lean agile capability analysis talk capability analysis
TRANSCRIPT
Leading your Business Customer
With Business Capability AnalysisA Lean-Agile Approach to Enterprise Analysis
Dean StevensSynaptus
@leanopinions
Capability ModelingHBR: The Next Revolution in Productivity
• Business capability is an outcome based view of what the business does
• Capability Model presents – A graphical view of the business
or value stream– Specifies value by a relative
assessment of capabilities• Promote a shared understanding
– Identify, scope & prioritize initiatives
– Maintain business context throughout the project
Value Manager
3
I have a question!…DEV
I have a question!…Other
Stakeholders
I need to help them discover GOOD answers
… Value Manager
I have a question!…BIZ
• Prioritization– What feature do we work on next?
• Scope– Should I add more functionality? Or is this done?
• Quality– Is it good enough?
• Trade offs– Will the easy solution be sufficient?
Value ManagerGood Answers to Hard Questions
4
Value ManagerBig Picture
5
What if we learned together how it fits into the big picture?
They are asking questions about the puzzle piece
Collaborate and Elaborate
Value ManagerShared Context
6
Then we could TALK about what we had learned… with a shared
CONTEXT
Value Manager Value of Capability Analysis
• Provide Context
• Facilitate Discovery
• Focus on Value
• Promote Feedback
I could help them discover
GOOD answers,and QUICKLY
1. Describe Business Capabilities
2. Assess Capabilities for Value, Performance & Risks
3. Analyze Capability Model (Heat Map)
Capability Analysis Recipe
8
• Start with a list of your business process– From what you already know and documents you have– Process Frameworks: APQC, ITIL
• Rename and describe them as business benefits– What’s the benefit, the outcome, the purpose– How could we measure it
• Map the value stream or network (optional)
• Validate/ elaborate with business managers.
Describe Business CapabilitiesFocus on Business Benefit
9
Describe Business CapabilitiesThe “How Trap”
How Phrase Outcome Phrase
Receive Fax Receive Request
Enter Info to System Draft Quote
Create Certificate Create Certificate
Send Fax to Agent Communicate Quote to Agent
Rekey into FinApp Interface
Create Policy Agreement Create Policy Agreement
Mail Agreement Send Agreement
Send Fax is just one way to Communicate a Quote Focusing on the outcome avoids the “How Trap”
Easier to “see” drivers and results
Describe Business Capabilities
• Capability Name Review– Action verb/noun format– Identify & revise “How Trap” names
• Description Review– Objective: Make clear what this
activity is during interviews– Include business benefit, purpose
or outcome– OK to state “how” we do it
currently– Clarify & Simplify
It is hard “see” what we do in this
different way
Describe Business CapabilitiesDetailed Capability Model
Business Capability Purpose OwnerKey Metric
Key Goal Cost FTE
2.0 Generate Demand2.2 Manage Retailer Relationships
2.2.2 Support Inventory Management at Retailers2.2.3 Provide & Deliver Retailer Access to Intranet2.2.4 Develop & Provide Warranty Services2.2.5 Provide Product Technical Support2.2.7 Allocate Product to Retailer2.2.8 Create & Manage Retailer Orders
2.2.9 Create & Manage Parts Order2.2.10 Monitor retailer compliance with policies and programs
Describe Business CapabilitiesVisualize the Business
Capability Relationship DiagramLaunch New Product
Controlling
Value
Supporting/Enabling
Business ScenarioOffer high quality products that the customer desires, that can be delivered quickly and that drives increased sales and profitability. Activities include assess opportunities, plan, launch and market (initial) required to.
