Simple Business Design Method (TakumiMethod)

Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.

Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.

2

Takumi Business Place Corporation CEO

Junzo Hagimoto

Support / Reference Materials

Atsushi Nagata (Sony Corporation)

Material for GilbFest 2014



Starting up faster

Realize values of business

Growing big from small start

Adaptable organization / framework

Lower risk


Business Planning

Product Planning

Business Transformation

/ Business Improvement

Medium- to long-term

strategies

Project Design

Career Design

Section Design

IT System Design


era

Business

Planning / OperationCurrent IT system development

User company IT vendor Agile development

Development management

DevOps

Future

IT system

development

IT Vendor

Cloud technology

Proto typing

Business

Planning / Operation

User companyBusiness

Planning / Operation

User company

IT system

development

IT Vendor Proto typing

Business development methods

Project management

Agile development

Development management

DevOps


Project

Activity

Ｐ

Ｄ

Ｃ

Ａ

Weak points

Loss of business valuesBudget => Man-hour => Mandatory functions =>

Requirements creep

Loss of creative opportunitiesInability to use IT effectively

Inability to cultivate workers / employee

(User company, IT vendor)Business practices


Business value

Business requirements

Business operation model

(IT utilization models)

Business activity plan

Business

Value

Operation

Activity

Plan

Require

ments

Visualize business structures

Include IT utilization


Creating

Value

Value

Operat

ion

Activity

Plan

Require

mentsProject

Activity

Ｐ

Ｄ

Ｃ

Ａ

Second Loop (Activity loop)Develop a valuable and realizable plan

First Loop (Creating value loop) Visualize values for sharing and evaluation

Eliminate unreasonable and wasteful projects


Creating

Value

Value

Operation

Activity

Plan

Requir

ements

Creating value loop incorporates project activity loop

Quality over quantity

Service over products

Creation over manufacturing

The definition of

business was changed

Merging over manufacturing

Cloud technology

Second Loop

(Activity loop)

First Loop (Creating value loop)

Project

Activity

Ｐ

Ｄ

Ｃ

Ａ


価値

創造

Visualize new operation process

Evaluate IT effectiveness

P

A

C

D

（Business development (include IT)）

Salesforce

Development

evaluation

Evaluation cycle

Business values

Design and

planning cycle

Value

OperationRequirements

Activity

Plan

Project

Activity

e.g.) TAKUMI Method for Salesforce users (TMS) since July 2015


Change

Enhance

ability to

take action

Enhance

motivation

SpecifyValidation

Value

Requirements

Activity

Plan

Current

Ideal

The body of knowledge for the TAKUMI Method is based on business development structure for creating business value

Operation

Stimulate

Model design that inspires



Value

Creation

Requirements

Structure

Activity

Structure

Current

Situation

Ideal state

Take action

■Business process model

・Business context flow

・User transaction

・Internal process

・Use case model

■Activity model

■Requirements model

■Value model

・Value analysis model

・Value design model

・User consensus model

・Requirements analysis tree

・Use case model

・Roadmap

・Goal statement

・Initial plan


Change

Take action

Validation

Specify

Value

Requirements

Activity

Plan

Current

Strategic

RequirementOperational Requirement

IT

Requirement

■Requirement Analysis Tree

■Value Analysis Model

Ideal

■Value Design Model

Planning, Goal

New Operation Process■Business Context Flow (ToBe)

Current Operation Process■Business Context Flow (AsIs)

Prototype

development etc.

Narrow down the strategic

requirements

Phased business development

Quick business planning and development in the era of cloud technology

Customer

Stimulate


The Value Analysis Model visualizes the values of stakeholders and helps

you to think about the purpose of project outside the box.

Value

Requirements

Activity

Plan

Current

Ideal


Sales innovation project

Value

Requirements

Activity

Plan

Current

Ideal


related people.

Value

Requirements

Activity

Plan

Current

Ideal


1. Be aware of project goals as value for stakeholders

2. Set project milestone for the success

3. Define evaluation criteria after the project finish

4. Validate project objectives

5. Associate project objectives with business values

6. Help project members to realize business values and

motivate them

7. Involve stakeholders in your project

Value

Requirements

Activity

Plan

Current

Ideal


Vision

Concept

Design

Meaning

Words

Story

The Value Design Model brings out business values and improves

branding strategy. It emphasizes advantages and improves the

attractiveness of your project (or product).

Value

Requirements

Activity

Plan

Current

Ideal



Value

Requirements

Activity

Plan

Current

Ideal


Product Architecture

Product Concept

Product

Vision

Directio

n

What is necessary?（Flow of what）

Pressure form ‘How’

Generate ‘What’

from ‘How’

Users

Adjust balance between ‘Needs’ and ‘Seeds’

Search for a way to ‘How’

Transformation of ‘How’

Promoting and branding ‘Needs’ from ‘Seeds’

It is important in the age of information flood!

