the world’s leading knowledge organization in general management, leadership and governance. prime...
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SPC144
Using Visio for High-End Business Process Consulting ServicesMaria Sourlas, Šenaj LelicProject Manager, managing director
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Šenaj Lelić (MVP)
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Šenaj Lelić • Visio MVP since 2001• Focus on custom solutions in Visio, Visio
Services and SharePoint• Process skills and knowledge for solution
development
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Maria Sourlas
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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
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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
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The Malik Viable System Model®
(VSM)
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Is there an invariant structure …
„ … to control a complex system?“
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The symbolic convention of the VSM
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Project Procedure
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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
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VSMi – project opportunities
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• 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
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The challlenges for VSMi
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• 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
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VSMi – introduction and overview
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VSMi – a new software generation• Created as a support component of the
Malik consulting process• Workflow:
• Create recursions• Add Actors• <>…
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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
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VSMi – the overall architecture
SharePoint as persistence store
Server component (see details)
VSMi Client
VSMi Client
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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
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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
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Picture 1 – VSMi in General
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Picture 2 – VSMi the first step: the VSM itself
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Picture 3 – VSMi and metadata – the CMT
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Demo: VSMi in action• Create recursions• Create first VSM-diagrams (automatically)• Add Actor(s)
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Demo
VSMi in Action: Maria Sourlas, Malik ManagementŠenaj Lelic (MVP)
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Why Visio 2013 ?
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• 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 ?
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Work Better As A TeamCoauthor diagrams
Better commenting
Workflow improvements
Improved client comment pane, including presence
information
Improved and with presence integration
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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
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Thank youMaria Sourlas ([email protected])Šenaj Lelić ([email protected])
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Evaluate this session now on MySPC using your laptop or mobile device: http://myspc.sharepointconference.com
MySPC
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© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.