Abstract:
A system gathers real-time data about an enterprise over a network. A user device displays a dashboard showing a component business model map, a heat map, key performance indicators for components, key performance indicators for the enterprise, and gradients. The business is enhanced by making investments and changes to those operations having large gradients.

Description:
CROSS REFERENCE TO RELATED APPLICATION 
       [0001]    This application is related to U.S. application Ser. No. 12/632,256 filed Dec. 7, 2009 entitled ASSESSING THE MATURITY OF AN INDUSTRY ARCHITECTURE MODEL. This application is also related to U.S. application Ser. No. 12/630,063 filed Dec. 3, 2009 entitled SYSTEM FOR MANAGING BUSINESS PERFORMANCE USING INDUSTRY BUSINESS ARCHITECTURE MODELS. This application is also related to U.S. application Ser. No. 12/631,092 filed Dec. 4, 2009 entitled TOOL FOR CREATING AN INDUSTRY BUSINESS ARCHITECTURE MODEL. The above three related applications shall be incorporated herein by reference in their entireties. 
     
    
     BACKGROUND OF THE INVENTION 
       [0002]    1. Field of the Invention 
         [0003]    The invention relates generally to systems for business performance evaluation and improvement. In particular the invention relates to systems for constructing business models for business performance assessment and adjusting the models to enhance business performance. More particularly the business models are industry business architecture models (IBAM) including component business models (CBM). 
         [0004]    2. Description of the Related Art 
         [0005]    Rackham in U.S. application Ser. No. 10/796,367 describes the component modeling process and elements. In particular Rackham describes a component business modeling map and a process for filtering this map to form a heat map of components. 
         [0006]    Bhaskaran in U.S. application Ser. No. 10/692,898 filed Oct. 24, 2003 discloses end-to-end business process solution creation with business measurements and initiatives according to defined business goals and objectives of an entity. Business operations of the entity are modeled in terms of business process elements including process tasks, artifact flows, artifact repositories and business commitment elements including key performance indicators. Bhaskaran&#39;s model and process elements may be continuously refined over a solution development lifecycle. 
         [0007]    Ang in U.S. application Ser. No. 11/496,917 filed Jul. 31, 2006 describes a goal-service modeling approach using key performance indicators for measurement of attainment of goals. Rackham, Bhaskaran, and Ang shall be incorporated herein by reference in their entireties. 
         [0008]    Bhandari in U.S. application Ser. Nos. 12/630,063 filed Dec. 3, 2009 and 12/631,092 filed Dec. 4, 2009 describes systems for creating industry business architecture models and for managing business performance using such models. Bhandari also describes in U.S. application Ser. No. 12/632,256 filed Dec. 7, 2009 a system for assessing the maturity of such industry business architecture models. The above three applications by Bhandari shall be incorporated herein by reference in their entireties. 
       BRIEF SUMMARY OF THE INVENTION 
       [0009]    The system of the present invention is used to enhance the business performance of an enterprise. The enterprise is typically a large business with a complex structure such as a major corporation. This enterprise is analyzed and modeled using the systems described by Rackham, Bhaskaran, Ang, and Bhandari. Such analysis and modeling using these systems may be the subject of a large consulting contract with a business services providing company. 
         [0010]    In addition to analysis and modeling, the enterprise wants to invest in systems to enhance its business performance. The present invention provides such a system using real-time data collection apparatus, real-time calculation of operational and enterprise key performance indicators, and calculation of gradients of the enterprise key performance indicators with respect to the operational key performance indicators. The consulting company may then use the gradients to determine where new investments by the enterprise will produce the best enhancements in the business performance of the enterprise. 
     
