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Key Points
- Barry Wright Corp was a business excellence innovator
- created new methods to ensure business excellence through the business management life cycle: assessment, plan, design, execution, adjust, completion
- Nat Caruso was the corporate manager and orchestrator for the BEP that covered all BUs, departments on marketing, operations, finance and technology
- IT projects have a PBA ( Project Batting Average ) for meeting project goals on scope, resources, cost, risk, capabilities, quality, value
- Normal companies are doing great if the PBA >> .400
- At BWI, the expectation was PBA of .900 on delivery was just average — all failures were preventable
- The BEP was driven by the 7 Cs for Performance
References
| 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 | |
Key Concepts
Basic Management Concepts
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Standard SDP - Solution Delivery Process - khub
SDP >> Areas to Manage on SDP - Solution Delivery Process
B - EAIRG - Business 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
...
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
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
Key 7 C’s performance success methods
Communications
Cooperation
Consensus
Commitments
Controls
Collaboration
Completion
...
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
Key 7 C’s performance success methods
Communications
Cooperation
Consensus
Commitments
Controls
Collaboration
Completion
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
m Project Tools & Documentation#BasicProjectDocumentsChecklist-SimpleSPD-SupportsBWIM
BWI Business Solution Design Principles
Principle: Stakeholder goals and responsibilities
>> ensures all stakeholder groups understand goals and responsibilities for all groups before work begins
The GAPS process helps build consensus on goals and responsibilties
...
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
...
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
...
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
...
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
...
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
...
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
...
- 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
...
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
...
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
...
Cross-functional CIP teams have proven to be very effective and efficient change drivers in organizations
Business Model Canvas - design think for your business
https://www.businessmodelsinc.com/en/inspiration/tools/business-model-canvas
...
7. Key activities.
What do you do every day to run your business model?
8. Key resources.
The people, knowledge, means, and money you need to run your business.
9. Key partners.
List the partners that you can’t do business without (not suppliers).
10. Cost structure.
List your top costs by looking at activities and resources.
11. Societal and environmental costs.
What’s the negative impact of your business model?
Business Model Process
https://medium.com/seed-digital/how-to-business-model-canvas-explained-ad3676b6fe4a
...
Social media
Public speaking
Electronic mail (email marketing)
Networking
SEM (Search Engine Marketing)
SEO (Search Engine Optimisation)
Engineering as marketing
Viral marketing
Targeting blogs
Sales and promotions for commissions
Affiliates
Existing platforms
PR
Unconventional PR
Social advertising
Trade shows
Content marketing
Community building
Offline advertising (billboards, TV, radio)
Understanding how to reach your customers is so crucial to your business.
Business Value Engineering Model
...
Digital Transformation Tip 021: Steps to Design an #Agile #BusinessArchitecture
1. Embrace agile mindset
2. Understand agile principles
3. Identify core capabilities
4. Define agile goals and strategic objectives
5. Identify #value streams
6. Form agile teams with cross functional units
7. Adopt agile methodologies and implement agile framework
8. Foster collaboration, transparency and effective communication
9. Emphasize continuous learning and improvements
10. Leverage agile tools and technologies
11. Enable rapid prototyping and experimentation
12. Prioritize customer value
13. Establish agile governance
14. Enable leadership and quick #datadriven decision making
15. Evolve and adopt
Image source: IRIS
Business Motivation Model
focus on ends ( goals ) and means ( methods or processes )
...
bmm-business-mgt-model-omg-formal-15-05-19.pdf file
Design Thinking
Customer Journey Maps
SWOT Analysis
Given a Market
Business Strengths
...
Market Opportunities
Market Threats
Customer Value Creation
https://www.linkedin.com/feed/update/urn:li:activity:7028301331287162880/
...
The Canvas is based on the Customer-Centric Value Creation Framework. It is important to define and clarify some basic information like overall vision, goals, requirements and scope, and then also define and align on the Main Job and User. That is the base to start with a project and understand the users and their needs.
Digital Transformation Maturity Overview
Digital maturity assessment plays a vital role in the digital transformation of an organization. It involves evaluating an organization's current digital capabilities, identifying strengths and weaknesses, and determining the readiness to undergo successful digital transformation. Here are some key reasons why digital maturity assessment is important:
1 Baseline Evaluation
2 Understanding the Current Status
3 Gap and Opportunities Identification
4 Strategic Planning
5 Goal Setting and Roadmap Development
6 Employee Engagement and Readiness
7 Prioritizing the Transformation Efforts
8 Resource Allocation
9 Change Management
10 #RiskManagement
11 Performance Measurement
and Continuous Improvement
12 Organizational Alignment
13 Cultural Shift
14 Customer Centricity
15 #Innovation and New Experience
In summary, digital maturity assessment provides organizations with valuable insights into their digital capabilities, helps identify gaps and risks, guides goal setting and resource allocation, facilitates performance measurement, and supports organizational alignment. It serves as a foundational step in planning and executing a successful digital transformation journey.
Image Source: HBR
TBM - Technology Business Management - not matured - aspires to the BWC IT Management Investment model
BWC ITM was an integrated, business results-driven, strategic AND tactical planning and management process long before TBM
...
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
TBM Taxonomy pdf v4 - from Amazon direct link
...
