[email protected]:(972)3-510-1768 -1- Value Creation Value Creation Copyright 2008 Alex Coman ARENA Value Delivery : Harmonic Strategic Planning

[email protected] Tel:(972)3-510-1768 -1- WWW.Coman.Org Value Creation

Value Creation Copyright 2008 Alex Coman

ARENA Value Delivery: Harmonic Strategic Planning

Arena Layers:Corporate, Business CoreDefine Hierarchy

Refinement Stages:Arena, Focus, Action

Create Strategy

ARENA

F

O

C

U

S

A

C

T

I

O

NArena actors:

Partners, Threats; Current, FutureTailored Patterns.

Corporate Layer:Portfolio BusinessesMaximize Value

Operations Layer:Process, Project and ProductAgile value drive

Business Layer:Positioning Products byMarket Strategy

Target CriteriaPrioritize attention

Manage Control spanDynamic Vectors:Vision, Resource, Deliver

Guru 2 Gorilla



HorizontalValue Chain:

Integration:Vertical

Control Information

Relationships: Business

Monopoly/ Regulatory Agency

Entities:MarketFirm/Coalition

Drugs

Teva

Farmer

Dairy

Distributor

Retailer

Consumer

Low

High

FDASyntax

Vocabulary

Structure

Concise:Link Markets rather than FirmsBusiness implies information flow.Titles on significant arrows.Pertinent entities only.

Web

ARENA Canonical Form

UpBackPush

DownForward

Pull



Distributors Distributors

Health-Care Corporate Arena

Drug ManufacturersDrug ManufacturersInnovativeInnovative Generic Generic

GSKGSK TevaTeva

FDA Ministry of Health GMP

CTSCTS LemonLemon

Health Management Org.Health Management Org.ClalitClalit

VitamedVitamed

MacabiMacabi

Physicians

PublicPublic

Prescription

List

PharmaciesPharmaciesMacabiMacabi

Prescription DrugsPrescription Drugs Over the CounterOver the Counter

ShorTabShorTab

Advertising

IMS

SuperPharmSuperPharmWeb

ProductSpecialists

Glaxo ILGlaxo IL

TevaTeva IvaxIvax

DiseaseManagement

DiseaseManagement

AmericanHospitalSupplies

AmericanHospitalSupplies

Telemedicine

ShahalShahal

eMed

EDI

Admin



Virtual Firm: off-shoring

South Korea: Spinning

South Korea: Spinning

Five Tai sewingworkshops

Five Tai sewingworkshops

ShipperShipper

DistributorDistributor

Japanese plant inGuangdong China:

zippers

Japanese plant inGuangdong China:

zippers

CustomerCustomer

European fashion designer

Orders thousands of garments(Virtual Firm)

European fashion designer

Orders thousands of garments(Virtual Firm)

