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Maps, models and metrics. Mike Lloyd. maximum value for minimal effort. Scope. Depth. Metaphors. Models. Maps. Metrics. METAPHORS. Customer. Web Services. Processes. Actions. Entities. EP. DMB. Data. Obtain stakeholder buy-in Express high level objectives.

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mike lloyd

Maps, models and metrics

Mike Lloyd

maximum value for minimal effort

slide3

Scope

Depth

Metaphors

Models

Maps

Metrics

the value of metaphors

Customer

Web Services

Processes

Actions

Entities

EP

DMB

Data

  • Obtain stakeholder buy-in
  • Express high level objectives
The value of metaphors

Agency

Money

Investments

Contract

the value of metaphors1

Benefits

Changes & objectives

Stakeholders

Information model

Sense of urgency

The value of metaphors

Existing

content

Clear, defined content

Learning style

Decision style

Story

  • Frameworks:
  • Histo-chronological
  • Geographical
  • Logical-analytical
  • Explain the function
  • Compare & contrast
  • Conflict
  • Metaphor
  • Stickiness factors

Why?

What?

How?

What if?

Mixing pot

Graphical

Design

Principles

Wordsmith

Clarity. Simplicity.

Object-action.

Layout & Structure

‘Sales process’

Hope is not

a strategy

Delivery planner

the value of models

Abstractions

  • Principles and patterns
The value of models

capability

control

output

capability

capability

input

capability

{people}{processes}

{platforms}

capability

support

capability

the value of maps

Structures

  • Relationships
The value of maps

Rules

Underwriting

New business

Quotation

Service

Adviser services

POS U/Writing

New Business

Pipeline Tracking

Submit

Provider services

Product

Rules

Telephone

U/Writing

Accept Revised Terms

Pipeline Tracking

New Business

Further U/W

Evidence

U/Writing Decision

Revised Quotes

Contract Issue

Back

office

systems

Agency Management

Client Management

Contract

Engine

why are models and maps important
Why are models and maps important?

They provide great benefits...

  • Reduce enormity to manageable levels
  • Boost the signal, fade out the noise
  • Provide insight
  • Create a snapshot
  • Provide shareable knowledge
  • … and create great problems
    • Create distortion
    • Encourage inaccuracy & omission
    • Create false impressions
    • Become obsolete
    • Impose dogma
two paradoxes
Two paradoxes
  • Clarity through distortion
  • Richness through simplicity
clarity through distortion

Tube map

Frank Pick and Harry Beck

Clarity through distortion
richness through simplicity1

BPMN

Richness through simplicity

Event

Event

Activity

Gateway

Sequence flow

Message flow

Association

assessing the value of business maps
Assessing the value of business maps

Boundaries

Activities

Relationships

Depth

Flex Index

organisation charts

Line management

  • Budget allocation
Organisation charts

Boundaries

Activities

Relationships

Depth

Flex Index

process diagrams

Workflow

  • Process improvement

Process diagrams

Boundaries

Activities

Relationships

½

Depth

Flex Index

it infrastructure diagrams

Platforms

  • Interfaces
IT infrastructure diagrams

Boundaries

½

Activities

Relationships

Depth

Flex Index

business capability map

What businesses do (not how)

  • Align people, processes and platforms
Business capability map

Boundaries

£

6∑

IT

Activities

Relationships

Depth

Flex Index

adding metrics to maps
Adding metrics to maps

How hard can it be?

Isn’t Finance in charge of numbers?

Not more useless statistics!

Can’t possibly find the numbers we need.

Our metrics are old and wrong.

We’ve done all right without them so far …

adding metrics to maps1
Adding metrics to maps

Business capability map

adding metrics to maps2
Adding metrics to maps

Business capability map

Business value

  • 1 = Low
  • 3 = Average
  • 5 = High

Quality of performance

  • 1 = Low
  • 3 = Average
  • 5 = High

1.1.1 Plan new product/service

2.1.1 Channel management

2.2.1 Manage marketing

1.1.2 Design and develop product/service

2.3.1 Manage orders

2.3.4 Manage product & pricing

1.1.3 Refine existing product/service

2.3.5 Manage contracts

2.3.2 Manage sales

2.3.3 Fulfil sales

2.3.6 Qualify sales prospects

1.1.4 Product/service catalogue

slide29

Depth

Scope

  • Buy-in

Metaphors

  • Principles

Models

  • Structure

Maps

  • Decision making

Metrics

summary
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
slide31

Mike Lloyd

mike.lloyd@carbonflame.co.uk