Key Points

Modern Platform for VCE is::

VCE - a flexible business architecture model to run Value Chain Economies as virtual communities
VSDM - Value Chain Solution Delivery Method
WEB9 = SSM, SGS, AI, SLT, STS, ODP
SSM = Smart Services Management
SGS = Smart Governance Services
AI = AI and Machine Learning services
SLT = Smart Ledger Technology replacing DLT, Blockchain
STS = Smart Trust Services covers more than security and privacy
SDM = Smart Data Mgt
SOM = Smart Object Mgt with information, behaviors, responsibilities
SEM = Smart Economic Mgt - metrics, tokens, custody, payments
ODP = Open Digital Platform
open-source based
multi network
multi cloud
multi layer
multi tier
async
event driven message workflows
software defined
dynamically configurable: resources, assets, workflows, solutions, services, scoped, logic, privacy, permissions, roles, parties, party types, meta models
supports ASCRUM capabilities
Modern Platform provides a virtual service platform to support many VSN - Value Services Networks
VSNs in turn support multiple VCE - Value Chain Economies with multiple stakeholder roles & VCP - Value Chain Providers
the ODP maps to cloud and other resources through virtual service layer using Kubernetes, Containers, VM services and other control solutions
ODP is dependent on the base environments it's landscape covers
ODP provides independence from any specific cloud or on-premise implementation
Lower level cloud environments are accessed via the secure virtual service layer adapters

References

Reference_description_with_linked_URLs_______________________	Notes_________________________________________________________________
vce-mgt-notes1 gdoc	gdoc for notes
Web5	Web5 — the successor solution architecture to Web3: adds decentralized id, data store Web5 concepts Web5 explained.
WEB9	WEB9 = Web 3 + Web 5 + 1 >> supports VCE
SSM	SSM - Smart Services Managers learn to automatically handle responsibilities
SGS	SGS - Smart Governance Services understand priinciples, policies, rules dynamically
SLT	SLT - Smart Ledger Technology solves scope, performance, integration for use cases
STS - Smart Trust Services: deliver trusted outcomes	STS - Smart Trust Services goes beyond security and privacy for events, outcomes
AI	AI - AI and ML offer smart services to automate decisions, optimize results
ODP	ODP - Open Digital Platform stronger platform for Web9 and VCE solutions
WEB9	WEB9 = Web 3 + Web 5 + 1
m Business Process Solution Design Tools#BarryWright-BWIM-InvestmentManagementGovernance-perfectedVCRSinvestmentdeliverymodel	BWIM Investment Management Governance for Solution Delivery Process ( SDP )
m Project Tools & Documentation#BasicProjectDocumentsChecklist-SimpleSPD-SupportsBWIM	SDP summary for BWIM
DLT concepts & principles	Details on many DLT concepts & principles in a Google doc
m.Blockchain Use Cases	Blockchain Use Cases
m Blockchain Use Cases More	More Blockchain Use Cases

s Blockchain Opportunity Assessment - BOA s Blockchain Opportunity Assessment - BOA#BOA-%23SDP-SolutionDeliveryProcess	How to Assess the Value of a Blockchain Solution
m Hyperledger Fabric Solution Concepts	Key Blockchain Solution Design Concepts - read before design !
m Blockchain Use Cases More#9ReasonsBlockchainProjectsFail(AndHowtoSucceed)	Why Blockchain Solutions often fail
m Blockchain Use Cases More#VCRSKeystoasuccessfulcommunityDLTsolution	Keys to Blockchain Solution success
m Consulting Process m Consulting Process#VCRS-ValueCostRiskSuccess-Keys-BarryWrightversion	VCRS > General Consulting Methodologies for Change Design and Management

