Design BiAnl- Value Streams - Optimizing Business
Improving processes - change transitions
Improving Business Performance.
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The world of BI and Analytics is challenging.
The first challenge is that is about underpinning decisions for in the boardroom.
Lean processing, design thinking are hot. It is all about doing the right things for the organisation.
🔰 Too fast ..
previous.
Contents
Progress
THis chapter is fresh. Topics are:
- 2020 week 40
- After layout adjustions and got better understanding on the interactions an relationships, added those.
- Adjusted the business management supported goal by giving them (management) information for decisions.
- Adjusted text and layout for supporting this better understanding.
- 2019 week 38
- Splitting into several pages.
- Adding the lean design and several types of data. (also to be split up.)
- Moving and adjusting the old BI analytics page. It is one of the sub pages.
BI a blue print of decisions.
BI Business Intelligence, MIS Management Information System, EIS Executive Information System, DSS Decision Support System is all about the same goal.
The decision maker is having lack of information lack of skills to do sensitive underpinned decisions.
Offering some scenarios to them (decision makers) is easing their tasks while responsibilities are happily disregarded.
Interactions in managing organisations.
There are three (not two) lines of power in an organisation. These are:
- Financial based management. Goal: profits at least enough budget for tasks.
- Core business. Goal: Fullfilling the operations for tasks of the organisation.
- Green fields. Goal: Improvement, product research, customer relations.
💣 The powers are not equally balanced The core business (operations) is the line having commonly the least influence at strategic level.
The result of that could be a total loss of the all tasks the business was positioned to do.
Supporting decisions makers is having fundaments at business management and at theoretical logics, at:
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Business decisions Processes - operations research.
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Decision support Information usage with a goal.
There is no clear dedicated science area for decisions at organisations. It is a combination of several areas.
All the hyping buzzwords for the same goal are hiding there has not made real improvement in this approach in the years since the middle eighties.
💣 Technically running BI & Anlytics are using ICT processes very similar to SDLC when the core process is adminisitrative.
These similarities can cause a lot of confusion although reuse of patterns makes sense.
What are the interactions in managing operations.
Every process being core business brings value, values stream. It has some input being transformed into the results.
Input, transforming and delivering are belning to core business.
There is a central control for managing the financial fucnament, all those control and improvement is the last area.
Follow the link at the figure for elaboration 👓.
Situation: ⚖ Identify customer value.
Input: 📚 Map the value stream.
Action: ⚒ Design logical Flow.
Result:
- ⚙ Establish Pull request. IV - III
right to left at the bottom side
- ⚙ Implement Push delivery I - II
left to right at the upper side
🎭 Seek Perfection.
Information is not equal by type, it can be:
- Core product, optionally an administrative information (blue)
- Quality descriptions, version type, source of origin (yellow)
- Related fiancial artifacts. Internal cost, external blilling (yellow)
- request, delivery: events used tools, made decisions (green)
Value stream, core business, Lean, Pull system.
The financial performance of the organisation is often mentioned as serviced by the "the core business". Without budgets no organisation can survive.
There is at least one product or activity that should be generating value. The flow of that activity is a value stream.
Lean when the product is physical.
The Toyota Production System (TPS) is a well known example of lean manufacturing that many want to copy as their lean process.
The request (pull) marketing, sales and the administration is not the one of the lean car manufacturing technology.
The delivery (push) is the car manufacturing what TPS is about.
The cirkel searching for what options what could be requested (counterclockwise).
- II Customer- business = right-top
- I Operational Delivery = left-top
- III Prepare Delivery = left-down
- IV Delivery Planning = right- down
Follow the link at the figure for elaboration 👓.
Lean when the product is administrative
The values stream with a physical product is obvious.
When the product is only administrative information there is a lot of confusion.
The tools for processing at a working cell of transforming the information (the product) are the same:
- Core product, optionally an administrative information (blue)
- Quality descriptions, version type, source of origin (yellow)
- Related fiancial artifacts. Internal cost, external blilling (yellow)
- request, delivery: events used tools, made decisions (green)
💣 Everything is code and everything is data, but not all are equal as business value.
