tag:blogger.com,1999:blog-3079001885753040021.post6319658815572657522..comments2023-10-28T00:59:45.611-07:00Comments on Building the Agile Enterprise: VDML Support for Balanced Scorecards and Strategy MapsFred A. Cumminshttp://www.blogger.com/profile/02564585255313478296noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-3079001885753040021.post-1309187678705737712018-04-17T08:57:20.480-07:002018-04-17T08:57:20.480-07:00This is a decent post. This post give really quali...This is a decent post. This post give really quality data. I'm certainly planning to investigate it. Truly exceptionally valuable tips receive here. much obliged for your requirements to this kind of extent. Keep up the acts of kindness.<a href="http://9ttech.com/?page_id=907" rel="nofollow">knowledge management solutions</a><br />Anonymoushttps://www.blogger.com/profile/05704159231627046186noreply@blogger.comtag:blogger.com,1999:blog-3079001885753040021.post-57561149708352992672018-04-11T06:43:03.556-07:002018-04-11T06:43:03.556-07:00I want to express some thanks to this writer just ...I want to express some thanks to this writer just for rescuing me from such a trouble. After exploring throughout the the net and finding proposals that were not pleasant, I assumed my life was over. Living without the approaches to the issues you have sorted out through your short post is a serious case, as well as the ones that would have badly damaged my entire career if I hadn't come across your blog. Your main understanding and kindness in taking care of all things was useful. I am not sure what I would've done if I had not discovered such a point like this. It's possible to at this point look forward to my future. Thanks very much for the skilled and result oriented guide. I won't think twice to refer your web page to anybody who needs and wants direction on this problem. <a href="http://9ttech.com/?page_id=1113" rel="nofollow">Scorecard</a><br />HowardGracehttps://www.blogger.com/profile/00027626417942000360noreply@blogger.comtag:blogger.com,1999:blog-3079001885753040021.post-7093060154685407642014-01-09T12:08:41.301-08:002014-01-09T12:08:41.301-08:00Shiva, You raise many good questions. I think th...Shiva, You raise many good questions. I think that first, we need to consider that modeling a business from a VDML business perspective is a paradigm shift for business people and for IT people. Some people doing BPM are functioning at this level, but many are focused on defining details for automation. VDML, while more abstract, goes well beyond aspects of the business addressed in business process models.<br /><br />So I think we need to consider what skills, knowledge and authority should be involved in business modeling with VDML. As you suggest, this will also be influenced by the size of the enterprise and its ability to invest in this staff work. In addition, this will likely be influenced both by the industry of the enterprise and the type of problem being addressed.<br /><br />This is probably a good topic for another blog post or a series. But I will try to give you a short answer. <br /><br />I think we need a modeling expert role that knows how to use VDML and has enough business knowledge to be able to understand what is needed and represent it in VDML. Then we need what will probably be called a business architect who understands the particular business and the problems to be addressed. We will also need a person, probably from IT, who can capture the operational data to be entered into the model for performance/value measurements. There may also be a person that analyzes and captures the current state of the business. These efforts will need to be driven by top management for funding, access to information, and organizational response to modeling insights and business design. Again, depending on the nature and scope of the problem, one or more persons may be required in each of these roles . <br /><br />The business architect and VDML expert should not be ad hoc assignments. Experience will be important, so if the problem is a one-time effort, or they cannot be employed full time (e.g., small company), then they should be consultants, otherwise, they should be employees with permanent assignments. They should not be in IT, but may have that experience, particularly since IT is now where much of the needed analytical skills are likely to be found. After initial models have been developed and people in the enterprise accept the discipline and understand the models, there may be less need full-time specialists. <br /><br />I expect that the skill requirements and roles will be refined and specialized as more and more people become involved in VDML business modeling. Most likely there will be professional organizations where they refine their disciplines and develop shared libraries.<br />Fred A. Cumminshttps://www.blogger.com/profile/02564585255313478296noreply@blogger.comtag:blogger.com,1999:blog-3079001885753040021.post-39314822896106171202014-01-07T21:51:31.280-08:002014-01-07T21:51:31.280-08:00Fred,
I have learnt a lot from the thoughts prese...Fred,<br /><br />I have learnt a lot from the thoughts presented in your series of posts related to VDML and how it could be a better way to align strategy with execution and desired business results for organizational transformation. The scope of your ideas is all-encompassing for an Enterprise. Because it covers so much ground, in my opinion, it might be a bit unnerving for anyone to wrap their heads around the concept of so many ideas, strategies, their corresponding model representations, storage and their dependencies.<br /><br />I would like to get a clearer idea of whom this framework is aimed at in the Organization structure and for what types of organizations. Granted, all kinds of organizations desirous of better results in existing markets and / or innovating for new markets would be served better by applying these concepts. But who is the “practitioner” who would use VDML and associated tools for the transformation? Would it be the Business team of Planners and Analysts, the IT team of Architects / Designers or a combination of skills assembled from both the domains led by a very senior Executive (or Executive team) / Enterprise Architect / Business Designer? What kind of prior “business modeling” skills do you assume that such people should have to be able to quickly learn and use VDML tools? Maybe, Business Model Canvas, ArchiMate etc? Should they have already designed multiple business models, business motivation models, Architecture blueprints, balanced scorecards, Value stream maps, business process models etc, before they can use VDML properly? How would VDML tools complement and go beyond these existing products? <br /><br />In light of my queries above, I do not see how small and medium-sized businesses would be able to apply these concepts successfully, without incurring too much cost of consulting support. How can these ideas be seeded and implemented in small companies? Does this also mean that only large companies can “afford” to first try out these VDML approaches? Do you have any examples or case studies to share while answering my doubts? I know this is quite an early phase for VDML work and hence references might not be available – if so, how do we take these ideas further into organizations? Who would be the right candidates for “beta testing” these ideas?<br /><br />Thanks again for sharing your knowledge<br />Shiva<br />Shivahttps://www.blogger.com/profile/07876526856754553658noreply@blogger.com