STS - Smart Trust Services: deliver trusted outcomes

m TOIP Trust Over IP m TOIP Trust Over IP#TheTrustOverIPInteractiveModel	Core Trust Principles - Operations and Governance by Layer - interactive model
DvP Delivery vs Payment Settlement Concepts	DvP concepts with HTLC designs
m Messaging	Messaging services and solutions
m Blockchain Financial Services - DeFi - NFTs	Blockchain Financial Services concepts and solutions
m Blockchain Regulation Trends	Blockchain Regulation Trends



Value Stream Mapping & Engineering
https://www.linkedin.com/advice/0/how-do-you-align-your-value-stream-map-customer-requirements

Aritcles on Sustainable Value Stream Models
Andrea Frosinini on EFRAG's Implementation Guidance on Value Chains

Value Chain Concepts & Mapping

VSPG - Value Chain Solution Process Goals - 3 steps

Value Chain Solution Delivery Process has 3 key steps >

Solution Value Identified Goal - When the Solution Team after reviewing current system and a set of solution alternatives, identifies a good solution that offers net value gain for your VCE operations
Solution Value Operations Goal - When the solution is placed in production operation managed by operations for VCE Stakeholders to earn value
Solution Value Realized Goal - by the VCE Stakeholders - based on objectives, metrics, performance, there is net Value Realized by the solution users from solutions use. How did value realized match value identified?

CIP = Continuous Improvement Process > VSP repeats

the stakeholders continue iterate the process looking for added net value gains

Zendesk on value chain

https://www.zendesk.com/blog/value-chain/#:~:text=Value%20chain%20example-,What%20is%20a%20value%20chain%3F,more%20efficiency%20and%20fewer%20costs.

A value chain refers to the full lifecycle of a product or process, including material sourcing, production, consumption and disposal/recycling processes.

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

Marketing and sales: All advertising and sales interactions and activities
Service: All forms of customer support interaction and brand credibility

Secondary activities

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.

https://www.investopedia.com/terms/v/valuechain.asp

see VCE model

s Blockchain Opportunity Assessment - BOA#BOA-KeyQuestionsforVCE%3AValueChainEconomies

VCC - Value-Chain Communities - a group of VCO ( Value-Chain Organizations )

VCCs define a logical VCE ( Value-Chain Economy )

VCC is a logical model on different stakeholder roles, their goals & responsibiliities within the community

The VCE has a sustained value focus on stakeholder capitalism for all parties in the VCE micro economy model

A Good example of a VCC partner is GAPP - Genuine Alaska Pollock Producers Association

While that group has formal membership for the commercial fishing companies, the association has a stakeholder view of the VCE that includes:

consumers, retailers, wholesalers, food processors, distributors, employees, partners, local communiites, economies, Native American Tribes and the environment.

The association works to promote & grow the industry and improve the quality and efficiency of the entire distribution channel and help support it's associated stakeholder groups.

The primary regulation governing the Alaska Pollock Fishing industry is The American Fisheries Act of 1998

The American Fisheries Act was signed into law in October 1998. The purpose of the AFA was to tighten U.S. ownership standards that had been exploited under the Anti-reflagging Act, and to provide the Bering Sea and Aleutian Islands (BSAI) pollock fleet the opportunity to conduct their fishery in a more rational manner while protecting non-AFA participants in the other fisheries.

VCO - Value Chain Organization - a sustained value focus on stakeholder capitalism

A VCO is an organization with a sustained focus built on a "stakeholder" view for a value chain that includes customers, employees, partners, communiites, economies and the environment. Look at the VCE concepts and stakeholder value mapping to see how a VCO can successfully participate in and contribute to a VCE micro economy

VCO Examples include:

GAPP - Genuine Alaska Pollock Producers Association

https://www.futurefoodcast.io/podcast/superior-quality-sustainability-and-traceability/

Youtube interview > Craig Morris, CEO of Genuine Alaska Pollock Producers

Paramount Software Solutions

Congratulations to the sustained focus the Paramount team has had over the years to build a VCO ( value chain organization ) with a "stakeholder" view that includes customers, employees, partners, communiites, economies and the environment.

