Standard Business Framework
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Holistic Business Life Cycle addresses the need for businesses to continuously change and improve through innovation. It presents a 7-layer Standard Business Framework (SBF) to manage this process. The SBF layers include requirements, implementation, optimization, and monitoring & control. It emphasizes that change, risk, impact, and learning are ongoing and integral to business maturity and growth over time. Key aspects of the framework include stakeholder engagement, requirements analysis, cost/benefit analysis, implementation validation, and continuous improvement through data analysis and decision-making.
Standard Business Framework
- 1. Holistic Business Life Cycle Innovation of the Standard Business Framework (SBF) Ashraf M Awwad, MSc CBAP PMP ITIL
- 2. Overview Any business need to solve problem, create new opportunity and address daily operation Need Problem Opportunity
- 3. Response Address the needs (customer tickets, issue invoices, staff salary, meeting...etc) Solve problems (reduce turnover, fix processes, optimize cost...etc) Capture opportunity (add VAS, open new stores, increase customer satisfaction, adopt new technology...etc)
- 4. Its an ongoing CHANGE a desire to change the current capability or conditions to address a business need Need Need Need Need Need Change Change Need Need Need Need Need
- 5. Change means Risk • Change from negative to neutral • Change from neutral to positive • Change connect with Risk through impact • Change is proactive or reactive • Risk is positive or negative • Impact size dictate the change type • Aim is to change issues into risk then manage them
- 6. Risk means Impact • Impact has stronger relation with change than risk (Change impact≠Risk Impact) • Impact Analysis need configuration management • Impact of issues on business tend to be higher than risk impact on business • Risk assessment may or may not be justified by impact analysis however every risk has impact score!!
- 7. Chage/Risk/Impact + or - • If impact is neutral (+ve = -ve) why do I change current state? Is there any risk? Is there any opportunity cost if I don’t change? • Boundaries might impose changing from –ve to neutral only, then improve to +ve if possible • Business strategy decide the risk and impact scale
- 8. Change vs. Maturity • Change lead to improvements • Keep changing as a habit accelerate maturity • Maturity = Change + Control , Change and make sure the changes not changed (specially when change become too much solicited) • Change dictate documentation, analysis, decision, and support • Management involvement and support toward changes is a sign of maturity
- 9. Maturity means Growing • Growing is that the volume of positive impacts higher than the negative ones, positive risk been captured and negative risk eliminated. • Change, risk and impact lead to learn and grow, once acted upon, maturity is achieved • Once matured, the organization might grow slowly but still the volume of changes and risk are tremendously high • Keeping the Grow and Maturity position
- 10. Growing means Learning • Growing is learning from the past, reduce the negative and increase the positive, or, learn where to move safely and then run • Learning is a nature of human and business, keep the learning grow to grow • Change and Risk that impact the learning processes are extremely critical
- 11. Learning means Analysis & Conclude • Move the business filling and archive to Knowledge Base • Analysis archived data, conclude the result into decisions, maintain them as a wisdom • Re-engineer the process to identify type of data to be analyzed before starting the filling • KB is the heart of maturity and business growth
- 12. SBF 4 Layers 1 2 3 4 5 6 7 Requirements Requirements Implementation Implementation Optimization Optimization Monitoring and Control Monitoring and Control Cost Cost Schedule Schedule Risk Risk Quality Quality Resources Resources Elements Elements Communication Communication Process Process Data Center Data Center Center Center Center Center Centers Centers Governance Governance OPA OPA Center Center
- 13. Layer 1: Requirements • Need/Problem/Opportunity • Chartered by the sponsor as business priority • A Condition that must be met or passed • Requirements must be elicited from the stakeholders and analyzed • Requirements should be mapped against solution scope • Must be verified and validated against business need and calculated through Cost Benefit as ROI
- 14. Layer 2: Implementations • Solution designed to satisfy the requirements • Cost and Schedule been estimated and approved • The implementation scope should cover the requirements scope • Implementation completed if the scope achieved, and successes if the ROI is achieved • Should maintain two way liaison and imporvement with the requirements
- 15. Layer 3: Optimization • business need and Requirements attribute identified for measurements • Ongoing data capturing and analysis for improvement • Decision support and control are key functions to maintain optimization • Target organization, processes, resources and market • Lead to growth and maturity
- 16. Layer 4: Monitoring & Control • Maintain the communication and support • Reduce the decision time and make data available for accurate actions • Enforce the processes, procedure and lessons learning • Bridge organization gaps and external factors impact • Manage change and risk effectively • Keep continuous improvement rolling • Manage stakeholders
- 17. 7 Milestones 1. Start the cycle 2. Define the attributes for measurements 3. Engage, Charter and hand over to the solution implementation 4. Start the implementation 5. Validate the implementation result 6. Document and conclude the requirements against solution result 7. End the cycle
- 18. SBF: Cost Elements 1 2 3 4 5 6 7 Requirements Requirements Implementation Implementation Optimization Optimization Monitoring and Control Monitoring and Control Optimization Optimization Analysis Cost Analysis Cost Implementation Cost Implementation Cost Cost Cost Life Cycle Cost Life Cycle Cost Cost Cost Schedule Schedule Risk Risk Quality Quality Resources Resources Elements Elements ROI Communication Communication Process Process Data Center Data Center Center Center Center Center Centers Centers Governance Governance OPA OPA Center Center
- 19. Quality Assurance and Control • Define data to be captured • Measure and record the data • Analysis the data and processes involved • Improve the processes and verify through measurements • QC -> Data & Measurement • QA -> Process & Analysis