Agility: Value NetLi&Fung: 3,600 employees in 37 countries: Logistics

Agility: Value NetLi&Fung: 3,600 employees in 37 countries: Logistics

Li&FungLi&Fung



Time-To-Market: TTM

Garment Manufacturers

FarEast

Labels

Victoria’sSecret

Customers

Retailers

Fabric

GAP

GAP

FarEast

CK

Macy’s

Benetton

Benetton

BenettonWalmart

Inditex’7923 Robot

cut & Die #3>40%

Zara467Stores

Zara ‘75

400 SmallShops>50% Delta

Delta

H&M900

suppliers

H&M

InnerSecret

Tefron

HiTex

St.Michael

M&S

Solog

25-35yearsAnti Gap

Older&Wealthier

College CrowdTrendy Urban

Late TeensCost Conscious

Girls 12+UpCheap cool


Value Creation Copyright 2008 Alex ComanParetoParetoS

hare

of t

otal

rev

enue

Income Group

80%

100%

“B”30% of

population10% of

resources

“C”50% of population10% of resources

20%

90%

30% 50% 100%

“A”Significant

few:20% of

population80% of

resources

B

C

Classify – סווג

Differentiate - בדל



ParetoC

um P

ercent

0

20%

40%

60%

80%

100%

11

4455

15%15%25%25%

50%50%

44

15%15%

25%25%

50%50%

55

Sha

re o

f to

tal r

even

ue

Income Group

20%

40%

60%

80%

100%

Distribution of US federal Income-tax revenue by income group


Value Creation Copyright 2008 Alex ComanFocus: 25% / 25%

ValueExpected

High80%

Oyster4%

Pearl – 16%4%Effort=64%Value

Low

WhiteElephant64%E=

4%V

Quick Wins64%

Difficult 80%Easy

Ease to Implement



FAST: from SWOT to SWAT

Visionחזון Visionחזון

CoreליבהCoreליבה

Strengthsעוצמות

FocusמיקודFocusמיקוד

ActionמימושActionמימוש

Arenaזירה

Arenaזירה

Opportunitiesהזדמנויות

Threatsאיומים

Easeקל

Value חשוב

Weaknessesחולשות



Event-Factor-Review – EFREventFactors

OutcomeDescriptionValueStrengthsWeaknesses

Success

Failure

Pending


Value Creation Copyright 2008 Alex ComanEvent-Factor-ReviewEventFactor

OutcomeDescriptionStrengthsWeaknesses

Success

Winning a tier 1

customer contract

Rapid multidisciplinary product development.Good engineering and

production.Good interdisciplinary

communications.

•Product not differentiated

enough.New markets

require “education”.

Leading a significant technical standards committee

Sales to market leaders.Technological innovation

and professionalism.Choice people working in a

creative atmosphere.High employee motivation.

Exceeding sales targets

Strong sales department.High sales growth rate.

The firm is losing money.


Value Creation Copyright 2008 Alex ComanEvent-Factor-ReviewEventFactor

OutcomeDescriptionStrengthsWeaknesses

Failure

Failure to sell to the leading company in the market

Technological leadership.

Small player in giants’ playground.

Losing money over a period of 3 years

Product over-specification and over-design. No access to the end-user Insufficient R&D strategic gating.High burn rate.

Failure in M&A negotiations with a leading player in the industry

Excessive technological orientation.No awareness of mergers and acquisition (M&A) potential.



Core-Competence-Tree - CCT Owner Value was createdOwner Value was created

High Sales Growth rateHigh Sales Growth rate Sales to Market LeadersSales to Market Leaders

Strong SalesDepartment

Strong SalesDepartment

Good EngineeringAnd Production

Good EngineeringAnd Production

Good Inter-functionalCommunications

Good Inter-functionalCommunications

Technological Innovationand Professionalism

Technological Innovationand Professionalism

Influence in StandardsCommittee

Influence in StandardsCommittee

Rapid multidisciplinary System viewDevelopment

Rapid multidisciplinary System viewDevelopment

High employeeMotivation

High employeeMotivation

Sales and Partnership withLeading Firms

Sales and Partnership withLeading Firms

TechnologicalLeadership

TechnologicalLeadership

Vision, Leadership and Managerial AbilityVision, Leadership and Managerial Ability

Choice People working in anatmosphere of excellence

Choice People working in anatmosphere of excellence

Core CompetenciesCore Competencies



Root ProblemsRoot Problems

Current-Reality-Tree - CRTFirm’s Market Value is Insufficient

The Firm is Losing MoneyThe Firm is Losing MoneyNo ExitNo Exit

New marketsRequire “Education”

New marketsRequire “Education”

Product Not Differentiated Enough

Product Not Differentiated Enough

No access toThe end UserNo access toThe end User

Low ProfitabilityLow Profitability

Not enough StrategicGating in R&D

Not enough StrategicGating in R&D

Product Over-Specificationand Over-Design

Product Over-Specificationand Over-Design

No Awareness toM&A Objectives

No Awareness toM&A Objectives

Excessive TechnologyOrientation

Excessive TechnologyOrientation

High BurnRate

High BurnRate

Small PlayerIn Giants’ Arena

Small PlayerIn Giants’ Arena

Focus on singleNew TechnologyFocus on singleNew Technology


Value Creation Copyright 2008 Alex ComanCurrent-Reality-Tree

Current-Reality-Tree: CRTMajor Un-Desired Effect8-12 Un-Desired Effects (UDE): Brainstorm

CurrentConcreteUndesiredUnder our influence

SchemaArrows pointing from cause to effect.Effects at top, Causes at bottom.Root Problems ≈ 3

Feedback loops.

Current-Reality-Tree: CRTMajor Un-Desired Effect8-12 Un-Desired Effects (UDE): Brainstorm

CurrentConcreteUndesiredUnder our influence

SchemaArrows pointing from cause to effect.Effects at top, Causes at bottom.Root Problems ≈ 3

Feedback loops.



LongDevelopment

Process

LongDevelopment

Process

Current-Reality-TreeHigh Product CostHigh Product Cost

Low ForecastReliability

Low ForecastReliability

Lack of DFXPlanning

Lack of DFXPlanning

High mixLow volume

High mixLow volume

ExpensiveInfrastructure

ExpensiveInfrastructure

MarketConditions

MarketConditions

CompetitionCompetition

Buyers’MarketBuyers’Market

BusinessMeasurement ($)

BusinessMeasurement ($)

InformationFlow in org.InformationFlow in org.