TBM Taxonomy V4.0
...
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
TBM Planning Process
Potential Value Opportunities
...
10-lessons-from-10-years-of-building-a-business Jessica Beck
linkedin.com-10-years-building-alfred-lessons-leadership-innovation
In 2014, my co-founder, Marcela Sapone, and I started Alfred with a simple goal: to create something impactful while solving the problem we personally faced —how to make more time in our busy lives as renters.
A decade later, that mission feels more relevant than ever. What began as a small idea has grown into a fully fledged real estate business that not only solves problems but has redefined an entire industry. Along the way, we became leaders in the space, building:
- The first company to deliver a comprehensive resident experience application for multifamily residential (before #proptech even existed) and launch it nationally
- The first technology company to buy a large scale property manager, our fabulous team at RKW Residential
- The first company to deliver a combined and comprehensive tech-powered management platform for institutional multifamily owners in the market
Our teams have also won numerous industry awards including, FastCompany: World’s 50 Most Innovative Companies, NMHC top 50 management platforms, #5 in ORA Power Ranking by J Turner, Division I 2024 and #1 in Best Use of Proptech Multifamily Executive Awards 2023.
But the journey hasn’t been smooth. It’s been filled with tough decisions, setbacks, and lessons learned through the hardest times—pandemic challenges, market instability, and seismic shifts in technology. Yet, looking back, it’s been an incredibly rewarding adventure that has taught us more than we ever imagined.
10 Lessons From 10 Years at Alfred:
- Be extremely clear on what you really want and repeat it. Understanding why you’re doing something—whether it’s wealth creation, expanding access, or breaking new ground—is the foundation for everything. That clarity fuels your decisions, actions, and culture.
- Be relentless from a place of care. When you truly care about what you’re building, putting in the time and energy feels natural. Care is the fuel for endurance.
- Reality beats the plan. The journey is never linear. Often, the best opportunities arise from the unexpected turns, and those are the moments that make it worth it.
- Focus on one thing. Zeroing in on the most important goal provides clarity for everyone in the organization. Make sure each person knows their ‘one thing’ and how it ladders up to the bigger picture.
- Manage your own psychology. The hardest skill to learn as a leader is how to manage yourself. Building self-awareness and emotional resilience are essential for navigating the ups and downs of entrepreneurship.
- Stay in the arena. It’s easy to criticize or quit. But staying in the fight, even when it’s hard, is where the breakthroughs happen. We’re here ten years later because we kept showing up.
- Don’t lie to yourself. Balancing a clear understanding of reality with an unwavering belief in what’s possible is critical. You need both to make sound decisions and drive creativity.
- It’s always about the people. The right team makes all the difference. Every success we’ve had was because of our great team. Every failure, on the other hand, usually came from a misstep in people decisions. Prioritize your people and invest in them.
- Know your customer inside out. The best ideas come from deeply understanding your customer’s needs. Building alongside your customer ensures you’re solving the right problems, even when the answers aren’t obvious.
- Build support around you. No one succeeds alone. Surround yourself with a system of support across both personal and professional fronts, and evolve that system as you grow. Have a team for yourself and a team for your team. This will help you navigate the tough times and celebrate the wins.
As we reflect on our first decade at Alfred, we’re incredibly grateful for the team, partners, and customers who have been with us on this journey. The last 10 years have been an amazing adventure—and the next 10 look even brighter.
Potential Challenges
Managing Resistance to Change Successfully
The "catch 22" of change >>
Sometimes change just to be different isn't a bad idea. That may be true where the risks of change are small and there's a consensus that adding new perspectives may add value.
Most of the time, that's probably not a healthy reason to drive change. Throughout my career, normally change produced clear value and benefit to an organization and it fit a useful formula. Measure the current state first to see what works and what doesn't. While there may be both personal and emotional reasons to resist change, the strongest arguments against change were the risks and costs are high while the benefits are low or unknown. Preparation for change was the key. I won't go through the BEP ( Business Excellence Program ) we followed in the best organization. Keep it simple. We prepared for change by collectively measuring current value, costs, risks. We then asked what the keys for success were. As we reached consensus on those items we were prepared for the next step: measure the opportunity. There's more to an effective change process but that was the foundation. Without that, there was not a consensus to change. With that done, there was more work to do but we now had a reason to invest in measuring the value of the opportunity and asking how we could make the change successful. I led some key successful business transformations. In engineering the future we looked at all stakeholders and helped them realize a better future as part of the process. While change did transform who did what and the value produced, we worked to ensure everyone had a path forward and we provided support on that journey. As people realized that was the commitment, resistance went to acceptance and then to support. That was the feedback I consistently received.
Embracing change can be tough, but it's crucial for progress, especially when it comes to new software architecture practices.
Introducing new software architecture can meet resistance, but with the right approach, you can turn skeptics into supporters. To ease the transition:
- Demonstrate value by sharing case studies that show the benefits of the new practices.
- Offer comprehensive training tailored to different learning styles to ensure everyone feels competent.
- Encourage open dialogue where concerns can be voiced and addressed constructively.
How have you successfully navigated pushback on new processes? Share your strategies.
Candidate Solutions
Step-by-step guide for Example
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