Since the year Paramount Software Solutions was established, Pramod Sajja, our Founder and CEO, envisioned a company that not only excels in its market space, but also focuses on innovation to make this planet a better place for all its people.

https://www.linkedin.com/posts/paramount-software-solutions_companiesthatcare-peoplemagazine-greatplacetowork-activity-7232012758479777792--TN9?utm_source=share&utm_medium=member_desktop

People article on VCOs

VCO-2024-Peoples 100 Companies that Care in 2024.pdf link

VCO-2024-Peoples 100 Companies that Care in 2024.pdf. file

VCE Concepts & Mapping

A VCE is a logical community of independent parties forming an economic model with goals, roles, relationships between the parties defined formally and informally.

As the performance, roles, goals change and mature, the resulting relationships also change

Changes in market leadership follow ( eg Netscape > Microsoft Internet Explorer > Google Chrome > ?? )

Each organization ( or business ) has 1 or more roles in the community and has:

operates a business model
has business opportunities and threats
has business strategies
has business plans
has business operations
has business performance against goals

VSDP - Value-drive Solution Delivery Process: Discover > Define > Deliver > Improve > Monetize

"99% of the world's weath started from the same source - the discovery of a common problem" - Jim Mason

"the other 1% won the lottery" - Jim Mason

The process to define your part in a VCE has these key steps for success:

Discover your value opportunity in the VCE

Define your value opportunity in the VCE

Deliver on your value opportunity in the VCE

Improve on your value opportunity in the VCE

Monetize your value opportunity in the VCE

Key Concepts

VCE Foundations

BWI BEP - Business Excellence Process Management

BEP - Business Excellence Program

SDP >> Areas to Manage on SDP - Solution Delivery Process - OIP - Outcomes, Inputs, Processes

B - EAIRG - Business OIP, Events, Activities, Investment, Returns, Governance

P - EAIRG - Project OIP, Events, Activities, Investment, Returns, Governance

T - EAIRG - Technical OIP, Events, Activities, Investment, Returns, Governance

SOM >> Areas to Manage on SOM - Solution Operations Management - OIP - Outcomes, Inputs, Processes

B - EAIRG - Business Events, Activities, Investment, Returns, Governance

O - EAIRG - Operations Events, Activities, Investment, Returns, Governance

T - EAIRG - Technical Events, Activities, Investment, Returns, Governance

Consensus VCRS = Value > Cost > Right > Success 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
Success = What support do you need from me ( your manager ) to succeed? What are the success keys for the deliverables in scope?

GAPP - Genuine Alaska Pollock Producers -

GAPP - Genuine Alaska Pollock Producers - food cast - Craig Morris

Craig Morris leads the GAPP organization

It is an architected VCE focused on a sustainable VCE model with all stakeholder groups part of the solution

GAPP provides not only a context, goals but also clear metrics to support continuous improvement of the community and consumer value

Modern Solutions

Use Modern Technologies
are delivered by Modern Teams, Processes and Tools
deployed by Modern Deployment
to run on Modern Platforms
managed by Modern Operations

common access model for transactions

networks > topologies > protocols > directories > services > metadata > interfaces > profiles > routes > connections > authentication & authorizations > sessions > planes ( control, request, data ) > domains > governance > namespaces > requests > workflows > policies > trusts > data > decisions > events > transactions > object updates > formats > results > history
all requests are: async, batch processed

Value Streams and Value Stream Mapping

https://www.investopedia.com/terms/v/valuechain.asp

A company conducts a value chain analysis by evaluating the detailed procedures involved in each step of its business. The purpose of a value chain analysis is to increase production efficiency so that a company can deliver maximum value for the least possible cost.

