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.
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
Simple model used to assess the likely outcome of Revenue and Profit due to variability of purchase price, price impact on Units Sold, and Units Sold impact on Unit Cost.
Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics. See simpler models at IM-2990 and IM-2991
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?
Causal loop diagram based on Jack Homer's Worker burnout: a dynamic model with implications for prevention and control See IM-333 for simulation model and IM-641 for Rich Picture CLD
The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.
Purpose Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
Enter volumes based on transactions from all your applications based on the business process layer. Actual transaction volumes recorded for your expense or revenue stream. Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer. Enter the number of transactions in the engineering variable. The engineering group has no authority to create either a supplier or customer. All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.
Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.
Now lets do the same for every update to a party management record. All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer. Digital records are in need of key control designs. These are monitored and reported to the SEC.
BUSINESS ARCHITECTURE
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.
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.
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.
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.
