Simple Business Design Method (TakumiMethod)

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

Starting up faster
Realize values of business
Growing big from small start
Adaptable organization / framework
Lower risk

Business Planning
Product Planning
Business Transformation
/ Business Improvement
Medium- to long-term
strategies
Project Design
Career Design
Section Design
IT System Design

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

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

 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

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

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

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

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

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

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

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

Sales innovation project
Value
Requirements
Activity
Plan
Current
Ideal

related people.
Value
Requirements
Activity
Plan
Current
Ideal

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

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

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

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’

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

Business
Business
Operational Requirements
IT
System RequirementsProblems Solutions
Requirements AreaProblems Area
Solutions Area
(Practical Solutions)
Value
Requirements
Activity
Plan
Current
Ideal

Business
Business
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

Business
Business
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

Concept
Vision
Project Objectives
Value
Requirements
Activity
Plan
Current
Ideal

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

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

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

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

Value
Requirements
Activity
Plan
Current
Ideal

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.

Following is a completed ‘Requirements Analysis Tree’
Value
Requirements
Activity
Plan
Current
Ideal

Vision
Value Analysis Model
３Concepts３Concepts３Concepts
Value Design Model
Objectives
Values
Value of needs based design
Business
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

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

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

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

Simple Business Design Method (TakumiMethod)

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