Lack ofSynchronization

Lack ofSynchronization

Informationsystems

Informationsystems

ForgivenessForgivenessLack of

Structuredprocesses

Lack ofStructuredprocesses

IncompletedevelopmentIncomplete

developmentLack of

knowledgeLack of

knowledge

Marketingpolicy

Marketingpolicy

Lack ofcommonality

Lack ofcommonality

No valueengineering

No valueengineering

OutdatedtechnologyOutdated

technology

Low ProductMaturity

Low ProductMaturity

Resourcemanagement

Resourcemanagement

Org. size &complexityOrg. size &complexity

CultureCulture

TTM Marketconditions

TTM Marketconditions

Sales Processmanagement

Sales Processmanagement







VisionVision

CoreCore

Strengths

Weaknesses

FocusFocus ActionActionArenaArena

Opportunities

Threats Ease

Value




Value Creation Copyright 2008 Alex ComanGoogle



VisionVision

CoreCore

Strengths

Weaknesses

FocusFocus ActionActionArenaArena

Opportunities

Threats Ease

Value

“It is not enough to succeed; Others must fail”Gore Vidal

“It is not enough to succeed; Others must fail”Gore Vidal



Ansoff Ansoff

Product LineOldNew

M

A

R

K

E

T

New

Market Development:Diversification: (3/4 failure)

Old

Market PenetrationProduct Development:

The FirmThe Firm

Old MarketOld MarketOld

FirmFirm

Old MarketOld MarketOld

The FirmThe Firm

OldMarket

OldMarket

OldNew

MarketNew

Market

Old

NewFirmFirm

NewMarketNew

Market

NewFirmFirm

OldMarket

OldMarket

OldFirmFirm

BreadthBreadthMarket DevelopmentMarket Development Product DevelopmentProduct Development

DepthDepth

VerticalVertical

DepthDepth DepthDepthBoutiqueBoutiquePenetrationPenetration DiversificationDiversification



BritVic


Value Creation Copyright 2008 Alex ComanReckitt Benckiser



Game-Plan Key-Success-Factors

Game-Plan Key-Success-Factors

Core-CompetenciesCore-Competencies

Root-ProblemsRoot-Problems

GapAnalysis

GapAnalysis

Gap AnalysisGap Analysis



ProcessProcessPerformanceControl ChartPerformanceControl Chart

ParetoPareto

P4A: Control Cycle

WIP

WIP

BM

TB

MT

No K

itN

o Kit

Cost

Accounting

Cost

Accounting

Action DeploymentWhoWhatWhen

Bottleneck

Problems: CRTProblems: CRT

P4AExploit: Strategic Gating

Utilize: GarbageSubordinate: DBR – Tactical Gating

Elevate: Offload

Job Size

Job Size

Setup

Setup


Value Creation Copyright 2008 Alex Coman.1Process:Aircraft TurnaroundCritical Path Model

ONBLOCKONBLOCK

Aircraft Unloading32 minutes

Aircraft Unloading32 minutes

Connecting Stairs/Jetty7 minutes


Deplaning Passengers17 minutes


Recharge Catering22 minutes

Recharge Catering22 minutes

Cleaning Aircraft33 minutes

Cleaning Aircraft33 minutes Fueling Aircraft

32 minutesFueling Aircraft

32 minutesCabin Security Check

8 minutesCabin Security Check

8 minutes

Boarding Passengers38 minutes


Aircraft Loading44 minutes

Aircraft Loading44 minutes

OFFBLOCKOFFBLOCK

B747

ONBLOCKONBLOCK







Cabin Security Check8 minutes

Cabin Security Check8 minutes



OFFBLOCKOFFBLOCK

83.5

78.9

80.6

85.1

91.8

86.2

85.3

67.9

82.5

71.7

70.0

83.6

84.0

79.4

0

10

20

30

40

50

60

70

80

90

100

May'05

Jun'05

Jul'05

Aug'05

Sep'05

Oct'05

Nov'05

Dec'05

Jan'06

Feb'06

Mar'06

Apr'06

May'06

Jun'06

Jul'06

Aug'06

Frontier Performance Industry Best Industry Average Industry Worst

On Time Arrival Performance

U.S. DEPARTMENT OF TRANSPORTATION PERFORMANCE RANKINGSFRONTIER OPERATIONAL PERFORMANCE vs. The Industry

Per

cent

age

of A

rriv

als

with

in 1

4 M

inut

es o

f Sch

edul

e

Rankings shown above compare “major” carriers with similar operations. These carriers include: Frontier Airlines, Northwest Airlines, American Airlines, AirTran Airways, Southwest Airlines, Delta Airlines, US Airways, Alaska Airlines, JetBlue Airways, United Airlines, Continental Airlines & ATA Airlines.

