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.
© International Institute of Business Analysis
Business Analysis Performance Systems Model - Change Requests Causal Loop
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?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
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
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
Framework for analysis of strategy.
Axelrod 4 S Model
- Esta información explora las variables que se deben tener en cuenta para implementar una nueva linea de ventas.
Implementación de una nueva linea de negocio
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
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
PurposeEnables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.
Enter volumes based on transactions from all your applications based on the business process layer. Actual transaction volumes recorded for your expense or revenue stream. Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer. Enter the number of transactions in the engineering variable. The engineering group has no authority to create either a supplier or customer. All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.
Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.
Now lets do the same for every update to a party management record. All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer. Digital records are in need of key control designs. These are monitored and reported to the SEC.
BUSINESS ARCHITECTURE 5 Capability ModelThe 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.
SemanticGetting 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 As Is and To Be Business and Technology Architecture
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?
Clone of Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
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
WIP Summary of Davies 2017 article from special Theory Culture and Society issue on Elites and Power after Financialization
Elite Power under Advanced Neoliberalism
Example from David Lane's Systems Research 2016 article abstract
Unintended effects of cutting wages
Dynamic system underlying project life cycles From Roberts Edward B The Dynamics of Research and Development p5 Harper & Row NY 1964
Clone of The dynamics of R&D
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.
© International Institute of Business Analysis
Clone of BAPerformance Systems-Model - Change Requests - no folder
Introduction to Mind Mapping
Introduction to Mind Mapping
Mortgage Pre-Processing Model
Clone of Clone of 2 Sided Marketplace with Churn
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?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation remake
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.)
Clone of Simple Retail Sector (tweaked)
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?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
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?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
