Takumi method-2（公開用）

Takumi Business Place Corporation CEO Junzo Hagimoto
 199０ ~
 and provided
the method with technical information method on the web
 Contributed to make the Distributed Object Technology (HORB)
open source as development leader with Satoshi Hirano (National Institute of
Advanced Industrial Science and Technology :AIST)
 2000 ~
 Define the initial version 0.6 of the (Openthology)
which connects business and IT.
 for 3 years
 Established TAKUMI BusinessPlace（TAKUMI BP) in July, 2009
 2010 ~
 Developed TAKUMI Method, an evolved version of Openthology and started to
provide consulting and training for Business Planning / Product Planning / Business
Process Reform. Opened TAKUMI Dojo in 2013 to educate/train the next generation.
 Provided TAKUMI Method class for students of the Graduate School of System Design and
Management, Keio University.
TAKUMI Dojo

Business Value
Business Strategy
Business Operation
IT Requirements
IT Architecture
Ability to design
Ability to make
Object oriented
development method
/ Drop in 1997
Requirement
development model
/ Openthology in 2005
TAKUMI Method
in 2009

Requirement development
model / Openthology
TAKUMI Method
team
Components team
Object oriented development method
/ Drop

Object oriented development
method / Drop
model / Openthology
TAKUMI Method
Development
Business Strategy
/ Operation design
Business Planning

Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.
Openthology ver2.0 Image of Model Structure
Business Strategy
Business Process
Business
Requirements
System
Requirements
Application
Framework
Implementation Architecture
Process View
Service View
Information View
Strategy View
Application Process
Data
model
Object
model
BusinessITSystem
Business Strategy
Project Strategy
ＩＴ Strategy
Programming Strategy

Business Strategy
Business
Process
Business
Requirements
System
Requirements
Application
Framework
Implementation Architecture
Process View
Service View
Information View
Application
Process
Data
model
Object
model
BusinessITSystem
Business Strategy
Project Strategy
ＩＴStrategy
Programming Strategy
Openthology ver2.0 Structure & Reference
Business Strategy
Reference Model IT Strategy Reference Model
Project Strategy
Reference Model
Process Reference Model
Service Reference Model
Information
Reference Model
Program Strategy
Reference Model
Strategy
Service
Process Information
Essence of Openthology View
Strategy View

TAKUMI Method
2009 to 2016
model / Openthology
2004 to 2009
Object oriented development
method / Drop
1995 to 2000
Strategy
Service
Concept
(Information)
objectivesThe model’s structure was shifted
from a holistic to a chain structure
of project objectives and methods
Focus on developing essential and
simple requirements
-> Narrow down the method using
project objectives
The model’s structure was shifted from a
chain structure of project objectives and
methods to a new holistic thinking structure
for people
means / objectives
means Process
（Business Strategic Requirements
– Business Operational Requirements
– IT System Requirements）

Requirements Design
Development
（Scratch development）
Value
Requirements(A)
Requirements(A)
Requirements(B)
Requirements(C)
Design
Requirements(B)
Requirements(A)
Requirements(A)
Requirements(B) Some of the requirements
become unnecessary with the
time
Extra requirements which will
occur in the future
Some of the requirements
become unnecessary with
the time
Test
Requirements (A)
Requirements (A)
Requirements (A)
Requirements (A)
Requirements (A)
Requirements (A)
60% become
nonperforming assets
Order of priority
for requirements
2 years development period
Future
Current
/ Past
Business architecture
Minimize cost and maximize values
Future Agile = Enterprise Agile
(Agile with milestones)
Update
Narrow down the requirements
by values
RequirementsTree
Developm
ent
Test
Value
RequirementsTree
Design
Developm
ent
Test

Business Stakeholder
Values for Stakeholder
Vision
Concept
Value Design Model
Project Objectives
Value Analysis Model
戦略要求業務要求 IT要求解決策
Business Strategic
Requirements
Business Strategic
Requirements
Business Operational
Requirements
IT System
Requirements
Goal Statement
Activity Plan
Value based design (narrow down the requirements by values) is the most accurate process
Project
Business Operational
Requirements
IT System
Requirements

Design skills
Applied skills
Operation
development skills
Activity LoopCreating Value Loop Activity Loop
・Programming skill
・Operation skill
・Ability to take action
・Project management skill
・Value design
・Requirements design
・Process design
・Activity design
・Convert concrete examples to
abstract models
・Patternize the models
・Divert from patternized models
・Planning skill
・Job knowledge
・Ability to understand
business subjects
・Operation design skill
・IT development skill
TAKUMI Method
Creating
Value
Value
Operation
Activity
Plan
Require
ments Operation
Design
Ｐ
Ｄ
Ｃ
Ａ
Operation
Impremen
tation
Ｐ
Ｄ
Ｃ
Ａ
Develop new business, service and product

