Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business...
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![Page 1: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/1.jpg)
Designer at the Strategy Level
![Page 2: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/2.jpg)
OverviewOverview
• Establishing the why, who, when, and what of the business direction model
• Defining business objectives, critical success factors, key performance indicators, and problems in the Repository
• Storing project documents• Reporting on the business direction
• Establishing the why, who, when, and what of the business direction model
• Defining business objectives, critical success factors, key performance indicators, and problems in the Repository
• Storing project documents• Reporting on the business direction
![Page 3: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/3.jpg)
• Establish a common understanding:– What the business wants to achieve– The priorities for information
systems development
• Forms part of high level requirements definition
• Establish a common understanding:– What the business wants to achieve– The priorities for information
systems development
• Forms part of high level requirements definition
Why Document the Business Direction?
Why Document the Business Direction?
ObjectivesCritical Success FactorsKey Performance IndicatorsProblems
Requirements Specification
Business Direction Statement
![Page 4: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/4.jpg)
Who Defines the Business Direction?
Who Defines the Business Direction?
• Senior management• Analysts and business users on
business side• Developers need the definition, but
do not provide it!
• Senior management• Analysts and business users on
business side• Developers need the definition, but
do not provide it!
![Page 5: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/5.jpg)
When Is the Business Direction Defined?
When Is the Business Direction Defined?
• As part of an Information Systems Strategy– Reviewed before the start of
detailed analysis
• Before detailed analysis for every project
• As part of an Information Systems Strategy– Reviewed before the start of
detailed analysis
• Before detailed analysis for every project
![Page 6: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/6.jpg)
Facilities for Strategy Documentation
• Repository Navigator– Built-in categories for documentation– Organizational Features– Document Storage
• Diagrams– ERD and Process Models
• Reports• User defined additions
![Page 7: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/7.jpg)
The Business DirectionThe Business Direction
• Business Objectives• Assumptions• Critical Success Factors• Key Performance Indicators• Problems
• Business Objectives• Assumptions• Critical Success Factors• Key Performance Indicators• Problems
![Page 8: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/8.jpg)
Business Objective
• A statement of business intent that can be measured quantitatively
• Examples:– To increase membership fee revenue
by 30% by offering corporate memberships to local companies.
– To reduce membership non-renewals from 20% to 10%
![Page 9: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/9.jpg)
Critical Success Factor
• A Danger or Sine Qua Non• Something which must be achieved
if a business objective is to happen.• Examples:
– Membership creation must not be so complex that people are deterred from becoming members
– Staff must not be rude to customers
![Page 10: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/10.jpg)
Key Performance Indicator
• Something that can be measured that shows amount of progress toward a business objective
• Examples:– Rate of membership upgrade should be
> 15%– Number of bonus months for members
bringing in new members should be >20 per month
![Page 11: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/11.jpg)
Problems
• Something that may inhibit progress toward an objective
• Examples:– Clerks do not know when
memberships are near renewal– Clerks are not aware of the
advantages of upgrading membership
![Page 12: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/12.jpg)
Organization through association
• Association type: connect any two objects
• Build associations through matrix diagrammer and RON
• Documents can be stored and associated as well
![Page 13: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/13.jpg)
Associating Business Direction Objects
Associating Business Direction Objects
BusinessProcess
Objective
CriticalSuccessFactor
KeyPerformance
Indicator
Problem
BusinessUnit
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DocumentsDocuments
• Store project documents in the Repository
• Use the Document element type• Associate documents with other
types of element
• Store project documents in the Repository
• Use the Document element type• Associate documents with other
types of element
![Page 15: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/15.jpg)
Diagrams
• High level documentation of business processes
• High level documentation of information requirements
![Page 16: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/16.jpg)
Reports
• Built-ins: Strategic Considerations Report
• User defined (using Developer Reports)
![Page 17: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/17.jpg)
The Strategic Considerations Report
The Strategic Considerations Report
• Built-in Designer Report• Assumptions• Critical success factors• Key performance indicators• Objectives• Problems
• Built-in Designer Report• Assumptions• Critical success factors• Key performance indicators• Objectives• Problems
![Page 18: Designer at the Strategy Level. Overview Establishing the why, who, when, and what of the business direction model Defining business objectives, critical.](https://reader036.fdocuments.us/reader036/viewer/2022083010/5697bfea1a28abf838cb7899/html5/thumbnails/18.jpg)
SummarySummary
• The business direction statement:– A basis for the project– Defined by senior management– May be defined as part of the
business plan
• Objectives, critical success factors, key performance indicators, and problems are specified
• Documented in Oracle Designer
• The business direction statement:– A basis for the project– Defined by senior management– May be defined as part of the
business plan
• Objectives, critical success factors, key performance indicators, and problems are specified
• Documented in Oracle Designer