    
     
       BRIEF DESCRIPTION OF THE SEVERAL VIEWS OF THE DRAWINGS 
         [0011]      FIG. 1  is a network system for implementing an industry business architecture model and assessing its maturity; 
           [0012]      FIG. 2  is a flowchart for determining which models to assess maturity; 
           [0013]      FIG. 3  is a flowchart for selecting the scope of a maturity assessment; 
           [0014]      FIG. 4  is a flowchart for assessing maturity; 
           [0015]      FIG. 5  is a maturity assessment checklist; 
           [0016]      FIG. 6  is a framework for a maturity model; 
           [0017]      FIG. 7  shows the life cycle of managing business performance according to the present invention; 
           [0018]      FIG. 8  is a block diagram depicting a system in accordance with the present invention; 
           [0019]      FIG. 9  shows a representative component business model map; 
           [0020]      FIG. 10  is an example of a heat map; 
           [0021]      FIG. 11  is a flowchart for creating an IBAM; 
           [0022]      FIG. 12  is a flowchart for creating or updating a component business model; 
           [0023]      FIG. 13  is a flowchart for creating or updating a process model; 
           [0024]      FIG. 14  is a flowchart for creating or updating a service model; 
           [0025]      FIG. 15  is a flowchart for creating or updating the data model part of an information model; 
           [0026]      FIG. 16  is a flowchart for creating or updating the message model part of an information model; 
           [0027]      FIG. 17  is a flowchart for creating or updating the business terms/glossary part of an information model; and 
           [0028]      FIG. 18  is a flowchart for creating a listing of knowledge assets and collateral for use in an IBAM. 
       
    
    