KEY TAKEAWAYS

A value chain is a step-by-step business model for transforming a product or service from idea to reality.
Value chains help increase a business’s efficiency so the business can deliver the most value for the least possible cost.
The end goal of a value chain is to create a competitive advantage for a company by increasing productivity while keeping costs reasonable.
Value chain theory analyzes a firm’s five primary activities and four support activities.

the steps in value chain analysis are:

Identify primary and secondary value chain activities
Determine the values and costs of those activities
Identify competitive advantage opportunities

#BVM - Business Value Model - reusable model that lowers time to market

a BVM COULD be derived from a VCE model

Infotech on a Business Value Model Process

VSDP-infotech-it_Map_Your_Business_Architecture_to_Define_Your_Strategy_Phases_1_3.pdf. link

VSDP-infotech-it_Map_Your_Business_Architecture_to_Define_Your_Strategy_Phases_1_3.pdf file

VCE Tokenomics and Incentives

u AI use cases: software#EconomicsofAIAgents-tokenomics-LisaTan

1. AI Token-Ecosystem Mapping
2. Value Creation
3. Incentives and Mechanisms
4. Transactions and Tokenomics
5. Governance
6. Revenue Models
7. Sustainability

m Token Economy Examples: Tokenomics

Potential Value Opportunities

m Consulting Process

sth bdc

There are standards, best practices and guides for each area

Better Business Management

Solution Delivery Capability Management

Service Delivery Capability Management

Customer Success Capability Management

Jim Mason on Value Chain Impacts from Responsible Forest Management

jmason-EU-environment-reporting-and-forest-impact-metrics.pdf link

jmason-EU-environment-reporting-and-forest-impact-metrics.pdf. file

V1 - European Sustainability Reporting Standards (ESRS): A Comprehensive Report 3
1. Introduction 3
2. Purpose and Value 3
2.1 Purpose 3
2.2 Value Provided 3
3. Responsibility for Implementation, Operation, and Governance 3
3.1 Implementation 3
3.2 Operation 3
3.3 Governance 4
4. Examples of Organizations Implementing the Standards 4
4.1 Unilever 4
4.2 Siemens 4
4.3 BNP Paribas 4
5. Key Features of the Standards 5
6. Key Risks to Manage 5
7. Key Factors for Success 5
8. Conclusion 6

Andrea Frosinini on EFRAG's Implementation Guidance on Value Chains

I recently delved into the EFRAG IG 2: Value Chain Implementation Guidance, released in May 2024, which provides essential insights into navigating the European Sustainability Reporting Standards (ESRS) in the context of corporate sustainability.

Key highlights include:

1. Comprehensive Scope: The guidance emphasizes that sustainability statements should encompass all material impacts, risks, and opportunities (IROs) related to both upstream and downstream value chains, moving beyond just the company's own operations. This broader perspective is crucial for a more accurate depiction of a company's sustainability footprint.

2. Materiality Assessment: It stresses the importance of identifying material IROs within the value chain, taking into account relationships beyond direct contracts. Companies must ensure their materiality assessments effectively capture the nuances of their entire value chain, allowing for a thorough understanding of potential impacts.

3. Policies and Targets: Organizations are required to disclose relevant policies, actions, and targets concerning their value chains. This transparency not only enhances accountability but also demonstrates a commitment to sustainable practices throughout the supply chain.

4. Estimation of Data: The guidance acknowledges challenges in data collection from value chain actors and encourages companies to make reasonable estimates when primary data is unavailable. This pragmatic approach supports firms in fulfilling their reporting obligations while acknowledging the complexities of global supply chains.

5. Transition Period: A transitional phase allows companies to gradually adapt to these reporting requirements, underscoring the EFRAG’s commitment to easing the implementation process for businesses, particularly small and medium-sized enterprises (SMEs).

As we move towards a more sustainable future, this guidance will be vital for companies aiming to enhance their reporting practices and align with EU sustainability objectives. Understanding and integrating these insights will empower organizations to create more responsible and transparent value chains.

