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Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
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Takumi Business Place Corporation CEO
Junzo Ha...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
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Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
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Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporat...
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Simple Business Design Method (TakumiMethod)

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This document was presented at the study session of Tomgilb (Gilb festa).

June 2016 in London.

この資料は、Tom Gilb の 招待者のみで構成する勉強会、Gilb Festで永田氏(Sony)と共に発表したものです。

Published in: Business
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Simple Business Design Method (TakumiMethod)

  1. 1. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
  2. 2. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. 2 Takumi Business Place Corporation CEO Junzo Hagimoto Support / Reference Materials Atsushi Nagata (Sony Corporation) Material for GilbFest 2014
  3. 3. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
  4. 4. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Starting up faster Realize values of business Growing big from small start Adaptable organization / framework Lower risk
  5. 5. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Business Planning Product Planning Business Transformation / Business Improvement Medium- to long-term strategies Project Design Career Design Section Design IT System Design
  6. 6. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. era Business Planning / OperationCurrent IT system development User company IT vendor Agile development Development management DevOps Future IT system development IT Vendor Cloud technology Proto typing Business Planning / Operation User company Business Planning / Operation User company IT system development IT Vendor Proto typing Business development methods Project management Agile development Development management DevOps
  7. 7. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Project Activity P D C A Weak points  Loss of business values Budget => Man-hour => Mandatory functions => Requirements creep  Loss of creative opportunities Inability to use IT effectively  Inability to cultivate workers / employee (User company, IT vendor) Business practices
  8. 8. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.  Business value  Business requirements  Business operation model (IT utilization models)  Business activity plan Business Value Operation Activity Plan Require ments Visualize business structures Include IT utilization
  9. 9. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Creating Value Value Operat ion Activity Plan Require ments Project Activity P D C A Second Loop (Activity loop) Develop a valuable and realizable plan First Loop (Creating value loop) Visualize values for sharing and evaluation Eliminate unreasonable and wasteful projects
  10. 10. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Creating Value Value Operation Activity Plan Requir ements Creating value loop incorporates project activity loop Quality over quantity Service over products Creation over manufacturing The definition of business was changed Merging over manufacturing Cloud technology Second Loop (Activity loop) First Loop (Creating value loop) Project Activity P D C A
  11. 11. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. 価値 創造 Visualize new operation process Evaluate IT effectiveness P A C D (Business development (include IT)) Salesforce Development evaluation Evaluation cycle Business values Design and planning cycle Value OperationRequirements Activity Plan Project Activity e.g.) TAKUMI Method for Salesforce users (TMS) since July 2015
  12. 12. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Change Enhance ability to take action Enhance motivation Specify Validation Value Requirements Activity Plan Current Ideal The body of knowledge for the TAKUMI Method is based on business development structure for creating business value Operation Stimulate Model design that inspires
  13. 13. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
  14. 14. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Value Creation Requirements Structure Activity Structure Current Situation Ideal state Take action ■Business process model ・Business context flow ・User transaction ・Internal process ・Use case model ■Activity model ■Requirements model ■Value model ・Value analysis model ・Value design model ・User consensus model ・Requirements analysis tree ・Use case model ・Roadmap ・Goal statement ・Initial plan
  15. 15. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Change Take action Validation Specify Value Requirements Activity Plan Current Strategic Requirement Operational Requirement IT Requirement ■Requirement Analysis Tree ■Value Analysis Model Ideal ■Value Design Model Planning, Goal New Operation Process ■Business Context Flow (ToBe) Current Operation Process ■Business Context Flow (AsIs) Prototype development etc. Narrow down the strategic requirements Phased business development Quick business planning and development in the era of cloud technology Customer Stimulate
  16. 16. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. The Value Analysis Model visualizes the values of stakeholders and helps you to think about the purpose of project outside the box. Value Requirements Activity Plan Current Ideal
  17. 17. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Sales innovation project Value Requirements Activity Plan Current Ideal
  18. 18. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. related people. Value Requirements Activity Plan Current Ideal
  19. 19. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. 1. Be aware of project goals as value for stakeholders 2. Set project milestone for the success 3. Define evaluation criteria after the project finish 4. Validate project objectives 5. Associate project objectives with business values 6. Help project members to realize business values and motivate them 7. Involve stakeholders in your project Value Requirements Activity Plan Current Ideal
  20. 20. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Vision Concept Design Meaning Words Story The Value Design Model brings out business values and improves branding strategy. It emphasizes advantages and improves the attractiveness of your project (or product). Value Requirements Activity Plan Current Ideal
  21. 21. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Sales innovation project Value Requirements Activity Plan Current Ideal
  22. 22. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Product Architecture Product Concept Product VisionDirection What is necessary? (Flow of what) Pressure form ‘How’ Generate ‘What’ from ‘How’ Users Adjust balance between ‘Needs’ and ‘Seeds’ Search for a way to ‘How’ Transformation of ‘How’ Promoting and branding ‘Needs’ from ‘Seeds’ It is important in the age of information flood! ◆Value Analysis Model Value Objective Visualize user’s value and connect value to project objective Vision ◆Value Design Model Scenario Value Requirements Activity Plan Current Ideal
