SPC144

Using Visio for High-End Business Process Consulting ServicesMaria Sourlas, Šenaj LelicProject Manager, managing director

Šenaj Lelić (MVP)

Šenaj Lelić • Visio MVP since 2001• Focus on custom solutions in Visio, Visio

Services and SharePoint• Process skills and knowledge for solution

development

Maria Sourlas

Maria Sourlas• Head of Organizational Development at

Malik • Focus:

• Large-Scale Restructuring Projects across all industries• Malik R&D Team (Innovative Consulting Tools and Solutions)

• Fields of expertise: Strategy, Structure, Change Management

The world’s leading knowledge organization in General Management, Leadership and Governance. Prime address for education, consulting, application of management systems and solutions for mastering complexity.

» Our mission is to provide solutions for reliably functioning organizations of all kinds by answering the question

What is right and good management?

» Established in 1973 as a foundation by the Society for Management Research at the University of St. Gallen, Switzerland.

» Converted into Malik Management Inc., St. Gallen, in 1984 for research and practical application based on the Malik Management Thinking System.

» Today, Malik Management is unique in its integrated scientific approach to general management, educating and consulting more than 12’000 executives per year.

» Some 300 employees with scientific qualification and practical experience in the business, public, academic and scientific domains.

» The Malik Networks in Management Cybernetics as well as Management Bionics are the largest worldwide.

Malik Management St. Gallen – Zurich – Vienna – Berlin – London – Shanghai – Beijing - Toronto

The Malik Viable System Model®

(VSM)

Is there an invariant structure …

„ … to control a complex system?“

The symbolic convention of the VSM

Systems ONE: fulfilling a purpose

a) … fulfill the purpose of an organisation (do what the client is paying for),

b) … must autonomously cope with the complexity and dynamics of their environment,

c) … thus need high autonomy and their own resources (budgets,..)

d) … and assign part of their autonomy to the whole system and must abide by the rules of the game to benefit from it.

Examples Regions, countries, projects, states, production lines, product groups etc.

System TWO: Coordination, anti-oscillation, stabilisation

a) … regulates the interplay of the operative units

b) … helps avoiding possible conflicts

c) … and enables self-coordination between the operative units (Systems 1).

Examples

Control-systems, rules and regulations, guidelines, common language, implicit rules of the game, standards etc.

System THREE: Optimisation of the „Inside & Now“

a) … optimises of the cooperation between the Systems ONE,

b) … distributes the disposable resources for the optimisation of the whole,

c) … identifies and realises synergies and ensures the use of experience and knowledge,

d) … implements existing success potentials into ROI

e) … and releases regulations and ensures that they are followed.

Examples Operative planning, budgeting, annual targets, definition of rules and regulations etc.

System THREE*: Auditing, Real-Life Information

a) … direct observation of the Systems One,

b) … supplies System THREE with unfiltered information to enhance decision making (what is really happening?),

c) … checks whether the settlements are followed as agreed,

d) … checks whether the processes are effective and efficient; whether activities and quality meet the expecations

e) … and is an informal information channel for the System 3.

Examples Ad-Hoc inspections, mystery shopping, direct customer, employee contact etc.

System FOUR: Intelligence and Adaptability - „Outside and Then“

a) … recognises and interprets the environment and develops an understanding of the organisation within her environment (opportunities & risks),

b) … makes suggestions for future development and consults with System 3 (ensures adaptability),

c) … builds up future potential for success

d) … and communicates with the environment (media, associations, actionnairies, authorities, etc.).

Examples Strategy development, recruiting, benchmarking etc.

System FIVE: Provides identity, sets values and standards

a) … defines the purpose of an organisation: „What business are we really in?“,

b) … sets the standards, values and barriers,

c) … works on the corporate policy and supervises the organisation

d) … and guards the interplay of System 3 – 4 and makes normative decisions in cases of emergency.

Examples Corporate Identity, Corporate Governance, Rules of Conduct etc.

The Principle of Recursion

Each viable system is embeded into a viable system and consists of viable systems itself.This way, the entire system with all its units and managerial functions - including products, client groups and regions - is described in one single model.