MetricsTime to MarketNew Product Revenue & ProfitabilityMarket Penetration
Ideation Plan Launch Post Launch
4
6
8
11
11
11
10
10
10
10
1.1.1 Analyze New PS&P Opportunities
1.1.4 Document Action Plans to Develop PS&P
Concepts
1.2.3 Design & Develop Installation Process
1.1.2 Plan, Develop & Communicate New PS&P
Strategy
1.1.3 Develop Action Plans to Develop PS&P Concepts
1.2.1 Obtain Financial Approval & Support to
Develop PS&P
1.2.2 Design, Prototype & Test New PS&P
1.2.4 Design & Develop Support Services
1.2.5 Develop Launch Plan
1.3.1 Perform Pre-Launch Activities
1.3.2 Communicate, Coordinate & Execute
Comm Plan
1.3.3 Coordinate & Execute Marketing Plan
1.3.4 Coordinate & Execute Support Activities
1.3.5 Manage Launch
1.3.6 Execute Launch of New PS&P
1.4.1 Manage New PS&P Portfolios
1.4.2 Manage Partner Relationships for New PS&P
1.4.3 Establish Price to Dealer
2.1.3 Train Dealers2.1.7 Perform Customer
Relations
2.2.5 Provide Product Technical Support
3.1.1 Identify Suppliers
3.1.3 Negotiate & Document Supplier Agreement
3.3.1 Perform Supply Chain Planning with Supplier
3.4.3 Track Performance Metrics for Service Providers
4.1.2 Assess Accessory Demand
4.2.3 Plan General Parts & Acc'y Requirements - Long
Range
4.2.5 Plan Warehousing & Staging - Long Range
3.4.2 Track Perform Metrics for Parts/Acc'y Suppliers
3.3.2 Coordinate Technical Support with Supplier
3.1.2 Qualify Suppliers
2.2.2 Support Inventory Management at Dealers
Val
ue
Add
Con
trol
Sup
port
• Elicit specific answers to specific questions for each capability– Value: Strategic, Business, Customer– Performance: Relative to expectations, Constraint– Risk: Business, Compliance, Technical
• This is Context• Very powerful approach to Organizational Learning
and Shared Understanding
Assess Business Capabilities
14
15
Assess Business CapabilitiesCapability Model/ Heat Map
• Assessed Business Value, Performance, and Risks relative to other capabilities
• Visualize the Business with Context
Business Benefit
RiskRegulatoryCompliance Technology
High Value
Medium Value
Low Value
High Per Gap
Medium Per Gap
Low Per Gap
High Risk
Moderate Risk
Low Risk
KEY
Value:StrategyBusinessCustomer
PerformanceHow suitable is
performance relative to expectations?
Assess Business CapabilitiesValue Stream/ Network View
Capability Relationship DiagramLaunch New Product
Controlling
Value
Supporting/Enabling
Business ScenarioOffer high quality products that the customer desires , that can be delivered quickly and that drives increased sales and profitability. Activities include assess opportunities, plan, launch and market (initial) required to.
MetricsTime to MarketNew Product Revenue & ProfitabilityMarket Penetration
Ideation Plan Launch Post Launch
LowHigh
L
M
H
Low High
LEGENDBusiness
Value ChangeabilityPerformance
Not Specified
VP
M
P
Dealer Survey
4
6
8
11
11
11
10
10
10
10
1.1.1 Analyze New PS&P Opportunities
1.1.4 Document Action Plans to Develop PS&P
Concepts
1.2.3 Design & Develop Installation Process
1.1.2 Plan, Develop & Communicate New PS&P
Strategy
1.1.3 Develop Action Plans to Develop PS&P Concepts
1.2.1 Obtain Financial Approval & Support to
Develop PS&P
1.2.2 Design, Prototype & Test New PS&P
1.2.4 Design & Develop Support Services
1.2.5 Develop Launch Plan
1.3.1 Perform Pre-Launch Activities
1.3.2 Communicate, Coordinate & Execute
Comm Plan
1.3.3 Coordinate & Execute Marketing Plan
1.3.4 Coordinate & Execute Support Activities
1.3.5 Manage Launch
1.3.6 Execute Launch of New PS&P
1.4.1 Manage New PS&P Portfolios
1.4.2 Manage Partner Relationships for New PS&P
1.4.3 Establish Price to Dealer
2.1.3 Train Dealers2.1.7 Perform Customer
Relations
2.2.5 Provide Product Technical Support
3.1.1 Identify Suppliers
3.1.3 Negotiate & Document Supplier Agreement
3.3.1 Perform Supply Chain Planning with Supplier
3.4.3 Track Performance Metrics for Service Providers
4.1.2 Assess Accessory Demand
4.2.3 Plan General Parts & Acc'y Requirements - Long
Range
4.2.5 Plan Warehousing & Staging - Long Range
3.4.2 Track Perform Metrics for Parts/Acc'y Suppliers
3.3.2 Coordinate Technical Support with Supplier
3.1.2 Qualify Suppliers
2.2.2 Support Inventory Management at Dealers
Very Red – Improve PerformanceVery Green – Improve Efficiency
• Analytical Approaches– Lean Analysis– Theory of Constraints– Financial Analysis– Organizational Analysis– Technology Architecture Analysis
Analyze the Capability ModelLenses
17
The Capability Model is a great way
to start these analytical
approaches
• Analytical Thinking & Problem Solving– Creative Thinking– Decision Making– Learning– Problem Solving– Systems Thinking
Analyze the Capability ModelCompetencies
18
I can apply these analytical
competencies
Collaborate and Elaborate
Value Manager
19
We can TALK about what we have learned
… with a shared CONTEXT
Value ManagerGood Answers to Hard Questions
• Prioritization– What feature do we work on
next?
• Scope– Should I add more
functionality? Or is this done?
• Quality– Is it good enough?
• Trade offs– Will the easy solution be
sufficient?
20
I can help them discover GOOD
answers,and QUICKLY
Value Manager Value of Capability Analysis
• Provide Context
• Facilitate Discovery
• Focus on Value
• Promote Feedback
Capability Analysis really helps me add value when I use it
to…