EFRAG IG 2: Value Chain Implementation Guidance.pdf. link

ReImagine Financial Services - Value Chain Economy running on a Open Digital Platform

A Value Chain Economy of organizations and stakeholders operating solutions that are:

Understood
Valuable
Distributed
Trusted
Governed
Efficient
Effective
Regulated
RAS - Reliable, Available, Serviceable

DeFi disrupted by ReFi ( Reimagine Finance ) with VCE, ODP, AI, SLT, STS

DeFi only fits a small part of the financial world ( P2P Bitcoin )
ReFi ( Re-imagine Finance ) fits over 90% of the financial world of tomorrow
Re-imagine DLT differently as a flexible proof system to build better trust for counter party networks ( not your father's Bitcoin blockchain )
ODP is an Open Digital Platform ( an FMI - Financial Market Infrastructure ) with modern services
AI and Machine Learning can improve decision making, optimization with faster learning for specific use cases
SLT - Smart Ledger Technology replaces DLT overcoming limitations on performance, scope, integration
STS - Smart Trust Services go beyond simple security, cryptography to embrace ALL opportunities to improve trust in a VCE for all stakeholders, use cases
Using DAN and a ReFi process new Value Chain Economies evolve from existing financial solutions that have comprehensive capabilities and better results

Conceptually this is similar to ReFi - Reimagining Finance as a combination of Defi, Classic Finance ( CeFi ) and Web3 adding some new models for VCE ( Value Chain Economies ) on DAN ( Digital Asset Networks ) and expanded trusts beyond just DLT and security.

Beyond the Finance / DLT world, similar work happens in other domains. MOBI is implementing ITN ( Integrated Trust Network ) building on some earlier standards work in MOBI ( Vehicle Identity, Connected Mobility Data Market etc ). Beyond technology, all solutions begin with standards, regulations, governance ( STEAR ), identity, credentials, consent management.

It's time to rethink some core limiting assumptions built into DLT which is why RLN and my focus on SLT ( Smart Ledger Technology ) both open some new doors.

VCE - Value Chain Economies are Communities in both the Digital and Real Worlds

VCE solutions run on:

Financial Solutions
Financial Network Services
Open Common Platform Services
Virtual Cloud resource layer
VSLN - Virtual Smart Ledger Networks

VCE expands over other DLT models:

extends concepts of DAO ( Decentralized Autonomous Organizations )
extends concepts of RLN ( Regulated Liability Network )

VCE solutions can operate on VSLN - Virtual Smart Ledger Networks

STS - Smart Trust Services: deliver trusted outcomes#,VSLN%20%2D%20Virtual%20Smart%20Ledger%20Networks,-VSLN%20concepts

Standard Interfaces for Service Implementations ( SI2 ) for each Service Layer

Services define standard interfaces for consumption by service clients

Services define adapters for custom service implementations

Value Chain Engineering Solution Process

STS - Smart Trust Services: deliver trusted outcomes#SmartTrustServices%3Adeliverbettertrustforbetteroutcomes-VCESolutionProcessforVSLN(VirtualSmartLedgerNet)

Value Chain Engineering is a sustainable governance model to deliver solutions aligned to Cutomer value

Customer-centric or Business-centric model to deliver solutions that align to customer and community value ( vs product oriented )
Align Client value to Business strategies & capabilities, Align Business capabilities to IT strategies & capabilities
Continuous cycle of
Clients using solutions > assessing value > defining new opportunities, strategies, capabilities > map to solutions > delivering new solutions
VCE stakeholder metrics cover: VCRS - Value, Costs, Risks, Success Keys planned & realized

Given a business use case with

A regulated community of stakeholders operating in various roles
A permissioned business virtual smart ledger network with consumer and provider roles
Goals, scope, constraints, policies, governance, economics and regulations
Events, processes, trusts, contracts, transactions, data, ledgers, services, decisions, ABC parts

Clients

Set use cases, roles, outcomes, value streams, needs, requirements > search- find- use solutions

Providers

Use use cases, user value streams > solution strategies > capabilities > offer products & services

VCE continuous process

analyze & measure the client value streams - ( xucs and gaps )
define solution strategies -
record solution capabilities that support the strategies
deliver solutions ( products & services ) that fulfill the capabilities required - architecture - 4B sourcing etc
so clients can use them to realize value

