK’s high-level processes. For example, it could show “Lead Management” or “Opportunity Tracking” as capabilities, with the new process (e.g., a lead scoring system) positioned within this framework.
Why it’s correct: A capability model provides a high-level, strategic overview of business processes, perfectly suited for contextualizing a new process for executives.
B. Value Stream Map
Analysis: A Value Stream Map is a detailed diagram that maps the flow of materials, information, and activities in a specific process, focusing on value delivery to the customer and identifying waste (e.g., Lean methodology). While useful for optimizing specific processes, it is too granular for showing the high-level context of CK’s overall business processes. Salesforce documentation and process improvement guides note that value stream maps focus on detailed workflows, not broad business overviews, making this less suitable for the executive’s request.
Why it’s incorrect: Value stream maps are too detailed and process-specific, not ideal for a high-level business context diagram.
C. Detail Process Mapping
Analysis: Detailed Process Mapping involves creating granular flowcharts or diagrams of specific processes, showing step-by-step tasks, decision points, and roles (e.g., using BPMN or flowcharts). This is useful for documenting workflows but is too low-level for the executive’s need to show the high-level business context. Salesforce’s Trailhead emphasizes that detailed process maps are for operational analysis, not strategic overviews, making this option unsuitable for the requirement.
Why it’s incorrect: Detailed process mapping focuses on specific workflows, not the high-level business structure.
Why Option A is the Best Fit:
High-Level Focus: A capability model provides a strategic, high-level view of CK’s business functions (e.g., sales, customer support), aligning with the executive’s request for a diagram showing overall processes.
Context for New Process: It allows the new process to be positioned within the broader business framework (e.g., placing a new lead qualification process under “Sales Operations”), providing clear context.
Implementation Steps:
Identify CK’s core business capabilities (e.g., Lead Generation, Opportunity Management, Customer Support) through stakeholder workshops.
Create a diagram (e.g., using tools like Lucidchart or PowerPoint) showing capabilities as boxes, grouped by business area.
Highlight where the new process fits within the capability model (e.g., “Lead Scoring” under “Lead Management”).
Validate the diagram with executives to ensure alignment with CK’s business goals.
Share the diagram in presentations or documentation to provide context for the new process.
Considerations: Ensure the model is simple and visual, avoiding excessive detail. Use Salesforce terminology (e.g., Leads, Opportunities) to align with Sales Cloud.
References:
Salesforce Trailhead: Business Process Mapping
Salesforce Sales Cloud Consultant Exam Guide
Salesforce Help: Process Design Best Practices.