Business | Insight Maker

Rich picture version of Causal loop diagram based on Jack Homer's paper Worker burnout: a dynamic model with implications for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model and IM-2178 for a related Causal Loop Diagram of Project Turnover

Clone of Burnout Dynamics CLD rich pic

bastienEichenberger

Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.

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.

Clone of Clone of To Be Business and Technology Architecture (Lumen Technologies)

Rodney J

Process of petrol from a petrol pump being used to fuel vehicles

Clone of Petrol Station Story/Simulation Week 10

Austin Fiddling

Clone of Grocery Store System - Stock & Flow Diagram/SD Model

Quinn Maher

ABM approach to Bass Model of diffusion with a detractor state.

Still a work in progress.

Clone of ABM Bass Diffusion with Detractors

FJR

EEIS Health App

Mona

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

Kishau Rogers

19

Original (more DYNAMO-like) version is here: http://insightmaker.com/insight/14464

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.)

Simple Retail Sector (tweaked)

Ash Moran

3

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

luc taesch

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

Pablo

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

steveperry

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.

Business Analysis Performance Systems Model

Julian Sammy

Process of petrol from a petrol pump being used to fuel vehicles

Petrol Station Story/Simulation

Austin Fiddling

6

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

Nilo Guimaraes

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

Nilo Guimaraes

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 AGILE 2017: True Cost of Escalation

Nilo Guimaraes

Clone of Inventory model with delays

chikwa mwanza

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.

Business Analysis Performance Systems Model - Change Requests

Julian Sammy

3