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Mike Lloyd

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

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  1. Maps, models and metrics Mike Lloyd maximum value for minimal effort

  2. Scope Depth Metaphors Models Maps Metrics

  3. METAPHORS

  4. 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

  5. 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

  6. MODELS

  7. Abstractions • Principles and patterns The value of models capability control output capability capability input capability {people}{processes} {platforms} capability support capability

  8. MAPS

  9. 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

  10. 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

  11. Two paradoxes • Clarity through distortion • Richness through simplicity

  12. Tube map Frank Pick and Harry Beck Clarity through distortion

  13. Ordnance survey Richness through simplicity Line Text Point Area

  14. BPMN Richness through simplicity Event Event Activity Gateway Sequence flow Message flow Association

  15. BUSINESS MAPS

  16. Assessing the value of business maps Boundaries Activities Relationships Depth Flex Index

  17. Line management • Budget allocation Organisation charts  Boundaries  Activities Relationships  Depth Flex Index

  18. Workflow • Process improvement  Process diagrams Boundaries  Activities Relationships  ½ Depth Flex Index

  19. Platforms • Interfaces IT infrastructure diagrams  Boundaries ½ Activities Relationships  Depth Flex Index

  20. What businesses do (not how) • Align people, processes and platforms Business capability map  Boundaries £ 6∑ IT  Activities  Relationships  Depth Flex Index

  21. METRICS

  22. 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 …

  23. Adding metrics to maps Business capability map

  24. 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

  25. Some metrics for capabilities

  26. Some metrics for services

  27. Models, maps & metrics

  28. Depth Scope • Buy-in Metaphors • Principles Models • Structure Maps • Decision making Metrics

  29. 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

  30. Mike Lloyd mike.lloyd@carbonflame.co.uk

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