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.
Impact of variable price on revenue & profit
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation
Café Coffee Simulation Deliverable 3
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?
OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
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
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
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
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
The Problem:
What is the true cost of escalation?
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 Clone of AGILE 2017: True Cost of Escalation
Harvested fishery with endogenous investment. Ch 9 p340-345 John Morecroft (2007) Strategic Modelling and Business Dynamics
Harvested Fishery with Endogenous Investment
Whether you are a
start-up business or a business that has been standing for quite a while, your
reputation as a business is critical for the functioning of it. Not just your
reputation but the image of your business or brand is also very important; the
people or the customers must be able to visualize your business when they think
of it and it is your duty as the owner to build this image, a positive and
radiant image that will stand out from the rest and remain in their minds long
after their encounter with it. So the big question is, how can one go about
doing this? At first it may sound daunting and seem like such a big feat, I
mean think about it, the responsibility of building a powerful image in the
minds of many different types of people sounds scary. But really, if you look
at it more prospectively you will learn that this is not quite true and is also
easier than it sounds. The key is to pay attention to little things rather than
only the bigger picture.
By following some of these the problem can be resolved. And there will be growth in the business development.
Decision making model
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
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Clone of Strategy implementation
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
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
Organizational System Performance Model
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 Bottom-up Sales Forecasting
Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics
Clone of Fishery Dynamics with Ship Deployment POlicy
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
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 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.
http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)
A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467
Clone of Simple Retail Sector
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 Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
ABM approach to Bass Model of diffusion with a detractor state.
Still a work in progress.
ABM Bass Diffusion with Detractors
ABM approach to Bass Model of diffusion with a detractor state.
Still a work in progress.
Clone of ABM Bass Diffusion with Detractors
