Maps, models and metrics maximum value for minimal

Maps, models and metrics maximum value for minimal

Maps, models and metrics maximum value for minimal effort Mike Lloyd Scope Metaphors Maps Metrics Depth Models METAPHORS The value of metaphors

Obtain stakeholder buy-in Express high level objectives Agency Customer Web Services Processes Actions Entities EP DMB Data Money Contract

Investments Information model The value of metaphors 1 Existing content Benefits Benefits 3 2 Changes Changes & &

objectives objectives Clear, defined content Stakeholders Stakeholders Learning Learning style style Sense Sense of of urgency urgency Decision Decision style

style Story 4 Why? Why? What? What? How? How? What What if? if? Mixing pot

7 8 Graphical Design Principles Frameworks: Histochronological Geographical Logical-analytical Explain the function

Compare & contrast Conflict Metaphor 5 Stickiness factors Layout & Structure Wordsmith Clarity. Simplicity. Object-action. Sales Sales process process Hope

Hope is is not not aa strategy strategy Tufte Check Delivery planner 6 9 MODELS Abstractions Principles and patterns The value of models

capability capability control input capability capability capability capability output capability capability {people} {processes} {platforms}

capability capability support capability capability MAPS Structures Relationships Provider services Provider services Adviser services Adviser services The value of maps Rules Quotation

Quotation Service Service Underwriting POS U/Writing POS U/Writing New business New Business New Business Pipeline Tracking Pipeline Tracking Submit Submit

Product Product Rules Rules Telephone U/Writing Telephone U/Writing Further U/W Evidence Further U/W Evidence U/Writing Decision U/Writing Decision

Agency Agency Management Management New Business New Business Accept Revised Terms Accept Revised Terms Revised Quotes Revised Quotes Contract Issue Contract Issue

Client Client Management Management Contract Contract Engine Engine Pipeline Tracking Pipeline Tracking Back office systems Why are models and maps important? They provide great benefits...

and create great problems Reduce enormity to manageable levels Create distortion Boost the signal, fade out the noise Encourage inaccuracy & omission Provide insight Create false impressions Create a snapshot Become obsolete Provide shareable knowledge Impose dogma

Two paradoxes Clarity through distortion Richness through simplicity Clarity through distortion Tube map Frank Pick and Harry Beck Richness through simplicity Line Text Point Area Ordnance survey

Richness through simplicity Event Activity Gateway Sequence flow Message flow Association BPMN BUSINESS MAPS Assessing the value of business maps Boundaries Activities

Relationships Depth Flex Index Organisation charts Line management Budget allocation Boundaries Activities Relationships

Depth Flex Index Process diagrams Workflow Process improvement Boundaries Activities

Relationships Depth Flex Index IT infrastructure diagrams Platforms Interfaces Boundaries Activities

Relationships Depth Flex Index Business capability map What businesses do (not how) Align people, processes and platforms Boundaries

Activities Relationships Depth 6 IT Flex Index METRICS Adding metrics to maps Cant

Cant possibly possibly Our metrics Our metrics find find the the numbers numbersare old and are old and we we need. need. wrong. wrong. How hard can it be? Isnt Isnt Finance Finance Not Not more

more in charge of in charge of useless useless numbers? numbers? statistics! statistics! Weve done all right without them so far Adding metrics to maps Business capability map Adding metrics to maps Business value Business value

1.1.1 Plan new product/service Business capability map Quality of performance Quality of performance 2.1.1 Channel management 1 = Low 1 = Low 1.1.2 and develop product/service

3 Design = Average 3 = Average 5 = High 1.1.3 Refine existing product/service 5 = High 2.3.1 Manage orders 2.3.2 Manage sales 1.1.4 Product/service catalogue 2.3.3 Fulfil sales 2.2.1 Manage marketing

1 = Low 1 = Low 3 = Average 2.3.4 Manage product & pricing 3 = Average 5 = High 5 = High 2.3.5 Manage contracts 2.3.6 Qualify sales prospects Some metrics for capabilities Capability attribute Business importance - (non-core, valued, core) Connectedness (low, medium, high) Costs fixed (per year) Openness to change (low, medium, high) People skill level (basic, informed, expert) Process rigour (ad hoc, defined, mandatory) Quality of delivery (low, medium, high) Technology automation (none, semi, full)

Technology lifecycle (legacy, mid-life, new) Current Desired Some metrics for services Service attribute Compliance regime (none, mandated, legislated) Consumer (internal, supplier, customer) Costs variable (per service instance) Frequency of demand (low, medium, high) Latency advanced notice required (low, medium, high) Openness to change (low, medium, high) Rate of errors (low, medium, high) Variability of performance (low, medium, high) Volumes (low, medium, high) Current

Desired MODELS, MAPS & METRICS Scope Buy-in Models Principles Maps Structure Metrics Decision making Depth

Metaphors Summary Metaphors, models, maps and metrics: Each have a role in explaining complex business and IT situations Complement each other strongly Use the right approach in the right role Adding metrics is easier and more powerful - than you might think Capability maps rock Add depth of understanding Close match to real business dynamics Strong foundation for effective and durable SOA strategies Thank you Mike Lloyd [email protected]

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