31
Mike Lloyd
Maps, models and metricsmaximum value for minimal effort
Scope
Dept
h
Metaphors
Models
Maps
Metrics
METAPHORS
The value of metaphors • Obtain stakeholder buy-in• Express high level objectives
EP
DMB
Data
Entities
Actions
Processes
Web Services
Customer
Agency Money
Contract
Investments
The value of metaphors
Delivery planner
Information model
Clear, defined content
Why?What?How?
What if?
Decision style
Learning style
‘Sales process’
Hope is nota strategy
Sense of urgency
Stakeholders
Changes & objectives
Benefits
Graphical Design
Principles
TufteCheck
Frameworks: • Histo-
chronological • Geographical• Logical-analytical• Explain the
function• Compare &
contrast• Conflict• Metaphor
Stickiness factorsWordsmith
Clarity. Simplicity.Object-action.
Story
Existingcontent1 2
3
4 5
67
8
9
MODELS
The value of models • Abstractions• Principles and patterns
capabilitycapability
input
capability
control
capability
support
capability
capability
output
{people}{processes}{platforms}
MAPS
Adv
iser
ser
vice
sP
rovi
der s
ervi
ces
Backoffice
systems
Agency Management
Client Management
Contract Engine
New business
New Business
SubmitPipeline Tracking
New Business Pipeline Tracking
Contract IssueRevised Quotes
Accept Revised Terms
Rules
Product Rules
Quotation Service
POS U/Writing
TelephoneU/Writing
U/Writing DecisionFurther U/WEvidence
Underwriting
The value of maps • Structures• Relationships
Why are models and maps important?
They provide great benefits...– Reduce enormity to manageable levels
– Boost the signal, fade out the noise
– Provide insight
– Create a snapshot
– Provide shareable knowledge
… and create great problems Create distortion
Encourage inaccuracy & omission
Create false impressions
Become obsolete
Impose dogma
Two paradoxes
• Clarity through distortion
• Richness through simplicity
Clarity through distortion Tube mapFrank Pick and Harry Beck
Richness through simplicity
Line
Text
Point
Area
Ordnance survey
Richness through simplicity
Event
Activity
Gateway
Sequence flowMessage flowAssociation
Event
BPMN
BUSINESS MAPS
Depth
Relationships
Activities
Boundaries
Flex Index
Assessing the value of business maps
Depth
Relationships
Activities
Boundaries
Flex Index
• Line management• Budget allocation
Organisation charts
Depth
Relationships
Activities
Boundaries
Flex Index
• Workflow• Process improvement
½
Process diagrams
IT infrastructure diagrams
Depth
Relationships
Activities
Boundaries
Flex Index
• Platforms• Interfaces
½
Depth
Relationships
Activities
Boundaries
Flex IndexIT6∑£
Business capability map • What businesses do (not how)• Align people, processes and platforms
METRICS
Adding metrics to maps How hard can it be?
Our metrics are old and wrong.
Can’t possibly find the numbers we need.
Isn’t Finance in charge of numbers?
Not more useless statistics!
We’ve done all right without
them so far …
Adding metrics to maps Business capability map
Adding metrics to maps
1.1.1 Plan new product/service
1.1.2 Design and develop product/service
1.1.3 Refine existing product/service
1.1.4 Product/service catalogue
2.1.1 Channel management 2.2.1 Manage marketing
2.3.1 Manage orders 2.3.4 Manage product & pricing
2.3.2 Manage sales 2.3.5 Manage contracts
2.3.3 Fulfil sales 2.3.6 Qualify sales prospects
Business capability map
Business value
• 1 = Low
• 3 = Average
• 5 = High
Quality of performance
• 1 = Low
• 3 = Average
• 5 = High
Some metrics for capabilities
Capability attribute Current Desired
Business importance - (non-core, valued, core)
Connectedness – (low, medium, high)
Costs – fixed (per year)
Openness to change – (low, medium, high)
People – skill level (basic, informed, expert)
Process – rigour (ad hoc, defined, mandatory)
Quality of delivery – (low, medium, high)
Technology – automation (none, semi, full)
Technology – lifecycle (legacy, mid-life, new)
Some metrics for services
Service attribute Current Desired
Compliance regime – (none, mandated, legislated)
Consumer – (internal, supplier, customer)
Costs – variable (per service instance)
Frequency of demand – (low, medium, high)
Latency – advanced notice required (low, medium, high)
Openness to change (low, medium, high)
Rate of errors – (low, medium, high)
Variability of performance – (low, medium, high)
Volumes – (low, medium, high)
MODELS, MAPS & METRICS
• Decision making
• Structure
• Principles
• Buy-in
Scope
Dept
h
Metaphors
Models
Maps
Metrics
• Metaphors, models, maps and metrics:
• Each have a role in explaining complex business and IT situations
• Complement each other strongly
• Use the right approach in the right role
• Adding metrics is easier – and more powerful - than you might think
• Capability maps rock
• Add depth of understanding
• Close match to real business dynamics
• Strong foundation for effective and durable SOA strategies
Summary
