Framework

A Framework for Defining and
Designing the Structure of
Work
By:
Abdel Halim Fawzi

The Value Creation Hierarchy
 Enterprise Level :
At the top level is the entire organization
as a system, with the organization’s
business units operating as the
engines that create, sell, and deliver
value, and
generate revenue for the enterprise.

 Value Creation Level :
The next level is a depiction of the
organization’s Value Creation System
(VCS),
which is the means by which the
organization creates, sells, and delivers
products and services of value to the
marketplace. The value-creation level is
kind of a megaprocess view, and in a
large, complex company, there may be a
different VCS for different products and
services.

 Primary Processing Systems Level :
three general types of processes
Launched, Sold, and Delivered
processes.
create new products and services
marketing and selling the goods and
services.
get the products and services to
customers and provide ongoing
support.

 Process Level:
this is the level of process that people
mean when they talk about “end-to-
end” processes, because these
processes typically begin with a
market or customer input , and end
with an output that either goes to the
customer or
becomes an input to another stage of
the value chain.

 Subprocess/Task/Subtask Level:
decomposes a given process into
subprocesses and tasks. It is at this
level that the performer (whether
human or technology or a
combination) becomes visible

Value Creation Management
System
We have a framework for reviewing the
management system of an organization. We
know that desired performance/results are a
function of the three components :
1) Performance Planned = “Plan”
2) Performance Executed = “Actual”
3) Performance Managed = Action to close the
gap between “plan” and “actual”.

 “Performance Executed” (PE):
the individual, process, or entity that performs
the work.
 PP/PM combination:
(which we refer to as the Performance
Planned and Managed System [PPMS]) is
what makes it possible for the performance
system to adapt to external changes and
react to execution failures. It is the
mechanism whereby the performance system
is both an effective processing system and an
adaptive (learning) system

 Measures Chain:
Measures Chain identifies what critical
dimensions of performance and
measures are applicable, and where
in the process the performance data
should be monitored.
 Performance Trackers:
Performance Trackers are tools for
collecting and displaying performance
data.

 Troubleshooting Logic Diagrams:
Troubleshooting tools are intended to
help managers assess data, make the
right conclusions, and choose the right
actions.
 Management Calendar:
The central tool is the Management
Calendar, which provides a road map
and timeline for a total Performance
Planned and Managed System
(PPMS) for any organization.

 Management Domain Matrix:
This tool identifies each level of
management, specifies the mission
and value of each role, and the
responsibilities for performance
management of each role.

 Meeting Agendas:
In most organizations, the best arena for
managing the organization as a system
are in those regular meetings where
management teams plan and make
decisions. The Management Calendar is
typically built according to the schedule
of management meetings. This final tool
is a set of meeting agendas that aid
management teams in optimizing and
leading the organization.

The whole idea of the Management System is
to make complex organizations more
manageable.
With this processing system view of
organizations, the primary management task
for executives and managers becomes
twofold:
 First, assure that the internal processing
system is aligned with the external “Super-
System” requirements and reality.
 Secondly, assure that the internal processing
system is efficient and effective in meeting
organization goals and customer

Bridge to Enabling
Architectures
We will define the “performer” as:
A human being executing taskswith no
use ofan enabling information
technology(i.e., the human performer
performs a manual task without any use
of a computer);
Or a human using a supporting
technology (e.g., the human performer
uses a computer to process information,
access data, perform analysis, etc.);
Or a technology acting as a performer
(e.g., a system sends information to
another system)

 Technology Performance Architecture:
One key element of the Technology
Performance Architecture is the Use
Case.
A Use Case is developed for each
instance in each process where a
human performer uses technology to
execute a task.

 Human Performance Architecture:
The tools in this architecture specify
what the human performers will have
to be able to do to execute the BA
processes as intended.

The Complete VCA
 Value Creation Architecture (VCA) :
It consists of the Business Architecture,
the Management System Architecture,
the Technology Performance
Architecture, and the Human
Performance
Architecture.

Framework

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