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s Blockchain Opportunity Assessment - BOA#BOA-KeyQuestionsforVCE%3AValueChainEconomies
Barry Wright - BWIM - Investment Management Governance - perfected VCRS investment delivery model
Nat Caruso was CFO and Delivery Architect for Corporate Planning and Management
Thanks for the excellent list. I see many useful concepts across that list. I did find one missing book on effective, sustainable business strategy --- it's the one I have not published. I worked for a brilliant leader who ran a corporation effectively with a great system that consistently delivered good results. He produced "coloring books" for everyone to fill in. We followed the process and the results always worked regardless of changes in the business environment etc. At some point, I should create a strategy book from the notes.
BW ITIM - is a deeper extension of Hoshin Kanri with more Governance, Controls
https://www.leanproduction.com/hoshin-kanri/
The primary concept is investment management of solution delivery with minimal risk
The key assumptions driving the process:
- Community focus of all Stakeholder roles
- Sustainable Solutions require support for all Stakeholder roles in the community using Value Chain Engineering concepts
- Value Chain Engineering concepts are defined here
The BWIM Solution Delivery Process documented here
BWI Business Solution Design Principles
Principle: Stakeholder goals and responsibilities
>> ensures all stakeholder groups understand goals and responsibilities for all groups before work begins
VCE runs on Web4 = SSM, SGS, AI, SLT, STS, ODP
VCE runs on Web4 = SSM, SGS, AI, SLT, STS, ODP
The GAPS process helps build consensus on goals and responsibilties
see s Blockchain Opportunity Assessment - BOA#BOA-GAPS-quickrequirementsbyrolefornewsolutions
Getting consensus on goals, responsibilities and priorities is key to start any investment project
Principle: Goals Alignment
>> a method for ensuring that a company's strategic goals drive progress and action at every level within that company. This method eliminates the waste that comes from inconsistent direction and poor communication
Align company goals (Strategy) with the plans of middle management (Tactics) and work performed by employees (Operations) to ensure that everyone is pulling in the same direction at the same time.
<< NOT new — Drucker — goals down, plans up for alignment ( BWC add: plans are built across all teams ensuring consensus on final versions )
It achieves this by aligning the goals of the company (Strategy) with the plans of middle management (Tactics) and the work performed by all employees (Operations).
see s Blockchain Opportunity Assessment - BOA#BOA-GAPS-quickrequirementsbyrolefornewsolutions for more on how to get goals alignment
Principle: Assumptions Alignment
>> a method to ensure key assumptions for a solution and it's operation are identified and agreed upon
This is one of the most critical steps that those responsible for implementing and operating solutions need to align on and often fail to get right with disastrous consequences for VCRS on a solution
While Assumptions are the "A" in GAPS to plan a project
Assumptions are also in the OARS to review projects on EACH sprint plan iteration
Assumptions can change or get lost
Maintaining alignment on assumptions throughout the life cycle of a solution including the CIP ( Continuous Improvement Process ) after the solution is in operation is critical
Principle: VCRS definition of initiatives & investments
>> Enables a higher rate of return with less risk on investments for delivery, operation, retirement
>> The VCRS model was followed and typically delivered a Project Batting Average on Value, Cost, Time, Resources that was 300% higher than normal "project best practices"
V = Value of the investment in operation
C = All costs for the operation ( delivery, operation, support, retirement )
R = "What's it take to do it Right"? answered for EACH stakeholder group - much tougher challenge than Risk Management
- Risk mitigation is limited scope, responsibility for managing risk - I own risk for my area - CYA - CYB
- What's it take to do it right? - unlimited scope, responsibility for overall performance - We all own it all - compare ideas - EYA - EYB
S = "What do you need from me to Succeed"? Managers ensure their tasks are done before asking team members to do their tasks eliminating many reasons for failure
Measurement of these factors is key showing net returns from investments following DMAIC principles supporting progressive improvements
Principle: Validate VCRS definitions with all key stakeholders
>> Ensures consensus exists across stakeholders before work on that phase begins
All stakeholders associated with a deliverable directly or indirectly must understand, commit and approve the deliverable plan, responsibilities, methods and commitments
Principle: Measure Value-Add for investments: FACTUR3DT.io - beyond Jira PMO
>> Ensures Work is measured accurately against plans during delivery reducing significant cost, quality, time and resource risks
<< FACTUR3DT.IO to measure the delta on results to plans
F = Feelings - how do stakeholders feel about current system, new targets, change journey? What needs to be done to educate, build consensus? for all: company, clients, partners, regulators
A = Accuracy - how accurate is the system - gaps identified with metrics, strategies to improve measurement
C = Costs - all costs ( tangible, intangible, avoidable ) for delivery, operation and retirement of the solution in focus
T = Timeliness - how timely is the solution in meeting needs of stakeholders for timely results, information? where are there gaps?