     DETAILED DESCRIPTION OF THE INVENTION 
       [0029]    In  FIG. 1  there is shown a network system upon which the present invention is implemented. System  100  of  FIG. 1  includes a business enterprise  182  having server  104  and data storage device  118  having databases  120 - 128 . System  100  also has client systems  112  and  114  representing computer workstations, laptops, personal data assistants, cell phones, or any other client device known in the art. System  100  may also include a network connection to the Internet or any other network whether broadband or not, depicted by the cloud and lightning elements of  FIG. 1 . 
         [0030]    Client systems  112 ,  114  may be operated by representatives of business enterprise  182  including information technology (IT) professionals, architecture specialists, business professionals, management, and system administrators. The term “business enterprise” shall be taken herein to refer to the organization implementing the IBAM of the present invention. 
         [0031]    Network  116  connecting client systems  112 ,  114  to server  104  may comprise a LAN, WAN, wireless, infrared, radio, or any network configuration known in the art. Business enterprise  102  executes the IBAM via server  104 , client systems  112 ,  114  or a combination of these. 
         [0032]    Server  104  has data storage  118  attached either directly or via network  116 . Data storage has a plurality of databases  120 - 128  included therein. 
         [0033]    System  100  may also include wired or wireless connection to a wide area network including multiple geographical locations interconnected by high speed data lines or radio links as depicted by the lightning and cloud elements of  FIG. 1 . 
         [0034]    In an exemplary embodiment, the industry architecture model may be executing on server  104 , or clients  112 ,  114 , or on a combination of the above. 
         [0035]    In  FIG. 2  there is shown flowchart  20  for selecting the scope of a maturity assessment. The scope may be for an entire IBAM resulting in an aggregate maturity assessment by selecting path  21  to  FIG. 3 . The scope may be for the component business model, or the process model, or the service model, or the information model by selecting paths  22 ,  23 ,  24  or  25  respectively, leading to  FIG. 3 . The scope may also be any combination of models as indicated by decision block  26  in  FIG. 2 . 
         [0036]    After selecting the scope as described above, the appropriate paths are taken in the flowchart of  FIG. 3 . For each path an extensive checklist such as the example shown in  FIG. 5 , which has been previously developed, is reviewed to insure completeness of the respective model. Each item in a checklist is mapped to one of the maturity levels of the maturity assessment framework of  FIG. 6 . For each of the models separately, the maturity level is assessed using a checklist and the framework of  FIG. 6 . For example, the levels may be designated as defined, enhanced, or refined with defined as the lowest and refined as highest as shown in  FIG. 6 . Other level scales may be used. Finally in decision block  35  it is determined whether all model assessments are complete according to the scope from  FIG. 2  above. If not, then the remaining paths of  FIG. 3  are followed as necessary. Note that all selections of scope from  FIG. 2  require step {circle around (e)} to be performed for a review of knowledge assets and collateral. 
         [0037]    In  FIG. 4  there is shown a flowchart  40  for assessing aggregate maturity level of an IBAM. Entering the flowchart at block  41 , the aggregate maturity level of the IBAM is assessed according to an algorithm. One example of such an algorithm is a rule that the aggregate maturity level is no higher than the lowest individual maturity level of its constituent models. In  FIG. 6 , if the lowest level of CBM maturity, or process maturity, or service maturity, or information maturity is level  2 , even though some may be level  3 , then the aggregate maturity level is set to level  2 . Other algorithms will be apparent to those skilled in the art of aggregate level setting, such as weighted average, maximum level, minimum level, and the like. 
         [0038]    In  FIG. 4  there is also shown step  42  for governance of the IBAM as well as the constituent CBM, process, service, and information model. Governance is described by Brown in U.S. application Ser. No. 12/024,746 filed Feb. 2, 2008 and published as U.S. 2009/0198534 on Aug. 6, 2009 which is incorporated herein by reference in its entirety. 
         [0039]    Following step  42 , the IBAM is updated in step  43  based on the aggregate maturity assessment of step  41 , thereby completing a closed loop path back to the IBAM itself. The algorithm for assessing aggregate maturity level may also be adjusted in step  43 . 
         [0040]    In  FIG. 7  there is shown a lifecycle flowchart of business performance management in accordance with the present invention. A component business model map such as described below and shown in  FIG. 9  has been previously generated. The techniques of generation are described in application Ser. No. 10/796,367. In step  101  of  FIG. 7 , enterprise level key performance indicators (KPIs) are selected. 
         [0041]    Key performance indicators, also known as key success indicators or key business indicators are used by businesses to define and measure progress toward their goals. As used herein, KPIs represent quantifiable, measurable objectives, agreed to beforehand, that reflect the critical success factors of an organization. KPIs differ depending on an industry or organization. A sales organization may use the percentage of its sales that come from return customers. A customer service organization may measure the number of customer service calls answered in less than one minute. To determine if the objectives associated with a KPI are being met, the KPI may need to be broken down into one or more metrics, which are specific measurements to collect for analysis. According to the present invention the measurements are collected in real-time using data collective apparatus  114  connected to various systems, devices, and terminals located throughout the enterprise. 
         [0042]    The KPIs in step  101  are enterprise level KPIs dealing with indicators of progress for the enterprise. 
         [0043]    In step  102  of  FIG. 7 , operational KPIs at the business component level are developed for each component, based on the enterprise level KPIs. 
         [0044]    The operational KPIs are selected from the KPIs provided by the Industry Business Architecture Models for the industry of the enterprise. 
         [0045]    One or more models of the enterprise level KPIs as a function of some or all of the operational KPIs is developed as follows, taking advantage of the non-overlapping, activity oriented nature of a component business model. 
         [0046]    If detailed data on the enterprise level KPIs or the operational KPIs are not available, such as when the performance management system shown in  FIG. 7  is being built but not yet operational, a top-down approach is used. In this approach, the value of the enterprise level KPIs is modeled as a weighted combination of operational KPIs: 
         [0000]    
       
         
           
             EP 
             = 
             
               
                 ∑ 
                 
                   i 
                   = 
                   1 
                 
                 N 
               
                
               
                 
                   w 
                   i 
                 
                  
                 
                   OP 
                   i 
                 
               
             
           
         
       
     