  23. 23. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Vision Value Analysis Model 3Concepts3Concepts3Concepts Value of seeds based ideas Business Strategic Requirements Business Operational Requirements IT System Requirements Solutions Describe specific operations Specify requirements based on change Value Design Model Objective Value Value of needs based design Define action to implement requirements Specify requirements with ‘Method’ in ‘Value’
  24. 24. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Requirements Developments ◆Value Design Model ◆Value Analysis Model ◆Requirements Analysis Tree ◆Business Context Flow Shape operation process Specify detail requirements Specify Make detail planSpecify detail requirements ♦Goal Statement Add valuesAdd values
  25. 25. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Business Strategic Requirements Business Operational Requirements IT System RequirementsProblems Solutions Requirements AreaProblems Area Solutions Area (Practical Solutions) Value Requirements Activity Plan Current Ideal
  26. 26. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Business Strategic Requirements Business Operational Requirements IT System Requirements Financial & Vision level Objectives level Detail Objectives Tactics level Tactics level Concept level Use ‘Vision’ and ‘Concept’ from Value Design Model Use ‘Objective’ from Value Analysis Model Use method in ‘Value’ from Value Analysis Model Value Requirements Activity Plan Current Ideal
  27. 27. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Business Strategic Requirements Business Operational Requirements IT System Requirements Financial & Vision level Objectives level Detail Objectives Tactics level Tactics level Use ‘Concept’ from Value Design Model Use ‘Vision’ and ‘Concept’ from Value Design Model Use ‘Objective’ from Value Analysis Model Use method in ‘Value’ from Value Analysis Model Value Requirements Activity Plan Current Ideal
  28. 28. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Sales innovation project Concept Vision Project Objectives Value Requirements Activity Plan Current Ideal
  29. 29. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Sales innovation project
  30. 30. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Sales innovation project
  31. 31. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. 1. Judge importance of IT requirements by business strategic requirements and business operational requirements. 2. Define importance Use ‘Red’ for high importance items and ‘Black’ for unnecessary items 3. Prioritize Prioritize items based on importance level and architecture. ■Result • Actual time spent from ‘Value Model’ to ‘Requirement Model’ ~ 2days (8H) • 30% of total requirements were adopted ■Post release The page views increased 5 times Web application service Value Requirements Activity Plan Current Ideal =>BePROUD connpass Provided Sato Haruo
  32. 32. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. General operational flow is too detailed to get the big picture of business changes. Therefore use a ‘Business Context Flow’ is ordered by number. This model shows a higher level of operational flow and focuses on the link to the stakeholders. ..Improve point ..Details Value Requirements Activity Plan Current Ideal
  33. 33. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. 1. Simplify overall business process The business context flow visualizes the total business process and helps project related members to understand and see the overview. 2. Easy to identify problems (AsIs Model) Visualizing current status as ‘AsIs Model’ improves communication among collaborative members of the projects to share the current conditions. Using balloon symbols to specify problems. 3. Easy to identify future points to be enhanced (ToBe Model) Visualizing ideal status as ‘ToBe Model’ improves communication among collaborative members of the projects to share the ideal conditions. Using balloon symbols to specify changing points. Value Requirements Activity Plan Current Ideal
  34. 34. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Problems are specified in red Flow chart is too detailed to explain an overview of the business operation. Focus on the links with stakeholders to get an overview. Requirement models could not provide a clear image of business operation. Use the Business Context Flow to find the points of improvement and discuss the priority based on this model. Value Requirements Activity Plan Current Ideal
  35. 35. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Value Requirements Activity Plan Current Ideal
  36. 36. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Requirement Structure Process Model (Business Context Flow) Requirement Model (Requirements Analysis Tree) Rodger! Ideal State Rodger! Rodger! This modeling cycle improves members motivation to reduce non-essential requirements and to complete the project with their responsibility. (1) Evaluate demands in the context flow (2) Reflect changes as new demands Executive Business dept. IT dept.
  37. 37. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Following is a completed ‘Requirements Analysis Tree’ Value Requirements Activity Plan Current Ideal
  38. 38. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Vision Value Analysis Model 3Concepts3Concepts3Concepts Value Design Model Objectives Values Value of needs based design Business Strategic Requirements Business Operational Requirements IT System Requirements Solutions …High importance A (1st priority) …High importance A (2nd priority) …Low importance B …Hold / Reject Define importance level and priority for items in a tree Describe goal statement for each actions Value of seeds based ideas Specify requirements with ‘Method’ in ‘Value’ Define action to implement requirements
  39. 39. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. The Goal Statement gives shape to practical actions based on the requirements and clarifies KPI. It is important to have activity plans that can be implemented on the following day in this model. The plan in the Activity Loop (‘P’DCA) is based on the Goal Statement. Value Requirements Activity Plan Current Ideal
  40. 40. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Value Requirements Activity Plan Current Ideal
  41. 41. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Business Strategic Requirements Business Operational Requirements IT Requirements Solutions Requirements Analysis Tree Business Context Flow Goal Statement Use case model (Business / System) Vision Concept Values Project objectives Stakeholder Mechanism, Idea Project objectives’ position on the project strategy branch Mechanism of value Operational changing points Operational requirements Solution => Action Operation, IT requirements Operation, System Use case Operational requirements Value Analysis Model Value Design Model
  42. 42. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved. Value Analysis Model Value Design Model 戦略要求 業務要求 IT要求 解決策 Requirements Analysis Tree Business Context Flow Goal Statement Use case model (Business / System) ビジョン コンセプト 価値 目的 ステークホルダ 機構、構想 プロジェクト 戦略上位層 価値の 仕組み 業務変更 ポイント 業務要求 解決策 =>アクション 業務、IT要求 業務、システム ユースケース 業務要求 Concept Model Object model Data model System use case model (+UX) Validation Require Business System
  43. 43. Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.

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