Project Procedure

Malik VSM Project Procedure

DefinitionBasic StructureStructure follows Strategy

1

Critical Management Task Identification

… always keeping the customer perspective

2

Critical Management Task Alocation … anchored on all levels

3Deep Structure

Deduction… ensuring long term viability

6

System Function Chart Completion

… clarifying interfaces

4

Job DescriptionElaboration

… and responsibilities

5

VSMi – project opportunities

• Bring the Malik method to a software-based standard process

• Empower users at customer site to adapt and use the Malik method themselves

• Give users a tool by which they can continue to optimize their organisational structure after the consulting phase has been done

• Standardize usage scenarios

Opportunities with the VSMi software

The challlenges for VSMi

• Enable inexperienced users to use and create VSMi-based diagrams and models

• Enforce VSMi based rules in the diagrams• Help users to model diagrams with

metadata within one solution• Store data in a Microsoft-environment

standard way (i.e. SharePoint)• Use a powerful graphic engine that needs

no additional training (Microsoft Visio)

Challenges for a VSM-sofware about

VSMi – introduction and overview

VSMi – a new software generation• Created as a support component of the

Malik consulting process• Workflow:

• Create recursions• Add Actors• <>…

Technical overview of VSMi• Windows Forms application with custom

components• Embeds the Visio drawing control as the

graphical component• Supports the key concepts and

components of the VSM notation and diagramming experience

• Captures the consulting work of consultants of Malik Management

VSMi – the overall architecture

SharePoint as persistence store

Server component (see details)

VSMi Client

VSMi Client

VSMinteractive 2.0

Busi

ness

Lay

erD

ata

Laye

rPr

esen

tatio

n La

yer

Lice

nsin

g

SharePoint(Data lists, Document Libraries, Workflows, User Authentication,

File Versioning)

SharePoint OnlineOn Premise SharePoint

Server

Business Model

Role Management

(User Authentication,

Rights)

SharePoint Connection

(Office 365, Local, Network)

Excel Export

SharePoint Data(Create, Update,

Get Upload, Download)

UI

VisioOne Control switching between Visio Viewer and Visio Drawing

Control(View, Create, Update)

License Check

Diagrams(Editable/Viewable/

Exportable)

Server Installer(creates lists,

workflows and base data)

Interface

Interface

VSMi - 2• Architecture: Windows Forms, .NET 4.5, Visio

2010 and/or Visio 2013 drawing control• Persistence: SharePoint-Technology is being

used in database-style• The backend is intransparent to the user (the

user „just“ connects to the backend)• Need to support all possible combinations „out

there“:• SharePoint Foundation 4.0• SharePoint Server 2010 and 2013• SharePoint in Office 365 in all variations

Picture 1 – VSMi in General

Picture 2 – VSMi the first step: the VSM itself

Picture 3 – VSMi and metadata – the CMT

Demo: VSMi in action• Create recursions• Create first VSM-diagrams (automatically)• Add Actor(s)

Demo

VSMi in Action: Maria Sourlas, Malik ManagementŠenaj Lelic (MVP)

Why Visio 2013 ?

• Visio IS a diagramming tool and engine• No end-user training necessary• Visio 2013: better looking diagrams• Collaboration and commenting with

SharePoint 2013• Ideal choice

• New commenting feature to enable team-based conversations about diagrams

Why Visio 2013 ?

Work Better As A TeamCoauthor diagrams

Better commenting

Workflow improvements

Improved client comment pane, including presence

information

Improved and with presence integration

Visio Sessions at SPC

Title Day / Time Room

What's New in Visio and Visio Services 2013 Monday 11:00am

Reef

CRM BI and Workflow tracking with Microsoft Visio Tuesday 5:00pm

Banyan ABCD

Developing SharePoint Workflows with SharePoint Designer 2013 and Visio Pro 2013

Tuesday 5:00pm

South Seas Ballroom CDFJI

Customer showcase: Bringing business agility using Visio Services, Azure, Windows Phone and SharePoint Online to Deliver Australia

Wednesday 9:00am

South Pacific Ballroom F

Customer showcase: How Malik Management is using Visio for High-End Business Process Consulting Services

Wednesday 10:30am

South Pacific Ballroom F

Ask the Experts Wednesday6pm

Expo Floor

Developing Advanced BI Visualizations with Visio & SharePoint in Office 365 with Azure data integration

Thursday 10:30am

South Seas Ballroom E

Lab: Building a Market Trends dashboard using Visio Services in SharePoint 2013

All 4 Days Labs

Lab: Design BI dashboards with PerformancePoint Services 2013 All 4 Days Labs

Thank youMaria Sourlas (maria.sourla@mzsg.ch)Šenaj Lelić (sl@oneassist.de)

Evaluate this session now on MySPC using your laptop or mobile device: http://myspc.sharepointconference.com

MySPC

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