         [0047]    Where EP=enterprise level KPI, OP i =the i-th operational KPI, w i =weight for the i-th operational KPI, N=number of operational KPIs that affect the enterprise level KPI. For example, EP is a cost measure, such as the total cost to produce a product, and OP i  is the cost to produce that product for relevant activities in business component i, w i  is chosen to be 1, so that the total cost is the sum of the costs of the relevant activities in all the components. This approach is consistent with the principles of the known activity-based costing approach in cost accounting. Another example is that EP is the total revenue related to a product, OP i  is the revenue from activities in business component i relevant to the product, w i  is chosen to be 1, so that the total revenue is the sum of the revenue contribution of the relevant activities in all the components. 
         [0048]    When EP is not a cost or revenue measure, the selection of w i  in the above top-down approach is based on expert opinion. For example, w i  can be chosen to be 1/N so that EP is an average of all the individual contribution of the operational KPIs of the components. In some cases, a poll is conducted among business executive and other subject matter experts and a weighted average of the poll results is used to determine w i . 
         [0049]    When detailed data on EP and OP i  are available, such as when the operation of the performance management system in  FIG. 8  has been commenced for some time, an alternative approach to the above top-down approach is used. In this approach, a causal model of EP as a function of OP i  (i=1, . . . , N) is developed using known techniques including linear and non-linear regression, or structural equation modeling techniques, or artificial intelligence techniques such a neural networks. 
         [0050]    In step  103  of  FIG. 7  data for computing values for the KPIs is collected in real-time using data collection apparatus  140  described above. 
         [0051]    In step  144 , a business performance dashboard is developed specific to the business being analyzed. The system of the present invention includes a dashboard developing capability wherein the dashboard displays a component business model map such as the example shown in  FIG. 9 . The map has been developed using an industry business architecture model. The map has business processes, the enterprise key performance indicators and attributes. 
         [0052]    The map also has the operational key performance indicators described above and the computed real-time values thereof. 
         [0053]    The system and dashboard of the present invention are constructed in such a manner that a user can select an enterprise key performance indicator whereupon the dashboard displays a heat map corresponding thereto. 
         [0054]    The system and dashboard may also be used to display an enterprise key performance tree. 
         [0055]    Each tree shows the structure of a model of an enterprise level KPI as a function of the operational KPIs determined in step  102 . The real-time, computed values of the operational KPIs are shown on their respective business components. The real-time, computed values of the enterprise level KPI is also shown on an enterprise performance section of the screen. In some cases, the value of an enterprise level KPI may not be available in real-time. For example, revenue as an enterprise level KPI may not be computed in real-time but only periodically (such as monthly), or customer satisfaction as an enterprise level KPI is only available periodically after a customer survey is conducted. In these cases, the weighted combination above is used to compute the value of the enterprise level KPI which is then displayed on the screen. 
         [0056]    The key performance tree may be displayed as a traditional tree structure with the enterprise level KPI as the root and operational KPIs as its children, and also as a heat map of the business components associated with the operational KPIs relevant to the enterprise level KPI. 
         [0057]    In addition, corresponding to each operational KPI shown on a business component, the impact of the operational KPI on each relevant enterprise level KPI is shown through displaying the gradient of the enterprise level KPI with respect to that operational KPI. The gradient is computed from the model of the enterprise level KPI as a function of the operational KPIs using techniques of differentiation or finite difference. 
         [0058]    In step  105 , business performance is monitored in real-time using server  104 , display  120 , and data collection apparatus  140  of  FIG. 8 . Display  120  shows the dashboard as just described. By monitoring business performance in this manner using the system and dashboard of the present invention, reports can be periodically made to stakeholders in step  106 . In addition, issues and opportunities can be identified  107  from the monitored performance of step  105 . 
         [0059]    Finally in step  108  of the lifecycle flow chart of  FIG. 7 , solutions are developed for the issues identified in step  107 . Furthermore, actions are also taken to address the opportunities identified in step  107 . 
         [0060]    If the value of an enterprise level KPI is directly available, the system computes the enterprise level KPI using its corresponding operational KPI values collected, and compares this computed value to the value directly collected from data. When a significant gap exists between the computed and the observed values, the model of the enterprise level KPI is updated by repeating the steps  102  and  103 . 
