This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.
Clone of Business Analysis Performance - Core Variables
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.
© International Institute of Business Analysis
Clone of BAPerformance Systems-Model - Change Requests - no folder
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.
© International Institute of Business Analysis
Clone of Business Analysis Performance Systems Model - Change Requests Causal Loop
The Problem:
What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?
Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
The need to spend time doing chargeable work, in balance and/or conflict with the need to spend time doing marketing to ensure a continuing workload into the future.
The debate to spend time on chargeable billings vs. marketing
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
To Be Business and Technology Architecture
A simple model for market sizing and sigmoidal growth over time
TAM, SAM, SOM
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
The Problem:
What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?
Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
Café Coffee Simulation Deliverable 3
Bottom-Up Sales Forecasting for Startups
The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.
This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.
Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition
Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead
Clone of Clone of Bottom-up Sales Forecasting
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
PurposeEnables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
BUSINESS ARCHITECTURE 5 Capability ModelThe 5 capability model has many stock and flow children which each organization will need to model based on their current state.
- Aligns to APQC Process Framework
- Aligns to Principles in ISO 9001, 26000 and 27001
ENTERPRISE ARCHITECTURE Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.
A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics.
SemanticGetting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
WIP Summary of Davies 2017 article from special Theory Culture and Society issue on Elites and Power after Financialization
Elite Power under Advanced Neoliberalism
The Problem:
What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?
Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
Simple Bass diffusion modified from Sterman Business Dynamics Ch9. Compare with the SI infectious disease model Insight 584, to which we added churn and duplicated it to model a 2 sided marketplace..
In this 2-sided market model -- take etsy for example -- the adoption rate of end users is also a factor of how many vendors the company has on-boarded. You can control the impact on end user adoption via the Choice Impact Factor.
Conversely, the rate at which vendors will be on-boarded is a factor of the perceived opportunity they have to sell their wares. You can control the rate at which suppliers are on-boarded via the Opportunity Impact Factor.
Copyright 2016 Whatifics Pte Ltd
Clone of 2 Sided Marketplace with Churn
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
Build-Measure-Learn Feedback Loop
Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.
Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.
Clone of To Be Business and Technology Architecture
- Esta información explora las variables que se deben tener en cuenta para implementar una nueva linea de ventas.
Implementación de una nueva linea de negocio
