| Table of Contents |
|---|
...
| Reference_description_with_linked_URLs_______________________ | Notes______________________________________________________________ |
|---|---|
| m Consulting Process | |
| m Blockchain Consulting | |
| m Project Tools & Documentation | |
| i Project Mgt | |
| VCE > Value Chain Economies are virtual economic communities | |
| Technical Learning & Training resources | |
| Rajg on business process design tools | |
GSA game plan for TBM program. url | |
...
Basic Management Concepts
VCE: Value Chain Economy defined for all stakeholder groups
see >> VCE runs on Web4 = SSM, SGS, AI, SLT, STS, ODP
Zendesk on value chain
What is a value chain?
The value chain is a business model used to examine all company activities involved in taking a product or service from idea to sellable item.
Ideally, companies can use the value chain model to strengthen their point of view and widen their profit margin—more efficiency and fewer costs.
Generally speaking, there are two ways to improve the “value” in your value chain:
- Increase the social value of your company and products via product quality and brand credibility so consumers will purchase more.
- Decrease the costs of your product and production to encourage customers to purchase more and widen profit margins.
You can also use value chain analysis to help boost profit by searching for improvements in specific activities within the sales and production lines.
By either increasing value or decreasing costs based on your company’s value chain, you create a competitive advantage in the market and hone your sales strategies.
Value chain benefits
The value chain framework enables your company to understand and analyze where cost efficiency is good or poor within the organization. When you look at your company’s value chain analytically, you can:
- Back-up decisions regarding various business activities
- Pinpoint areas of ineffectiveness and correct them
- Understand the links and responsibilities between different aspects of your business
- Optimize efficiency while lowering expenses
- Create a cost advantage over competitors
- See exactly where your business is succeeding
It might seem like a lot of work to review every single company activity to determine your competitive edge, but that insight makes a difference. Just as KPIs and reporting inform your sales operations and strategies, a comprehensive value chain analysis informs decisions across your entire business.
Porter’s VCA components
The VCA chart is broken into two sections: primary activities and secondary (or support) activities. Primary activities focus on the manufacturing of goods and services, while secondary activities back up primary activities:
Primary activities
- Inbound logistics: Availability of raw materials, warehousing, and distribution (essentially, anything in your supply chain)
- Operations: Creating products from raw materials
- Outbound logistics: Delivery of products to customers, including warehouse, transportation, and distribution
...
- Infrastructure: Any administrative, finance, management, planning, or legal operations needed to support primary activities
- Technology development: Any technological improvements made to existing machinery, hardware, or software in the name of supporting primary activities
- Human resource management: The process of hiring and managing workers
- Procurement: Purchases related to buying raw materials or any fixed assets (for example, vendor fees and selection)
Porter’s model showcases that the key to a successful value chain analysis is identifying which processes could be run more efficiently and implementing fixes in a timely fashion.
Value chain model: How to create one
If you’re looking to boost your company’s efficiency and add value to your products or services, consider creating a value chain model. Building a value chain model for your company is a repeated, four-step process:
- Identify the sub-activities of each of your primary activities.
- Identify the sub-activities of each of your secondary activities.
- Find links between all activities.
- Discover opportunities to increase value or decrease costs.
see VCE model
...
Standard SDP - Solution Delivery Process - khub
SDP >> Areas to Manage on SDP - Solution Delivery Process
B - EAIRG - Business Events, Activities, Investment, Returns, Governance
P - EAIRG - Project Events, Activities, Investment, Returns, Governance
T - EAIRG - Technical Events, Activities, Investment, Returns, Governance
SOM >> Areas to Manage on SOM - Solution Operations Management
B - EAIRG - Business Events, Activities, Investment, Returns, Governance
O - EAIRG - Operations Events, Activities, Investment, Returns, Governance
T - EAIRG - Technical Events, Activities, Investment, Returns, Governance
VCRS = Value > Cost > Right > Support Keys
The #BWC version > Nat Caruso
- Values = what's the net value for all stakeholder groups for the solution scope?
- Costs = what are the actual, expected, intangible costs for all stakeholders for the scope?
- Right = What does it take to do this Right? This is a lot larger challenge then simple risk management
- Support = What support do you need from me ( your manager ) to succeed? What are the success keys for the deliverables in scope?
The BWC method for VCRS implementation
- 5 year Strategic Plan company wide is redefined annually
- 1 year Tactical Plan company wide is defined annually 6 months after the Strategic Plan cycle is complete
- management > goals down
- teams > plans up to meet goals
- SWOT analysis done by all areas of the company as prerequisite for each teams operation plans
- Finance creates plan playbooks for every team covering all goals and responsibilities
- the playbooks define for each team which other teams they have to create their operation plans with and which teams review them
- The net result is plans to support goals that all operations teams have reached consensus on before the company wide meetings that review and kickoff the plans
RMM - Risk Management Matrix for Projects
Connect the RMM summary to RAID list
OR
use it as a stakeholder survey of what are key impact risk areas now for the project
IF you assign a RAG status manually it's based on individual assessments
IF you assign a Gov.RAG status it must be evaluated and measured against a standard criteria
The RAID list tracks all project risks, their status and impacts
Each risk has attributes:
risk detail info
risk responsibility weights: BPT
risk impact weights: VCRS
risk
The RMM is a.summary view of the RAID by Responsibility Category and Impact Area
Get Consensus from All Key Stakeholders on Risk Summary Status by Area with RAG Status
Each section can drill down to the related
VCE: Value Chain Economy defined for all stakeholder groups
VCE definitions provide the FULL context for any business solution
Without a VCE, key stakeholder groups and perspectives may be missed at the start of project SDP that may add significant risk to solution delivery
Value Chains
VCE > Value Chain Economies are virtual economic communities#ValueChainConcepts%26Mapping
Value Chain Economies
VCE > Value Chain Economies are virtual economic communities#VCEConcepts%26Mapping
Barry Wright - 7 Cs for Performance Success
...
The BWIM Solution Delivery Process documented here
m Project Tools & Documentation#BasicProjectDocumentsChecklist-SimpleSPD-SupportsBWIM
BWI Business Solution Design Principles
...
>> ensures all stakeholder groups understand goals and responsibilities for all groups before work begins
VCE runs on Web4 = SSM, SGS, AI, SLT, STS, ODPVCE runs on Web4 = SSM, SGS, AI, SLT, STS, ODP> Value Chain Economies are virtual economic communities#Key-Defineavalideconomicmodeltooperateeachlayerbasedonstakeholderroles%2Cvalue%2Ccosts%2Crisks%2Csuccesskeys(VCRS)
The GAPS process helps build consensus on goals and responsibilties
...
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
...
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
...