BWI: Barry Wright BEP - Business Excellence Program
- jimm1
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
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
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
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
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
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
Given a Market
Business Strengths
Business Weaknesses
Market Opportunities
Market Threats
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 - 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
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
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
sample code block