Assessments integrate Clients and Providers on Solution Engineering

CMP - Capability Maturity Program

Capability Assessments

Based on defined client user cases and related value chains and streams defined,

the solution strategies define the requirements, opportunities and manage the challenges

A capability assessment includes:

a capability profile, supported use cases, enterprise features & NFRs, client feedback, implementing solutions

Solution Assessments

Based on defined client strategies and capabilities defined,

a solution assessment defines how the solution supports required features, capabilities

A solution assessment includes:

a solution profile, supported use cases, supported capabilities, enterprise features & NFRs, client feedback, client usage data, support experience

Use Assessments in Value Chain Engineering ( VCE )

Use Solutions >> Clients Realize Value

Use Value Streams, Strategies, & Capabilities

To create Solutions and realize Value by clients

Capability & Product Assessments help clients & providers:

ID if capabilities, solutions are ready for client use cases
ID the best solution for a client use case & capability
ID where to invest in capabilities & solutions
Where solutions overlap for a capability
Where reuse opportunities exist for solutions and a capability
ID the maturity level of the capability and solutions
ID candidate remediations for capability, solution gaps

Define Assessments in Value Chain Engineering ( VCE )

Define Solutions = Continuous Process

Value Chain engineering = sustainable solutions process

Use Value Streams, Strategies, & Capabilities

To create Solutions that can realize Value for clients

Assess current strategies, capabilities, solutions results
Assess value gaps for strategies, capabilities, solutions
Automation adds usage, issues on assessments
Set new strategies, capabilities, solutions with target results
Clients test new capabilities, solutions
Clients give assessment feedback on capabilities, solutions
Providers update strategies, capabilities, solutions
Providers release new strategies, capabilities, solutions

Align Value Stream Maps to Customer Requirements

https://www.linkedin.com/advice/0/how-do-you-align-your-value-stream-map-customer-requirements

Map Requirements to IT Capabilties

Oversight of Financial Market Infrastructures by the Federal Reserve

https://www.federalreserve.gov/paymentsystems/over_about.htm

Financial market infrastructures (FMIs) play a critical role in the U.S. and global financial system. FMIs are multilateral systems among participating financial institutions, including the system operator, used for the purposes of clearing, settling, or recording payments, securities, derivatives, or other financial transactions. These systems include payment systems, securities settlement systems, central securities depositories, central counterparties, and trade repositories. Such FMIs often give rise to risks and interdependencies among financial institutions both within and across national borders, creating the potential for widespread financial disruptions if an FMI fails to perform as expected. Central banks, with their mandates for macro-economic stability, are particularly interested in the smooth functioning of these FMIs and their strong and robust oversight.

The Federal Reserve supervises and oversees certain FMIs under several authorities and in several contexts.

Principles for Financial Market Infrastructures (PFMI)

https://www.bis.org/cpmi/info_pfmi.htm

The Principles for financial market infrastructures are the international standards for financial market infrastructures, ie payment systems, central securities depositories, securities settlement systems, central counterparties and trade repositories. Issued by the CPMI and the International Organization of Securities Commissions (IOSCO), the PFMI are part of a set of 12 key standards that the international community considers essential to strengthening and preserving financial stability.

In addition to these standards, the CPMI and IOSCO have published a number of related documents and further guidance on how to implement the standards

VCE runs in the business layer as a Value Chain Economy, maps to the operations layer nodes

A Digital Asset Network based on DLT is managed by a Consortium organization providing governance, operations, compliance and economic value
the Network layer can be implemented as nodes ( physical or virtual ) for layers 1 & 2.
Layer 3 can be implemented logically vs physical nodes if that implementation fits the use case better

DAN - Digital Asset Network is a conceptual Financial Market Infrastructure ( FMI )

The diagram below shows Business Digital Communities running on a conceptual Financial Services Network