         [0061]    When the value of one or more enterprise level KPI is deemed unsatisfactory, an issue and the corresponding opportunity for performance improvement exist. The key performance tree described above is examined. For each of the operational KPIs shown in the key performance tree, the value of the operational KPI, and the gradient of the enterprise level KPI with respect to that operational KPI are examined. An issue exists when the value of an operational KPI is deemed unsatisfactory and an improvement opportunity exists when an unsatisfactory operational KPI is associated with a significant positive gradient of the enterprise level KPI. Heat maps as described below can be used to aid identification of issues and opportunities. 
         [0062]    To further investigate an opportunity, the user can enter a “what-if” value of the identified operational KPI into the key performance tree and the system will compute the corresponding value of the enterprise level KPI. A range of “what-if” values of the identified operational KPI can also be entered and the system will plot a graph of the enterprise level KPI values. Similarly, other operational KPIs in the key performance tree can be investigated. 
         [0063]    As such solutions and actions are implemented, a natural feedback path is taken back to step  102  where new or updated operational KPIs based on the enterprise level KPIs may be developed. 
         [0064]      FIG. 8  shows a system suitable for implementing an embodiment of the present invention. Server  104  is operably connected to display device  184  over connection  160 . Server  104  is also operably connected to data collection apparatus  140  over connection  180 . Server  104  which is also shown in  FIG. 1  may be any type of computing system known in the art capable of executing instructions for implementing necessary steps of the embodiment. Typically server  104  may include a processing unit, I/O interface, network adaptor and memory. 
         [0065]    Connections  160  and  180  may be any type of connection known in the art for transferring data such as a bus, network, wireless, infrared, or the like. Display device  184  includes a viewing screen but may also include processing hardware and software. Indeed, display device may comprise a workstation, laptop, personal digital assistant, cell phone, or any device having a display screen, including client systems  112  and  114  of  FIG. 1 . 
         [0066]    Data collection apparatus  140  includes connections  150  to various systems, devices, and terminals (not shown) located within an enterprise for gathering data, including cost center data, necessary for calculating key performance indicator values in real-time. 
         [0067]    In  FIG. 9  there is shown an example of component business model map  125  in accordance with the present invention. The map is a matrix of activities having rows and columns. The rows of matrix  125  are grouped into three management levels of business activities, namely, planning and analysis, checks and controls, and execution. The rows of the matrix are standard for all industries, defining three levels of management control. For each grouping of activities in a column, a combination of these three levels is usually required to ensure the business operates effectively. The names of these levels may vary based on specific requirements. For example, the first level may be named “Direct” instead of “Planning and Analysis”; the second level may be named “Control” instead of “Checks and Controls”. 
         [0068]    The columns of matrix  125  are activity categories which are industry specific. However, once a good component map is built for any client, it may be used for any other client or competency in that specific industry. Business activities are determined in interviews supported by subject area specialists to identify both current and future capabilities. Activities may be specified in the general terms of: Functionality—the Subject; Users—Skill level, authority; Systems; Analytical; Operational, decisioning; Automated; Operational Characteristics; Business information usage; or any other general terms used in the industry. 
         [0069]    Components within the activity categories should be able to be extracted (e.g. subcontracted) without disrupting the enterprise. Smart components may be defined and represent opportunities for development by the services providing company. A component map, when built, depicts the future enterprise and industry leading practices. The level of detail is appropriate for the required analysis (is retractable and expandable). Activities are performed only in one component. 
         [0070]    Within each component, enterprise level key performance indicators are selected ( FIG. 7 , step  101 ) as described above. 
         [0071]    In  FIG. 10  there is shown an example of a heat map  130  in accordance with the present invention. The component map in  FIG. 9  is filtered to form a heat map. For each activity category in component map  125 , capabilities are defined that summarize how the enterprise seeks to perform in that aspect of its business. Target competitive levels are then determined for each capability. Competitive levels may then be used to filter component map  125 . 
         [0072]    Cost filtering may also be performed. For example, in  FIG. 10 , 15% of cost is allocated to the Product Development/Risk Management activity category. The allocation may be based on cost center data which may be collected in real-time by apparatus  140 . Any other basis of allocating cost may be used such as by the number of full time equivalent (FTE) people required to perform the activities involved. For each column, the allocated cost is then distributed across components in that column on another basis, for example, headcount. In  FIG. 10  the 5% allocated to Business Administration is distributed across the components in the last column by headcount. 
