m Business Process Solution Design Tools
- jimm1
Key Points
some of these have good open-source equivalents
RTJ - use the right tool for the design or communication job
ensure your audience understands the selected design tool, how it's used, it's limitations
References
| Reference_description_with_linked_URLs_______________________ | Notes______________________________________________________________ |
|---|---|
| Rajg on business process design tools | |
GSA game plan for TBM program. url | |
Key Concepts
Basic Management Concepts
Rajg on business process design tools
Rajg on business process design tools
8 Common #BusinessDesign and Architecture Models
Make more sense of your #EnterpriseArchitecture practice by relating it to any of 8 common business design methodologies.
Enterprise architects are often asked to prioritize initiatives and projects. To complete this task, they need their organization’s strategies, goals, tactics and objectives. Too often, these can be very difficult to gather either because architects have never been aware that they existed or sometimes because they simply and plainly don’t exist.
To extrapolate these strategies and objectives, there are numerous business models that are being used for business design. We’ll examine eight of the most common business design methodologies and examine how each one of them can relate enterprise architecture.
As shown in Figure 1 below, the balanced scorecards, value chain, Hoshin Kanri, business model canvas, and the business motivation model are very useful to describe and understand an organization at the corporate and business levels. The business model canvas, and the business motivation model as well as the #designthinking, customer journey map and simple #SWOTanalysis can be very useful at the product and marketing level. As for the design thinking framework, the customer journey map approach and SWOT analysis, they are ordinarily used at the initiative or project level.
• Balanced Scorecards
• Value Chain
• Hoshin Kanri
• Business Model Canvas
• Business Motivation Model
• Design Thinking
• Customer Journey Maps
• SWOT Analysis
Source: CIO | Daniel Lambert
Match the tool to the audience and your communication purpose
Balanced Scorecard
Value Chain
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
- Marketing and sales: All advertising and sales interactions and activities
- Service: All forms of customer support interaction and brand credibility
- 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
s Blockchain Opportunity Assessment - BOA#BOA-KeyQuestionsforVCE%3AValueChainEconomies
BWI BEP - Barry Wright Business Excellence Process ( 5 stars )
BWI: Barry Wright BEP - Business Excellence Program
Other Business Solution Design Models
Business Model Canvas - design think for your business
https://www.businessmodelsinc.com/en/inspiration/tools/business-model-canvas
The business model canvas is a great tool to help you understand a business model in a straightforward, structured way. Using this canvas will lead to insights about the customers you serve, what value propositions are offered through what channels, and how your company makes money. You can also use the business model canvas to understand your own business model or that of a competitor! The Business Model Canvas was created by Alexander Osterwalder, of Strategyzer.
Example >> activities to review to create the BMC
Key Canvas Segments
1. Customer segments.
List your most important (future) segments. Look for the segments that provide the most revenue.
2. Value proposition.
What are your products and services? What is the job you get done for your customer?
3. Revenue streams.
List your top three revenue streams. If you do things for free, add them here too.
4. Societal and environmental benefits.
What are you giving back to your community and planet?
5. Channels.
How do you communicate with your customer? How do you deliver the value proposition?
6. Customer relationships.
How does this show up and how do you maintain the relationship?
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
Link up the building blocks: every value proposition needs a customer segment and a revenue stream! When everything is on the board, take a step back.
<< FACTUR3DT.IO - current state and future state forecast
Business model criteria
How much does switching costs prevent your customers from churning?
How scalable is your business model?
Does your business model produce recurring revenues?
Do you earn before you spend?
How much of the work can be done by others?
Does your business model provide built-in protection from competition?
On what cost structure is your business model based?
What are the customer communication channels for each segment?
Channels are defined as the avenues through which your customer comes into contact with your business and becomes part of your sales cycle.
This is generally covered under the marketing plan for your business.
Good questions to ask when identifying the channels to reach your customers are:
How are we going to tell our customer segment about our value proposition?
Where are our customers?
Are they on social media?
Are they driving their car and listening to the radio?
Are they at an event or conference?
Do they watch TV at 7pm on a Friday night?
Examples of channels:
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
Raj Grover
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 )
influencers shape the business plan through assessments ( SWOT analysis )
q>> what means are needed to achieve the ends?
q>> why does a specific mean exist ? the influencer ? the end supported ?
https://www.omg.org/spec/BMM/1.3/PDF — online pdf spec
bmm-business-mgt-model-omg-formal-15-05-19.pdf file
Design Thinking
Customer Journey Maps
SWOT Analysis
Customer Value Creation
https://www.linkedin.com/feed/update/urn:li:activity:7028301331287162880/
With the Customer-Centric Value Creation (CCVC)
Framework we focus on our customers, uncover, understand and prioritize their needs. We use data, we measure experience and usage to brainstorm, find and materialize solutions in order to continuously create value for them.
It is crucial to understand the problem (or need) before we find and develop a solution.
Based on various frameworks* (like the Double Diamond, Aperto’s approach that combines design and agile, or Design Thinking) we created a framework that fits our environment and helps us to introduce and apply this mindset in practice and to build the right solution.
The framework in a nutshell
First, we check and define the initial need, requirement, vision, goals, scope (all based on the overall strategy). Then we define the main user(s) and their main job. Next is to understand, prioritize and describe respective and most relevant user needs. A summary of this research phase (which we often provide in the form of various job stories) is the base to explore, design, and develop a solution until it is released and (hopefully) creates value for everyone.
This is an ongoing loop that never stops. As much as design is never done, also product development (with the aim to improve a situation for humans) is never done.
All the circles in the diagram are independent of each other, but at the same time they overlap. At these intersections, information, new insights or updated results are passed on to the other circle. In the end these circles describe Research and Development.
When developing the framework, several established and well-known frameworks were taken into account. It basically fits our requirements and the environment and people set-up in my department, but it is generally also applicable in other environments where some adjustments are likely to be needed.
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 - 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
https://www.tbmcouncil.org/learn-tbm/what-is-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
Files
TBM_Taxonomy_v4_0_FINAL__1_.xlsx file
TBMCouncil_TBMTaxonomyGraphicsV4.0_FINAL_20201216.pptx file
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
Potential Challenges
Candidate Solutions
Step-by-step guide for Example
sample code block