Key Features for the Open DAN - Open Digital Asset Network:

Features are segregated into service layers:
- VCN - Virtual Cloud Network provides a common infrastructure interface instead of consuming directly from individual cloud platforms
- ODS - Open Digital Services provides a suite of technical services consumable across the VCN layer many of which are Enterprise Open Source services
- FSF - Financial Services Features are a common set of financial services that can be reused by multiple solutions or directly consumed by businesses
- FAS - Financial Application Solutions can be consumed by businesses enrolled in a community
The Capabilities listed are defined differently by layer
- The economic incentives and costs to operate the ODP layer are different than the incentives and costs to operate the FAS layer for example
- The regulations and governance that apply to the VCN layer are different than the regulations and governance for the FSF layer
The simple Business Operations view for Bank A
- The top section is a simple view of multiple business communities with a focus on the Payment community
- From a client focus ( Bank A ) uses the FSN by joining the FSN, enrolling in the payment community and then sending payments locally or cross border

Key question for FSN - who finds, uses, owns, controls, governs, operates, manages, pays for EACH layer in the FSN?

Some Key Concepts on DAN

Key - Define the stakeholder groups, their roles and the VCRS model for each group in the target communities

q>> what is the value proposition for each group, role in the solutions and platform?

Key - Define the key solutions and related business use cases in scope for the platform solutions and services

model as BDD

create executable BDDs using Expando DSL, JEPL, Karate,

create generator for Plantuml DSL files to show diagrams automatically from code

Key - Define Each stakeholder group role for the solution and the platform capabilities

Key question for FSN - who finds, uses, owns, controls, governs, operates, manages, pays for EACH layer in the FSN?

Who finds the solutions and platform? How ? Why ?
Who uses the solutions and platform? How ? Why ?
Who owns the solutions and platform? How ? Why ?
Who controls the solutions and platform? How ? Why ?
Who governs the solutions and platform? How ? Why ?
Who operates the solutions and platform? How ? Why ?
Who manages the solutions and platform? How ? Why ?
Who pays the solutions and platform? How ? Why ?

For each of these questions and stakeholder groups, identify the VCRS
- Value, Cost, Risks and Success Keys - for that group and role in the solutions and the platform

Why are these solutions, this platform the best alternative for the stakeholder groups to use?

Key - Segregation of Services & Responsibilities into Layers to improve reuse, lower platform costs & risks and adapt to change

Key - Separation of Business Logic from Platform Service Software

look at business rule and policy engines that allow business users to own business logic ( see JEPL DSL concepts )

Key - Integrate all processes with Global Event Management Services - GEMS

GEMS - Global Event Management Services integrates the majority of capabilities in each layer

Think IBM I CPF9898 that is distributed across message queues on all platforms for all layers - WOW ! > dynamic global event driven behavior

Key - Define a valid economic model to operate each layer based on stakeholder roles, value, costs, risks, success keys ( VCRS )

Look at token types for:

payment ( p tokens ) and their mapping to supported crypto types

utility ( u tokens ) for rewards and fees on the solutions and platform

assets ( a tokens ) digitized assets represented by fungible tokens ( CBDC or stablecoins ) and non-fungible tokens ( art work etc )

Key - Given the business use cases, economic model and services, define the data and trust models

for each use case, who are the counter parties? what data do they share? how? what trusts are needed?

the data model is derivative from the use cases, economic model and services

the trust model defines the trusts required for all features and capabilities in the system based on the parties roles

( is the asset a valid digital asset? is the transaction approved by the correct party? etc )

Key - Define Services in each layer as metadata and access via component registries for easy composition, smart runtimes

Key - Common Standards to Operate Platform Services at each layer

Key - Rethink Key Performance Bottlenecks as concurrent asynchronous services to improve throughput and capacity at each layer

Key - Transparent Governance to govern each layer

Key - use 4 B sourcing model to provide capabilities - Borrow, Buy, Build

borrow from existing internal assets that can be reused or repurposed productively
borrow from enterprise open source projects
buy if the product is priced reasonably for the value, it's based on open standards and can be isolated from the client services using wrappers or adapters to minimize future migration costs and risks
build if the other options don't work

Consider EOS ( Enterprise Open-Source ) solutions first - lower cost, better portability

Some EOS alternatives to AWS to provide lower costs, better portability and parity across platforms

https://github.com/guenter/aws-oss-alternatives

Key - Use of Enterprise Open Source software where feasible

The dual license or an open source foundation license are preferable.