U = Utilitiy - what is the utility or value of the solution to the different stakeholder groups? how is this measured now? how should it be measured?
R3 = The Right Resources, Revenues, Risks defined and measured
R.1 = Resources - What are the current resources invested? needed? gaps? how to fill?
R.2 = Revenues - What impact on revenues for solution? now? future expected revenues? how measured? why different? who is responsible?
R.3 = Risks - What are the key risks for: Adoption, Delivery, Operation, Support, Retirement across the stakeholder groups?
D = Decisions - What are the critical decisions for stakeholders during each phase of the SDP? What are key operations decisions? Can they be improved with policy automation and governance?
T = Trusts - What are the key trusts that need to be in place for all stakeholders and participants in the solution to be effective, efficient, supported?
Reviewed and signed off by all relevant stakeholder teams
Measure current system: FACTUR3DT.i. - current operating environment inputs
Measure new target system: FACTUR3DT.o - expected output operating environmnent results
Principle: Solution Design Definitions follow architecture principles and DATES
>> Ensures solution design is effective, integrated, automated, trusted, capabile of self improvement and sustainable meeting RAS goals
Identify key DATES for the solution architecture: Decisions, Data, Automations, Trusts, Events, Services across all organizations in the network
Principle: Plans built from playbook templates
>> Ensures planning efficienct, standardization and quality across all stakeholder groups for a solution regardless of experience and domain knowledge
Management delivers goals, Teams build plans to meet goals that management reviews and approves
Solution playbook templates are defined and used for each key area in the stakeholder groups
Playbooks provide guidance for the domain in planning
Playbooks provide a set of questions and related metrics that need to be answered to define the solution and it's operations impacts
Playbooks are filled out be each stakeholder team and reviewed and approved with all relevant teams that provide input or depend on output from the solution feature
Principle: Integrate Tactical and Strategic Focus and Plans
>> Ensures the current operating plan and the strategic corporate investments are always reasonably well-aligned and responsive to market and operational changes over time
<< BWC - 5 year strategic plan updated annually. Annual tactical plan updated every 6 months after strategic plan update, adjusted to changes
virtually any organization can benefit from its core principles:
- Visionary Strategic Planning: focusing on the things that really matter
- Catchball: building workable plans through consensus
- Measuring Progress: carefully selecting KPIs that will drive the desired behavior
- Closing the loop: using regular follow-up to keep progress on track
Principle: Plans defined for different Business Environments: Expected, Better, Worse
>> Ensures all stakeholder teams know what to do regardless of the changes in the external Business Environment saving time, confusion and inefficient resource utilization
The Expected environment was the forecasted environment
The Better environment was the target IF sales were 20% over forecast
The Worse environment was the target IF sales were 20% below forecast
All teams knew the actions that would take place to adjust to the quarterly environment changes
Principle: Stakeholder consensus on all plans
>> Ensures all stakeholder teams have a holistic view of what is done, why, by who, when, where and how
All key stakeholders for a plan or initiative must review and signoff on the end plan ensuring consensus is reached before money is spent on delivery
Principle: Governance on Delivery and Operation
>> Ensures improvements in realized value, cost management, risk management and organization improvements during delivery and operations
Concept is "lean in to governance". >. design process for automated governance, variance analysis
Adjust plans, resources, work, expectations in each governance activity to improve consequences, outcomes, strategic alignment, higher quality service levels and value for clients
Principle: CIP - Continuous Improvement Process to drive change
>> Drives change effectively from the middle of the organization
Middle management is responsible for delivery, directly connected to the delivery and operations teams
Middle management communicates with senior management on goals, strategies, initiatives, performance
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BWI BEP - Barry Wright Business Excellence Process ( 5 stars )
BWI: Barry Wright BEP - Business Excellence Process
Business Model Canvas - design think for your business
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Technology Business Management (TBM) is a discipline that improves business outcomes by giving organizations a consistent way to translate technology investments to business value.
Finance and technology leaders need comprehensive visibility, planning, billing, benchmarking, and optimization of their technology investments regardless of technology stack, delivery, or development model.
Impactful outcomes from technology investments because technology is driven by business needs and solutions
TBM Taxonomy
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Summary View of TBM Taxonomy
TBM Taxonomy to help take the guesswork out of naming and organizing cost structures. The TBM Taxonomy translates from a financial view to a technology view to a business-facing view with terminology that makes sense to each audience.
TBM Towers View
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