In this post, you will find a brief overview of the relationship of VDML to BPMN (Business Process Model and Notation). While VDML and BPMN represent some similar concepts, they address different business problems and areas of concern. They provide different viewpoints—they address the concerns of different stakeholders. The mapping reveals the similarities and differences […]
The Balanced Scorecard (BSC) and Strategy Map (SM) are well-known, abstract models for structuring business transformation objectives. The analysis of objectives helps refine a strategic plan, and the resulting objectives provide a basis for continuing assessment of progress. BSC/SM objectives represent desired changes to the state of the business—how changes to the design/operation of the […]
In this post, you will find a brief overview of BMM and then discuss the application of VDML to further detail and refine the strategy and to support transformation planning and management. This discussion is not intended as a standard method, but illustrates how VDML can be used to improve the discipline and rigor of strategic […]
This post will give more detail about the mapping of e³value to VDML. This modeling language for evaluation of the viability of e-commerce business models or value constellations, e³value, as presented by Gordijn and Akkermans (2003, 2004), represents a group of economically independent entities, including market segments, that exchange transactions with economic value for mutual […]
This post will give more detail about the mapping of Possession, Ownership, Availability (POA) to VDML. POA, is a method, notation and ontology for modeling business processes focusing on value delivery, which is suitable for model-driven design of ERP and enterprise information systems (Scheller, Hruby, 2009, 2011). The POA model defines specific roles in a […]
This post will give more detail about the mapping of REA to VDML. William McCarthy developed the REA model in 1982 as a generalized accounting framework, but later evolved it together with Guido Geerts into an ontology for economic systems, covering value delivery among networks of economic agents Geerts, McCarthy (2002), McCarthy (1987). Figure 5, […]
This post discuss VDML alignment with both Lindgren’s and Osterwalder”s business model frameworks. These both provide a high-level abstraction of what an organization does to achieve its purpose. Lindgren A business model describes how an organization creates, captures, delivers, and consumes value from the perspective of primary stakeholders. Peter Lindgren defines seven building blocks of a […]
A value chain has been described as “a [disaggregation of] a firm into its strategically relevant activities in order to understand the behavior of costs and the existing potential sources of (competitive) differentiation” Porter(1985). A value stream has been described as “an end-to-end collection of activities that create a result for a ‘customer’ who may […]
In recent years, considerable attention has focused on capability mapping. A capability map defines a hierarchy of capabilities required for the enterprise to deliver the desired results along with assessment of the importance and performance of these capabilities. The capability map is analyzed to identify those capabilities that require improvement—often called a capability “heat” map. […]
Value Network Analysis (VNA) is an integrative modelling technique for analysis of business activity (Allee 2003, 2008). It defines the specific Roles in a collaboration and their interactions that create value through the exchange of Deliverables. Roles and deliverables are made visible through visual graphs. Analyses include cost/benefit, value realization, perceived value and internal and […]
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