Enterprise Open Source solutions are often have a Community-Edition open-source version and license that provides almost all core features and capabilities. The corresponding Enterprise version builds on the Community edition and adds key usability features, more integrations and better commercial support to fit enterprises needed quality production service capabilities.

Key - Follow the Software Architecture Themes to improve quality, flexibility, value delivered with lower risk

see m Enterprise Architecture

m.Enterprise Architecture and Services

m Data Architecture

Other Platform Concepts

Modern Solutions

Use Modern Technologies

are delivered by Modern Teams, Processes and Tools

deployed by Modern Deployment

to run on Modern Platforms

managed by Modern Operations

common access model for transactions

networks > topologies > protocols > directories > services > metadata > interfaces > profiles > routes > connections > authentication & authorizations > sessions > planes ( control, request, data ) > domains > governance > namespaces > requests > workflows > policies > trusts > data > decisions > events > transactions > object updates > formats > results > history

all requests are: async, batch processed

Value Chain Engineering Concepts for VSLN - Virtual Smart Ledger Networks

VCE Operations Models

Models

Parties with Identities
Operations Roles
Economic model
Community Sustainable Engagement
Governance model
Regulatory model
Network Platform model
Standards
Services models by layer: application > financial > technical > network > security
Operations process model
Trusts model
Decisions model
Events model
Technical Architecture

VCE Service Capabilities support Consortium Models

VCN Service Registry covers:

Consortium Services

Governance Services

Regulatory Services

Gateway Services

Protocol Services

Network Services and Connections

Micro Profile Services

Communication Services and Protocols

Container Services

Directory Services

Registry Services

Metadata Services

Master data Services

Data Services

Data Analytics Services

Identity Access Management Services

Discovery Services

Event Management Services

Workflow Orchestration Services

Asset Services

Token Services

Entity Services

Transaction Services with Signatures

Messaging Services

Smart Contract Services

Governance Services

Monitoring Services

Management Services

Proxy Services and Aliases

Documentation Services

Policy Management Services

ODP Technology Capabilities

RDD for use case requirements

CDD for object services capabilities

FDD for feature driven design to enhance object services to meet RDD

Design Factors for VCE to model

Members, Roles, Identity, Authorizations, Access

Domains

Use Cases

Objects

Process

Technologies

Services

Trusts

Decisions

Events

SDP Life Cycle

Circular process to manage a Community Solution Space

Operations Plans

Operations Metrics

Operations Results

Opportunities for Improvements

Opportunity Value Assessments

Opportunity Designs

Opportunity Plans

Opportunity Investments

Opportunity Delivery

Solution Implementation

Solution Operation

Solution Support

Potential Challenges

Dependencies for virtual ODP and DLT solutions

For a given virtual environment:

virtual cloud operations management

global event management

global metadata management services

global remote process management ( via API, DLT, GRPC, P2P, Sockets etc )

accepted standards for event management, DLT interoperability, RPM, cloud operations, regulations

Candidate Solutions

DLT use cases that can add value, not risk

DLT as an accurate data ledger ( provenance, proof historical data not changed )

DLT as an automated enforcement of contract terms between parties

DLT as a multi-party data validation system

DLT as a data distribution system

DLT as a Reference Architecture

inter-organization use cases

intra-organization use cases

generally less likely to add value where the organization is seen as a central. trusted source of truth

Step-by-step guide for Example

sample code block

sample code block

Recommended Next Steps

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