Information, concept
Scenario
Something which makes people happy
Persons concerned
Process
Place
Method
Superficial, short-term and concrete side
What objectives…?Objectives
What kind of vision…?Vision
What kind of concept…?Concepts
What kind of step…?Project
Step
What kind of strategy?Strategy
Which unit…?
Project
Scope
Deep, long-term and abstract side
What kind
of requirements…?
Requirement

What
When
Which
stage
How
Objectives
Vision
Concepts
Project
Step
Strategy
Project
Scope
Requirement
Enhance depth of business planning Improve project design skill
Information, concept
Scenario
Something which makes people happy
Persons concerned
Process
Place
Method
Superficial, short-term and concrete side Deep, long-term and abstract side
What objectives…?
What kind of vision…?
What kind of concept…?
What kind of step…?
What kind of strategy…?
Which unit…?
What kind of requirements…?

The former processes focus on concrete and abstract images of `Things that you want to
do`. The Value Analysis Model defines clear images of links between stakeholder values
and the concrete method.
Define clear image
of values by
Stakeholder
Business
owner
Operation parties
concerned
IT parties
concerned
User
/ Others
Concrete image
of value
Scenario, scene
Concrete image
of value
Scenario, scene
Concrete image
of value
Scenario, scene
Concrete image
of value
Scenario, scene
Concrete method Concrete method Concrete method Concrete method
Connect the values to
concrete methods
Search for a way to ‘Value’
Search for a way to ‘How’
Things that you want to do

Vision
Concept
Concept
Concept evolves
Project 1 Project 2 Project 3
Requirements
(Strategy/Operation/IT)
Values for stakeholders
Values are always evaluation criteria
Value changes
Activity(Goal Statement)
Project Lifecycle
Requirements
Requirements
Activity(Goal Statement) Activity(Goal Statement)

Family Product Service Company Customer Company Community
Yourself Manufacturing Organization Customer Society
Friend People Japan World
Current value
Future value
Vision
Concept
Requirements
Methods
Project’s point of view
Product’s point of view
Program’s point of view
Day by day
improvement
Changing
awareness
Future
Business
Future /
Attractiveness
Current
Business
Current
Values
Values important
for the future
④Design customer, organization, manufacturing and yourself from future society point of view (Responsibilities as a visionary)
⑤Design manufacturing, organization, customer and society from your own point of view (A contented mind is a perpetual feast)
①Design the future
②Design current value
based on future value
③Design bridge between
current to the future
The TAKUMI Method provides simple usability for flexible applications

Career design
Takumi dojo Career design competition,
runner-up model (Ms. Y)

18
Vision
Concept
Design
Meaning
Words
Story
The BMW brand epitomizes
Sheer Driving Pleasure
Intelligence
Safety
Sporty
It is not just transport machine.,
but give us fun of driving
Winner of engine of the year
Craftsmanship
Highly emotional Connection
between a BMW and its driver
Concept Concept
Digital Companion.
Alive Geometry. Boost and Ease.
Toyota’s vision:
Safest and most responsible
ways of moving people.

19
Creating
Value
Value
Oper
ation
Activity
Require
ments
Program (macro level)
Project (micro level)
Creating
Value
Value
Oper
ation
Activity
Requirem
ents
Creating
Value
Value
Oper
ation
Activity
Requirem
ents
Creating
Value
Value
Oper
ation
Activity
Requirem
ents

Yourself Team SocietyProduct
Business
persons
concerned
Word
Story Story
Word
Concept
Vision
Story
Word
Concept
Vision
Story
Word
Concept
Vision
Story
Word
Concept
Vision
Concept
Vision
Empathy -
Intention
Empathy -
Similarity
Empathy -
Attractiveness

Project A
Project B1
Project C1
Project A2
Project C2
Project B2
Project A3
Project C3
Project B3
2016 2017 2018 2019
Project C3
Project Design / Management (Large scale and complicated project)
Theme 1
Theme２
Theme３
Project Design / Management
(Product total planning and development project)

(Concrete Operational Model)
Business Model
or Business Context Flow
(Concrete IT Model)
Architecture Model
(Requirements Model)
Requirements Analysis Tree
・Chain of project objectives
and methods
(Value Model)
Value Design Model
Search for a
way to ‘Value’
These scenarios are actual
methods in the value
creation process
Elements of
objectives
Elements of
Concepts
Elements of
Visions
Business Model
or Business Context Flow
From “Search for a way” to “Concrete” model
Search for a way
to ‘Method’

Not everybody can be TAKUMI (Master),
only people who make the effort have the right to be TAKUMI
Thanks for your attention !
hagimoto@takumi-businessplace.co.jp
www.takumi-businessplace.co.jp

Takumi method-2（公開用）

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Takumi method-2（公開用）