About the Value Chain Group, Inc

VRM - Value Reference Model which is an analytical model that establishes a classification scheme for business processes using a hierarchy of levels and relationships through inputs/outputs. It establishes a contextual relationship with best practices and metrics to help classify the processes most critical to an enterprise.

XRM - eXtensible Reference Model which represent company- or industry-specific reference models that are decomposed from VRM to provide context at the activity level of an enterprise. It establishes domain based views of the enterprise that enables industry-specific process analysis and execution.

VLM - Value Lifecycle Model which is a model for deliverable based development. It directly reconciles deliverables and gate exit criteria with the task required to produce deliverables across all activities and phases of development.

ICIM - Integrated Continuous Improvement Methodology which is an integrated methodology embedded within the Value Reference Framework. Its goal is to link a knowledge reference architecture with a consistent vocabulary for configuring specific business process improvement efforts.

SOA-IM - Service Oriented Architecture Information Model that provides support for the SOA Collaboration Semantics. The SOA IM is used to manage both business context and business content.  It defines all interfaces with methods/functions required for the collaboration data manipulations and interactions between SOA architectural components.

Goals & Objectives of the BPTF

Models:

·         Continuously develop the VCG-models in alignment with demand and theory advancement for business

o    Agility & Innovation

o    Continuous Improvement

o    Integrated Methodology

·         Integrate with existing and emerging standards

·         Ensure stability and completeness of the VCG-models

·         Encapsulate the feedback from members

·         Share protected IP

Market:

·         ADDRESS FUNCTIONAL SILOS, BUSINESS LAYERS, express the need for a reference model in their terms

·         Realize a set-up for global and local interactions with (prospective) members

·         Address cultural differences through being organized accordingly

·         Organize to be business (demand) driven

·         Establish & support local/regional value chain management clusters/user groups

·         Understand our potential and existing members to tailor our efforts to walk them through from joining our organization to usage of our tools and methods

·         Include Higher Education participation in the development, use and conversion of potential members to the benefits of our organization.

Membership:

·         Maximize membership value by understanding their needs

·         Ensure quality use of the VCG-models through education/training

·         Facilitate networking between members via events/forums

·         Develop a portal for high fidelity benchmark services

·         Understand our members’ needs and use that knowledge to improve our organization and model

Educate:

·         Develop and maintain training materials and methodologies

·         Provide training through various channels

Quality:

·         Develop and maintain certification program conditions

Tactics

The VCG must continuously devote resources on many fronts in order to fulfill its mission. All of today’s initiatives are tactically in line with these:

·         Technical Development

o    Model improvement

o    Metrics

o    Practices

o    Benchmarking

·         Events

o    VCG hosted briefings

o    VCG workshops

o    VCG webinars

o    Partner User Group meetings

o    Related organization events

·         Build Partnerships 

o    Collaborate with industry related organizations

o    Promote consultant and enabler member companies

o    Support end users

·         Educational Initiatives

o    Provide VCG BPM materials to our Academic Members

o    Develop curriculum for a BPM concentrated area of study and certification

o    Offer an e-learning program

·         Continuously build and maintain the VCG Body of Knowledge

o    Offers Value Reference Models that integrate horizontally across domains (Supply Chain, Customer Relations and Product Development) and vertically between Business and IT (BPM & SOA) 

o    Provides an Integrated Continuous Improvement Methodology

o    Links value chain processes to application structures through the Federated Enterprise Reference Architecture (FERA)

o    Has role based marketing plans that map to the range of interested potential members and users and walks them to understanding and becoming members because of the value they clearly see

o    Improves the environment for consulting sales of VRM application and use – AND end users see that they need assistance and it should come from individuals who have knowledgeable skills with the VRM model.

Value Reference Model

The VRM is the cornerstone of the VCG Business Process Transformation Framework. The VRM:

·         Provides standardized language and relational connectivity for processes, activities and their dependencies throughout the entire Value Chain

·         Enables visual representation of the total Value Chain, or its domains

·         Provides the Roadmap linking Strategy to Operations to Tactics

·         Allows visualization of the performance(s) of the total Value Chain, or parts thereof

·         Provides standard metrics (Key Performance Indicators) throughout the Value Chain

·         Enables corporations to present the Value Chain elements in financial terms

·         Provides VRM in an XML output for Software Tool Members

·         Enables standardization of work elements

·         Provides understandable and usable models that business people can understand and implement.

With the Value Reference Model (VRM), you can begin to define the business process context for services. As member companies of the VCG consortium began to consider the transition to SOA, an obvious question was what should be a service.

Use of VRM leads to a business transformation framework, Integrated Process and Technology Framework, which couples BPM and SOA, and then a business architecture methodology with which you can use VRM to define services based on the value opportunities across the value chain of an extended enterprise.

The approach for analysis of value opportunities is based on Value Streams (defined in the book, Enterprise Business Architecture, by Whittle and Myrick) modeled in VRM, linking scorecards and metrics to specific business activities to more fully understand the impact of decisions and actions. The analysis approach utilizes Value Streams modeled at a high level in VRM and generates value opportunities for business process oriented services and analytic applications by identifying the potential value of services and/or analytic applications fielded to meet the strategic requirement.