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?
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.
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?
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.
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?
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?
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.
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.
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?
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.
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.
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
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.
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.
