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

Scope Depth Metaphors Models Maps Metrics

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

The value of metaphors Delivery planner Information model Clear, defined content Why? What? How? What if? Why? What? How? What if? Decision style Learning style ‘Sales process’ Hope is not a strategy ‘Sales process’ Hope is not a strategy Sense of urgency Stakeholders Changes & objectives Benefits Graphical Design Principles Frameworks: Histo-chronological Geographical Logical-analytical Explain the function Compare & contrast Conflict Metaphor Stickiness factors Wordsmith Clarity. Simplicity. Object-action. Story Existing content

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

Adviser services Provider services Back office systems Agency Management Client Management Contract Engine Contract Engine New business New Business Submit Pipeline Tracking New Business Pipeline Tracking Contract Issue Revised Quotes Accept Revised Terms Rules Product Rules Product Rules Quotation Service Quotation Service POS U/Writing Telephone U/Writing Telephone U/Writing U/Writing Decision Further U/W Evidence Further U/W Evidence Underwriting The value of maps Structures Relationships

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 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 Event BPMN

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

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

Depth Relationships Activities Boundaries Flex Index Workflow Process improvement  ½  Process diagrams

IT infrastructure diagrams Depth Relationships Activities Boundaries Flex Index Platforms Interfaces ½ 

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

Adding metrics to maps How hard can it be? We’ve done all right without them so far …

Adding metrics to maps Business capability map

Adding metrics to maps Plan new product/service Design and develop product/service Refine existing product/service Product/service catalogue Channel management2.2.1 Manage marketing Manage orders2.3.4 Manage product & pricing Manage sales Manage contracts Fulfil sales2.3.6 Qualify sales prospects Business capability map Business value 1 = Low 3 = Average 5 = High Quality of performance 1 = Low 3 = Average 5 = High

Some metrics for capabilities Capability attributeCurrentDesired 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)

Some metrics for services Service attributeCurrentDesired 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)

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

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 Summary

Thank you Mike Lloyd