◆Value Analysis Model

Value

Objective

Visualize user’s value and

connect value to project

objective

Vision◆Value Design Model

Scenario

Value

Requirements

Activity

Plan

Current

Ideal


Vision

Value Analysis Model

３Concepts３Concepts３Concepts

Value of seeds based ideas

Business

Strategic RequirementsBusiness

Operational

Requirements

IT

System

Requirements Solutions

Describe specific

operations

Specify requirements

based on change

Value Design Model

Objective

Value

Value of needs based design

Define action to

implement requirements Specify requirements with ‘Method’ in ‘Value’


Requirements Developments

◆Value Design Model ◆Value Analysis Model

◆Requirements Analysis Tree ◆Business Context Flow

Shape operation

process

Specify detail

requirements

Specify

Make detail planSpecify detail

requirements ♦Goal Statement

Add valuesAdd values


Business

Strategic Requirements

Business

Operational Requirements

IT

System RequirementsProblems Solutions

Requirements AreaProblems AreaSolutions Area

(Practical Solutions)

Value

Requirements

Activity

Plan

Current

Ideal


Business


Business


IT

System Requirements

Financial &

Vision level Objectives levelDetail

ObjectivesTactics level Tactics level

Concept

level

Use ‘Vision’ and ‘Concept’ from Value Design Model

Use ‘Objective’ from Value Analysis Model

Use method in ‘Value’ from Value Analysis Model

Value

Requirements

Activity

Plan

Current

Ideal


Business


Business


IT

System Requirements

Financial &

Vision levelObjectives level Detail

ObjectivesTactics level Tactics level

Use ‘Concept’ from

Value Design Model

Use ‘Vision’ and ‘Concept’ from Value Design Model

Use ‘Objective’ from Value Analysis Model

Use method in ‘Value’ from Value Analysis Model

Value

Requirements

Activity

Plan

Current

Ideal



Concept

Vision

Project Objectives

Value

Requirements

Activity

Plan

Current

Ideal






1. Judge importance of IT requirements by

business strategic requirements and business

operational requirements.

2. Define importanceUse ‘Red’ for high importance items

and ‘Black’ for unnecessary items

3. PrioritizePrioritize items based on importance level

and architecture.

■Result

• Actual time spent from ‘Value Model’ to

‘Requirement Model’ ~ 2days (8H)

• 30% of total requirements were adopted

■Post release

The page views increased 5 times

Web application service

Value

Requirements

Activity

Plan

Current

Ideal

=>BePROUD connpass

Provided Sato Haruo


General operational flow is too detailed to get the big picture of business changes.

Therefore use a ‘Business Context Flow’ is ordered by number. This model shows a higher level of operational flow and focuses on the link to the stakeholders.

..Improve point

..Details

Value

Requirements

Activity

Plan

Current

Ideal


1. Simplify overall business process

The business context flow visualizes the total business process and helps

project related members to understand and see the overview.

2. Easy to identify problems (AsIs Model)

Visualizing current status as ‘AsIs Model’ improves communication among

collaborative members of the projects to share the current conditions.

Using balloon symbols to specify problems.

3. Easy to identify future points to be enhanced

(ToBe Model)

Visualizing ideal status as ‘ToBe Model’ improves communication among

collaborative members of the projects to share the ideal conditions. Using

balloon symbols to specify changing points.

Value

Requirements

Activity

Plan

Current

Ideal


Problems are

specified in

red

Flow chart is too

detailed to explain an

overview of the business

operation. Focus on the

links with stakeholders

to get an overview.

Requirement models could not provide a clear image of business operation. Use the Business Context Flow to find the points of improvement and discuss the priority based on this model.

Value

Requirements

Activity

Plan

Current

Ideal


Value

Requirements

Activity

Plan

Current

Ideal


Requirement

Structure

Process Model

(Business Context Flow)

Requirement Model

(Requirements Analysis Tree)

Rodger!

Ideal State

Rodger! Rodger! This modeling cycle improves members motivation

to reduce non-essential requirements and to

complete the project with their responsibility.

(1) Evaluate demands

in the context flow

(2) Reflect changes

as new demands

Executive Business dept. IT dept.


Following is a completed ‘Requirements Analysis Tree’

Value

Requirements

Activity

Plan

Current

Ideal


Vision

Value Analysis Model

３Concepts３Concepts３Concepts

Value Design Model

Objectives

Values

Value of needs based design

Business

Strategic RequirementsBusiness

Operational

Requirements

IT System

RequirementsSolutions

…High importance A (1st priority)

…High importance A (2nd priority)

…Low importance B

…Hold / Reject

Define importance level

and priority for items in

a tree

Describe goal statement for each actions

Value of seeds based ideas

Specify requirements with ‘Method’ in ‘Value’ Define action to

implement requirements


The Goal Statement gives shape to practical actions

based on the requirements and clarifies KPI. It is

important to have activity plans that can be

implemented on the following day in this model.

The plan in the Activity Loop (‘P’DCA) is based on the

Goal Statement.

Value

Requirements

Activity

Plan

Current

Ideal


Value

Requirements

Activity

Plan

Current

Ideal


Business Strategic Requirements Business Operational Requirements IT Requirements Solutions

Requirements Analysis Tree Business Context Flow

Goal Statement Use case model (Business / System)

Vision

Concept

Values

Project objectives

Stakeholder

Mechanism, Idea

Project objectives’

position on the project

strategy branch

Mechanism of value

Operational

changing points

Operational requirements

Solution

=> ActionOperation, IT requirements

Operation, System

Use case

Operational requirements

Value Analysis Model Value Design Model


Value Analysis Model Value Design Model

戦略要求業務要求 IT要求解決策

Requirements Analysis Tree Business Context Flow

Goal Statement Use case model (Business / System)

ビジョン

コンセプト

価値

目的

ステークホルダ

機構、構想

プロジェクト戦略上位層

価値の仕組み

業務変更ポイント

業務要求

解決策＝＞アクション

業務、IT要求業務、システムユースケース

業務要求

Concept Model

Object model

Data model

System use case model（+UX）

ValidationRequire

Business System
