Welcome

1. Welcome MODEL, ANALYSE, MONITOR & MANAGE - BUT HOW DO WE DO IT?

2. Model Driven Enterprise • What do we mean my MDE? • Why does anyone need one? • How do we create one? • What are the benefits?

3. What do we mean by Model Driven Enterprise?

4. A MODEL Driven Enterprise • A model driven enterprise is one where the corporate body has been modelled holistically and the model reflects what they do and how they do it with what resources • Model driven enterprises collect data about their model to allow analysis & continual improvement • The models are up to date and accurate • The models are wider than the IT systems. • Models assist management • Ethos is run the model

5. Frameworks you have heard about

6. Why do we need a Model Driven Enterprise?

7. An MDE approach will • Empower management • Increase shareholder value • Reduce risk • Increase capital returns • Optimise operational performance • Increase agility in the business • Assist with decision making And keep doing it ..

8. Empower Management Responsibility Discipline MDE Information Technology Human Resource Marketing & Sales Strategic Operations Financial Planning Organising Leading Coordinating Controlling Method Tools Data Skills

9. A Management System • A management system is the framework of processes and procedures used to ensure that an organisation can fulfill all tasks required to achieve its objectives. So secondly we should look at company objectives

10. Company Objectives • They change with the market • They change over time • They may be geographic • They come from strategy management MDE S M O F HR IT P But can company objectives be modelled ? Is there a benefit to the model ? O L C C

11. Objective Modelling Financial • Objectives can be modelled by modelling the strategy , in particular „To succeed financially, how should we appear to our shareholders? Customer BalancedScorecard Business Processes „To achieve our vision, how should we appear to our customers?“ „To satisfy our shareholders and customers, what business processes must we excel at?“ Learning & Growth „To achieve our vision, how will we sustain our ability to change and improve?“

12. What after objective modelling? • Now we have the objectives then these need to be managed by the other management disciplines Marketing Operations Financial Human Resource Information Technology MDE S M O F HR IT P O L C C

13. Marketing Management • Marketing Management is about the P’s • Product • Pricing • Promotion • Placement {distribution} • People • Processes • Physical evidence {service related} MDE S M O F HR IT P • Participation • Personalization • P2P • Predictive modelling O L C Can it be Modelled ? Absolutely

14. Market Models • Marketing mix models • Customer journey • Cross sell • Direct marketing models • Product modelling

15. Operations • Operations management is an area of business that is concerned with the production of goods and services, and involves the responsibility of ensuring that business operations are efficient and effective. It is the management of resources, the distribution of goods and services to customers, and the analysis of queue systems. Can operations be modelled ?

16. Operational Models • Service models • Product Models • Process models • Supply chains etc • Operational Risk • Capacity planning • Quality modelling • SPC, Six Sigma MDE S M O F HR IT P O L C

17. Financial Management This area better described as corporate finance is dealing with the financial decisions made in order to maximise the corporate value while reducing the risks on capital deployed. Can this be modelled ?

18. Financial Models • Capital investment models • Working capital models • Financial risk models • Shareholder value • Economic value add • Project Finance • CBA, ROI • etc MDE S M O F HR IT P O L C

19. Human Resource Management • Human resources like all management functions need to meet corporate objectives • Skills • Competency • Knowledge • Capacity of delivery MDE S M O F HR IT P O L C

20. Knowledge can be modelled • Knowledge Conversion is the goal • Tacit knowledge to Explicit • Knowledge needs to be • Created • Captured • Shared • Qualified & Used • Refreshed • Processes are just one example of tacit to explicit conversion and the benefits resulting from it.

