VDML for Business Architects: Part 2 of 11, General Features

Please see the post for VDML for Business Architects: Part 1 of 11, for the introduction to this series of posts.  This post describes general features of VDML that help fill the gap between strategic plans and realization of appropriate business transformation.
1.    Round-Trip design modeling

Executives can develop a high-level model of a transformed enterprise to pursue a strategic objective.  However, in order to validate and realize a strategic objective, it is necessary to develop a more detailed business model to ensure that the solution is feasible and beneficial, and that it can be implemented appropriately at a more detailed level. 

VDML supports the executive model and the structure for expansion of the design to an appropriate level for implementation requirements.  In addition, since VDML provides a consistent model from executive vision to operational requirements, there is a seamless expansion of the executive model.
If  the executive model is defined in a different, more abstract tool, the model will be imported to VDML for the development of detail.   Additional modeling detail will likely reveal needs to revise the strategic plan for feasibility or efficiency.  The revised model will be returned to the executive tool for approval or additional revisions. However, if the executive modeling tool is independent of VDML, then details will be lost returning to the executive tool, and further executive revisions will then make the executive model inconsistent with the VDML detail thus resulting in repeated work.
2.    Single, seamlessly integrated model

VDML represents the design and operation of an enterprise and its ecosystem as a single, seamlessly integrated model as opposed to a composite of linked models that represent different aspects of an enterprise.  The single model minimizes complexity and ensures consistency without human effort to reconcile different viewpoints. 

All the displays that could be supported by separate models can be implemented as views on the seamless model assuming the separate models have consistent concepts.  In addition, the seamless model will more easily support views that bring together multiple aspects of the enterprise.  For example, one current implementation of VDML supports a Business Model display (e.g., Osterwalder or Lindgren) with multiple business perspectives that are integrated and consistent through the underlying VDML model.   In the long term, the seamless model will lead to more and better views and methods for developing and analyzing a model, and it will support further advances in enterprise modeling and associated practices.
3.    Incremental business design

A VDML model can be developed top-down, selectively expanding delegation with deferred activity details to the extent acceptable for executive consideration.  Alternatively, a model can be developed by examination of current business operations to identify capabilities and activity networks to the extent necessary to support current analysis and performance improvement, and to reconcile current operations with transformation plans.

4.    Scenarios

A scenario defines a set of measurements and a capability method delegation tree for a particular business situation.  This supports rapid analysis of differences in operating variables.  Different measurements and configurations can be applied to the same model in different scenarios for exploration of what-if solutions.  Measurements can be attached to any MeasurableElement of VDML for each scenario and computed for propagation of effects such as customer value.

5.    Support for system dynamics modeling

The statistical flow and value contribution design of VDML models (see Part 6) provides the basis for future development of system dynamics (simulation) models of enterprise operations.  Such models would be valuable for consideration of resource requirements, costs and delays involving Stores (a network element where units of production are held pending action by a receiving Activity) and Pools (a Store that holds reusable resources pending assignment by receiving Activity) along with business partner and market effects of changes in value propositions.

6.    Technology-independent abstraction

The VDML abstraction is IT technology-independent except as the technology applied affects the speed, efficiency or quality of business operations.  A VDML model represents enterprise design and operations without reference to the complexity of the technology(s) involved in the implementation.  This extends to modeling of interactions with outsourcing providers and other business partners, thus including the enterprise ecosystem.

7.    Business process and activities abstraction

Capability methods represent abstractions of conventional business processes but with statistical flow measurements.  These abstractions are much less complex than conventional business process models and are more compatible with the interests of executives (see also Part 5).

8.    Computer-generated process design framework

Activity networks can be translated to business process models that provide a framework for the more detailed design of flow-control-based process models.  This framework can provide alignment of VDML, abstract activity networks with operational business process models for shared performance and value measurements.