         [0073]    Revenue filtering may be performed using similar allocation and distribution methods. 
         [0074]    The results of filtering are summarized on the component map of  FIG. 9  such as by indicating the competitive level, cost level, or revenue level for each component. 
         [0075]    After applying the filtering just described, components are selected to form a heat map. Selected components should be components that drive the primary strategy of the company such as low cost provider, brand, servicing, and also have a large gap between the current and desired capabilities. Components that have a large potential to increase revenue or reduce cost may also be selected. Components that the client or interviewer have identified as problematic may be selected. Components required to perform key functions may also be selected. 
         [0076]    A component map having only the selected components shall be designated herein to be a heat map. 
         [0077]    In  FIG. 11  there is shown a flowchart for creating or updating an IBAM. It is readily apparent that each path may be performed separately. For example, the Business/CBM model may be created or updated at any time, regardless of the status of other models. The process model in step  201  and service model are created in steps  202  and  203  respectively. 
         [0078]    The information model has three parts, Data Model  204 , Message Model  205 , and Business Terms/Glossary  206 , which may also be created or updated at any time. Reference architecture  208 , and Knowledge Assets and Collateral  207  can also be created or updated at any time. 
         [0079]    Note, however, that from  FIG. 11 , all 6 paths must be completed before the IBAM is completed. 
         [0080]    In  FIG. 12  there is shown a flowchart for creating or updating a CBM model. Solution components are identified in step  221 . Business competencies, accountability levels, and business components are defined in step  222 . In step  223 , strategic capabilities and CBM activities are defined. 
         [0081]    Performance indicators also referred to as key performance indicators (KPIs) for each component are defined in step  224 . Associated processes, services, and data elements are defined in step  225 . This may include defining linkages to other models in the IBAM such as linkages to elements or steps in the process model, service model, or information model. 
         [0082]    In step  226 , other aspects of the CBM model including a heat map, are defined. 
         [0083]    Alternatively, the CBM model may be created using the steps described in Rackham U.S. 2005/0203784. 
         [0084]    In  FIG. 13  there is shown a flow diagram for creating or updating a process model. The most important steps in creating a process model  231 - 237  will be described. It will be obvious to one of ordinary skill how to update a process model, or any other model, therefore updating steps in the flowchart are not specifically described herein. In step  231  a process model is created using the tool of the present invention. In step  232  process catalogs are created. In step  233  processes and tasks resulting from process decomposition are defined. Business items are defined in step  234 . Roles, resources, performance indicators, and classifiers are defined in step  235 . 
         [0085]    In step  237  linkages to other models including the CBM model, service model, and information model are defined or updated. 
         [0086]    In  FIG. 14  there is shown a flowchart for creating or updating a service model in accordance with the present invention. The CBM model is imported  240  and processes from the process model described above are imported  246 . 
         [0087]    Services are identified in step  241 . A service hierarchy is created in step  242 . In step  243 , goal service modeling is performed to create service portfolios. Goal service modeling is described by Ang in U.S. patent application Ser. No. 11/496,917 filed Jul. 31, 2006 and published as U.S. 2008/0027784 on Jan. 31, 2008. In step  244  a service litmus test (SLT) is performed to expose services. Ang describes SLT in U.S. patent application Ser. No. 11/496,893 filed Jul. 31, 2006 and published as U.S. 2008/0126147 on May 29, 2008. Both applications by Ang shall be incorporated herein by reference in their entireties. 
         [0088]    In  FIGS. 15 ,  16 , and  17  there are shown flowcharts for creating the data model, message model, and glossary of business terms, of an information model, respectively. It is important to note that each flowchart includes a step,  251 ,  261 , and  271  respectively for creating linkages to other models in the IBAM, specifically CBM model, process model, and service model. 
         [0089]    Although according to  FIG. 11  the various IBAM models can be created or updated at any time, the various linkages tie each model to the others providing cohesion to the IBAM. 
         [0090]    In  FIG. 18  there is shown a flowchart for creating or updating additional parts of the IBAM. These include a value proposition, a package specification, roles and responsibilities matrix, demos, education material, references, and knowledge assets. Each of these can be created or updated at any time as shown in  FIG. 18 . 
         [0091]    While there have been shown and described what are at present considered the preferred embodiments of the invention, it will be obvious to those skilled in the art that various changes and modification may be made therein without departing from the scope of the invention as defined by the appended claims.