21. Information Technology • Modelling is now endemic in IT • Data models • Process Models • Business Rules Models • User Interface Models • Mapping and translation models • Enterprise architecture models • IT will be model driven. MDE S M O F HR IT P O L C

22. The IT driven model problem

23. How do we get to a Model Driven Enterprise?

24. How do we get there? • We already have a wealth of models in every business, Financial, HR, Marketing, Operational and IT • The problem is • they are not coherent • they are not consistent • they are often not cross related • the quality is often pretty poor

25. To get there we will need • A flexible framework • A long term approach • A set of methods • A set of standards • A repository and suite of tools on top of it And most of all • A business benefit or ROI for the effort Let's look at these now

26. A Flexible model framework MDE S M O F HR IT P O L C C

27. A Long term approach • Rome wasn’t built in a day • when they had problems and managerial disagreements they at least had the lions and a dictatorship. • But we need to ensure that there is a business benefit all along the adoption path

28. A set of methods • PDCA Plan Do Check ActionPDSA Plan Do Study Action • DMAIC Define Measure Analyse Improve Control • Lean or lean sigma • ABCM Activity based cost management • etc Truth is sought for its own sake. And those who are engaged upon the quest for anything for its own sake are not interested in other things. Finding the truth is difficult, and the road to it is rough

29. A set of Standards • Standards for each method and model component created to ensure it provides the required quality to allow re-use by different projects and disciplines. • Standards may vary over time • Modelling by intent • Lowest common denominator

30. A repository model built from methods A subset of interdependent models Project Office Models Service Models Process Flow Models Knowledge Management Operational Risk Model Workflow Models SOA Models Business Rules Model Organization Models Data Models Process Models Activity based costing Models Product Model Application Models Simulation Models Skill & competency Models User Interface Models Market Model Quality Model Interface Models Strategic Model

31. Most of all an ROI • When we model we need to give something back • All we have to give back are • Knowledge encapsulation • Knowledge is a taxonomy and at various depths • Model analysis • Potential improvements • That’s not enough.. So how do we think that might work.

32. Enterprise Improvement • Monitoring a business allows for data collection to back up improvement change options • Corporate Models can provide: • data Collection definition • data Collection Analysis • control Charts & Risk escalation • heat maps for visual analysis Deploying a change can be time consuming. Corporate models hold meta data and applications will Run the model Corporate Models can provide an application frameworks based on business processes , business rules and data models • Modelling a business requires several methods and tools in order to get a holistic view, this may be over several projects • Corporate models provide: • methodology implementation • project office • project tracking • generic model tools • specific model tools Analysis of the data sets collected for monitoring can be a time consuming and complex issue Corporate models provide the place to store the analytic requirements and the data for a variety of analysis approaches including Six Sigma, Lean, ABC,, Regressions etc The plan phase of improvement may involve analytics, systems design, build and testing of new improved solutions Corporate models provides tools for analysis, requirements , testing, risk management as well as software development lifecycle processes.

33. How can you monitor? • How can we monitor or analyse areas we don’t implement or complex processes across many technical environments

34. KRI KRI KPI KPI KPI 10 10 10 10 10 9 9 9 9 9 8 8 8 8 8 7 7 7 7 7 6 6 6 6 6 5 5 5 5 5 4 4 4 4 4 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1 Monitoring Systems Real time cost quality and throughput Information Gateway Operational Systems G R I D Monitor DB Model Repository Monitor DB Model Repository Model Store Monitor DB

35. Case Tracking Messages Case Data, Depart Time, Step ID Case Data, Completed Time, Step ID Case Data, Picked Time, Step ID Gateway Case Data, Arrival Time, Step ID Case Data, Depart Time, Step ID Sub Process Activity Start Case Data Start Time, Step ID

36. What Are the benefits?

37. Benefits • Engaging business in modelling provides • A coherent and consistent model for improvement • All areas working in a similar fashion • Improved management and decision basis • Decision Engineering principles • A good communications medium • Less chance of ambiguity or misunderstanding • Allows for rational change projects • Change can be simulated before and monitored after • Allows cross discipline understanding and sharing

38. Conclusion • We live in a model driven world • The models are disjoint and some are poor • Models can help management achieve • When created and analysed properly • Models can help management decide • With decision engineering tools • Models will be joined up in the future. • When are you going to start?

39. ? Do You Have Any Questions? ? ?