VDML by OMG - Building Business Capability
Transcription
VDML by OMG - Building Business Capability
The Value Management Platform 1 VDML by OMG Providing a Clear View of Business Value Delivery Case Study Presentation Henk de Man Wytse van der Meulen VDMbee: What do we do 2 • …… Animation … • … explain Bee & Beehive metaphor … ?? (get some from Google, about community aspect of bees, pollination, etc.; also what “bee” means as acronym) Value Delivery Management: Steering the Business 3 PHASE 3 Plan In Control Value Alignment Alternative 2 + 20 % Steering on Values 4 Better businesses innovate and transform continuously to create and secure Value. Values are the matters of interest or importance to the stakeholders of the business. Management of an innovation or transformation initiative requires a Plan as the vehicle to define and execute strategies. Plan Values are defined as basis for management and measurement of success of plan outcomes. Plan Values are the basis of defining Plan objectives. Value Objectives are achieved in a Phase-based manner 5 Phases are the steps that are defined towards achieving the goal. Value objectives can be defined and managed per Phase. Per Phase, one or more Alternatives can be defined. Alternatives are possible scenarios that are explored with respect to their achievement of Value objectives of a Phase. Demonstrate based on VDMbee Value Management Platform 6 Plans 7 Plan Phase Alternatives supported by Business Models 8 Analysis and implementation of Alternatives is supported by the definition, exploration and simulation of Business Models. A Business Model defines how a Business, in a particular productmarket combination, creates and delivers Value for the stakeholders involved A product-market combination is typically defined as the combination of a Value Proposition provided to a Customer (or Market Segment). Business Model Framework (Cube) 9 Customers 6 dimensions Cube as graphical 3D metaphor ! Value Propositions Values Relations Partners Activities Competencies Based on Business Model Cube framework Peter Lindgren (Univ. of Aarhus, DK) As variation to Business Model Canvas (and other frameworks) 10 • Focus on “Multi Business Model” innovation ! ! ! Businesses have multiple Business Models (BMs) Relationships, intra- and inter-BM →"BM#ecosystems BM aren’t silos → re-use of elements across BMs • Uniform concept of Value • More primitive 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 Business and its Business Models 11 A Business (Enterprise) typically has multiple Business Models Plan Models and Progress 12 Alternative Business Model Value Progress Plan Models and Progress (multiple BMs) 13 Ecosystem of BMs Plan Values 14 Plan Values Business Model Cube and Progress 15 Business Model BM Values From BM Cube to structured Business Model 16 Value Delivery Modeling Language (VDML): • Give “hands and feet” to BM Cube Concepts • Define relationships between BM elements, to express how businesses operate and create and deliver Value New: VDML 1.0 (Flyer) 17 VDML Concepts in a nutshell 18 Abstraction from the actual Meta-model SMM for measurement 19 VDML integrated with another OMG spec: Structured Metrics Metamodel (SMM) 1.1, for Value measurement Business Model of the Business 20 “My Proposition” Customers Values Relations Value Propositions Competencies Partners Activities Business Business Model Cube: Relations 21 Customers Values Value Propositions Participant Networks (Business Networks) → foundation of BMs & Relations. Participant Networks Activities Partners Competencies Participants 22 Participant Networks Participants (Enterprises, Market Segments, Individuals) Partners Roles Business Customers BM & Participant Networks 23 A Business Model is based on one or more Participant Networks. Participant Networks may be shared between BMs. Use Case: Ryanair’s Cheap Flights Business Model 24 BM definition 25 To definition of BM Defining the BM in each dimension 26 BM data per each dimension • Business, Customers and Partners combined • “My Propositions” separate from Value Propositions Structured models as foundation 27 Strategic Plan Context transformation & linkage BPM Impact monitoring Enterprise Computing “Storytelling”: Enter Value Propositions 28 Guided approach, by answering questions →"basis"for" genera-on"of"instances"of"rela-onships"in"the"Meta4model “Storytelling”: Enter Activities 29 Question frame for Activities implies Value Stream “Storytelling”: Enter Competencies 30 Resources Capabilities Back to “steering”: Value impact 31 Values influence each other. They can be aggregated in various directions: • within and across BMs • From BMs to Plan and vice versa This enables impact analysis and what-if calculations of BMs, ecosystems of BMs and the Plans that they support. Explore Alternatives 32 Alternatives Value Base Low fares Fares € 45 € 25 Fuel usage 4.08 ltr / km 2.85 ltr / km Fuel price 1.50 € / ltr 0.90 € / ltr Pilot rate 650 € / flight 500 € / flight Profit € 62.84 Mil € 63.67 Mil Changing details →"instantaneous"impact 33 Value details 34 Evolution over time, from Phase to Phase 35 Phases Value Introduction (Year 1) Growth (Year 2) Independence (Year 3) Fares € 45 € 40 € 35 Fuel usage 4.08 ltr / km 3.40 ltr / km 3.10 ltr / km Fuel price 1.50 € / ltr 1.30 € / ltr 1.15 € / ltr Add-On ratio 25 % 30 % 35 % Add-On amount € 15 € 30 € 35 Buy-in-Flight ratio 30 % 35 % 40 % In-Flight deal amount € 7.40 € 15.00 € 20.00 Market Share 3% 8% 13 % Market Size 623 Mln tickets 650 Mln tickets 680 Mln tickets Evolution over time, from Phase to Phase 36 Phases Value Introduction (Year 1) Growth (Year 2) -52.09 Mln € Independence (Year 3) Profit 63.34 Mln € End Capital 163.44 Mln € 160.85 Mln € 228.15 Mln € New Capital 100 Mln € 50 Mln € 67.3 Mln € 0 Mln € Plan drives Model Life Cycle Management 37 Different Alternatives set different Scenarios *) in shared Package, setting its specific context for Measurements and Competency use An Alternative autosets local version when structural changes are applied Under the hood … Model data organized by Packages *) New version *) VDML Concepts Package So, what can you do with it .. 38 • Make Strategy concrete, based on • “Molding” business, to best support Strategy, whereby • Value Objectives are achieved in a Phase-based manner, whereby • Alternatives can be explored, and whereby • Impact per Phase and Alternative is calculated / simulated instantaneously, to • Support effective decision making, whereby such • Business “molding” is not a technical job, as • Business Users do this in a guided way, following a • “Story-telling” approach And furthermore .. 39 • This is enabled by on-line generation of structured models (VDML & SMM) from Business User-entered data (and vice versa) • This is a foundation on which more can be built, such as: ! Calculation / simulation based on as-monitored data: “Sensing BM” ! Teamwork with integration and coordination of distributed contributions ! Role-based training, facilitating alignment and compliance ! Analysis and presentation of differences between As-Is and To-Be in detail ! More detailed views for Architects and Engineers, based on the same model ! Transformation of model data into executable models The Value Management Platform 40 Questions / Discussion Contact: [email protected] [email protected] Demonstration @ VDMbee table in Exhibit Hall