The cirkel for abilities in options to deliver on requests (clockwise).
- IV Delivery Planning = right- down
- III Prepare Delivery = left-down
- I Operational Delivery = left-top
- II Customer- business = right-top
Follow the link at the figure for elaboration 👓.
What is lean?
Many People Incorrectly Define Lean As....
- Tools: 5S, Kaizen events, value stream maps, metrics, dashboards, A3, etc.
- process improvement, performance management, cost reduction, 6Sigma etc.
- Something that only applies to manufacturing or operations.
- Training for certifications and belts.
- Headcount reduction >>> "lean = mean".
- Regimentation through standard work.
💣 Most have experiences with the list at incorrect lean. These are usually negative.
Try to forget those bad experiences and do a restart. The lessons learned of what has failed to be taken with us to avoid in repetition.
Going back to find the "values stream" or as like other words "the core business".
There is a good reason it looks like the PDCA - DMAIC approach promoted by Deming.
Working Cell
In lean processing a working cell is used to describe a point in the the transformation doing some actions.
Processing information is transforming information into new information. The focus is not on the tools doing the transformation but on the result to achieve.
Information oriënted.
Looking at what needs to be done, the focus can be only on the information (the product).
- The kanban request is the one coming in (green punch card)
- Some additional resources may be needed. Delivery by suppliers
- The product result goes along with the product descriptions / qualities
- There will be information for the financial handling with the product and the way how the transformation was processed.
The information is represented by "data" (database data warehouse).
Follow the link at the figure for elaboration 👓.
Transformation oriënted.
Looking at what needs to be done, the focus can be only on the process of transformations (using tools).
- The kanban request is the one coming in (green punch card)
- IV and II preparations on what needs to be done, planning and
(Pou, Point of Use provider, water strider)
- I The product is reviewed loaded for the inteded transformation.
- II The result of the product transformation is buffered, ready for delivery.
The transformation is represented by "code" (the application).
Follow the link at the figure for elaboration 👓.
Both approaches are to be combined as they are highly related and dependend. Code and data are a duality in information procesing.
BI&A Value Stream relationships.
Running BI &mp Anlytics is using ICT processes, one of those the SDLC.
Is used at:
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Release management SDLC - release management.
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Details multiple layers (SDLC sub-page)
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The full ICT Business Pyramid. (SDLC sub-page)
Details to be found at:
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Data Information Flow.
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Meta data Naming - versions.
Business Intelligence Process.
There are two used approaches for building up information to decision makers.
It can be based on delivering reports in an single delivery approach or an automated one effectively replacing by automatization some of the decision makers work.
ALC model2 BI&A.
Deliver descriptions on what has happened to decisions makers (dashboards reports) so they will come up with human insight on what to do next.
A manual adjustment of reports and advice is possible. The manual adjustment to give a decision maker gut feelings is not helping really in better decisions.
Follow the link at the figure for elaboration 👓.
ALC model3 BI&A.
Have statistical analyses in place to generate some advice using well known approaches for to decision makers. So they come with what to do next actions in an explainable underpinned way.
The role of decision makers is changed in understanding this process. A feedback monitoring and archiving is required to understand and adjust for what is processed.
Follow the link at the figure for elaboration 👓.
This model3 approach is helping decisions makers in a more reliable way when done correctly. The impact an change is that it is removing the human gut feeling only decision.
Inventing change Transformations.
💣 Analysing data is requiring real operational production data. Building decisons on faked information would generate very wrong results.
Whether it is basic analytics doing reporting or automatized ML it is =level 3= (orange).
EMC - Big Data infographic (2013)
A nice review on this, "The big data journey rivisited" Bill Schmarzo 2016.
Following steps
These are design sdlc concepts, others:
Business Intelligence & Analytics 👓 next
bpm, business process previous 👓 topic.
Others are operational realisations: 👓
BPM SDLC
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