Over the last 15 months, Frontier has led all major

carriers in On Time Performance 8 times.

2. Performance2. Performance


Value Creation Copyright 2008 Alex Coman3 .Pareto

Reactionary

TechnicalAir TrafficControl

OperationsWeather

PassengersOther


Value Creation Copyright 2008 Alex Coman4 .Problems Ishikawa / Fishbone AnalysisReactionary Delay

ReactionaryDelay

ReactionaryDelay

AIRCRAFT ROTATIONlate arrival of aircraft from another flight or

previous sector

AIRCRAFT ROTATIONlate arrival of aircraft from another flight or

previous sector

LOAD CONNECTIONawaiting load from another

flight

LOAD CONNECTIONawaiting load from another

flight

THROUGH CHECK-IN

ERROR

passenger and baggage

THROUGH CHECK-IN

ERROR

passenger and baggage

CABIN CREW

ROTATION awaiting cabin crew from another flight

CABIN CREW

ROTATION awaiting cabin crew from another flight

CREW ROTATION

awaiting crew from another flight (flight deck

or entire crew)

CREW ROTATION

awaiting crew from another flight (flight deck

or entire crew)

OPERATIONS CONTROL

re-routing, diversion, consolidation, aircraft change

for reasons other than technical

OPERATIONS CONTROL

re-routing, diversion, consolidation, aircraft change

for reasons other than technical


Value Creation Copyright 2008 Alex Coman5 .Action

Action Deployment

Gapמשימה

Processלוח זמנים

Resourceבאחריות מי


Value Creation Copyright 2008 Alex ComanValue Measures

:מדדים6הגדר אתגר: עקומת למידה

.נטר: מעקב – תרשים בקרה, ותגמול - ניהול לפי יעדים6 Value driversFinancial:

Throughput = Sales – Direct Expenses; Operating Expenses: less people or more productivity

Competitive:Lead Time=Time(Finish–Start)=Work + Wait.Due-Date-Performance

Functional:Inventory: Raw materials+Work-In-Process+Finished GoodsQuality

Robust: Problems per MillionAgile: Customization



Throughput

Throughput

Old Economy

Overhead

Direct Expenses

New Economy

Overhead“Non recurring”

Direct Expenses“Bill-Of-Materials”

Value, not quantity:Debt collection

AntennasBugs

Hand sets

Hourly rate:Overhead

Hours

I n s t r u m e n t S y n t h e s i s & A n a l y s i s L a b o r a t o r y

PRICE H Cost Model, p35Final Version

25 April 2003MAXIM Periscope Module

MAXIM Periscope Module Learning Curves

Learning Curve Next Unit Production Cost

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

1 7

13

19

25

31

37

43

49

55

Production Unit

MAXIM PRICE H

90% Learning Curve

85% Learning Curve

75% Learning Curve

[email protected] Tel:(972)3-510-1768 -36- WWW.Coman.org Control Cycle: P4A

Control Cycle: P4A Copyright 2006 Dr.Alex ComanQuality -> Garbage -> 6 SigmaQuality -> Garbage -> 6 Sigma

Quality: PPMQuality: PPM

Throughput OperatingExpenses

LeadTime

Due-Date-Performance

Garbage: X10

RobustDesign

Total QualityManagement

SupplyChain

Inventory/WIP


Control Cycle: P4A Copyright 2006 Dr.Alex Coman

CENSO

RED

1

)( 2

n

xxi<

Normal Distribution - Gaussian Curve

Sigma = = Deviation ( Square root of variance )

-7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7Axis graduated in Sigma

68.27%

95.45%99.73%

99.9937%99.999943%99.9999998%

result: 317300 ppm outside

45500 ppm

2700 ppm

63 ppm0.57 ppm

0.002 ppm

between + / - 1between + / - 2between + / - 3between + / - 4between + / - 5between + / - 6

=


Control Cycle: P4A Copyright 2006 Dr.Alex ComanRobust DesignCost of [Lack of] Quality: X10

Law

250%:380%Spec

100%Code

70%Use

75%Test

47% None

240Exposed

1Complaint

24Damaged


Control Cycle: P4A Copyright 2006 Dr.Alex ComanJust-In-Time / Lean & Mean / Pull

Bad Multi TaskingBad Multi Tasking

Throughput OperatingExpenses

LeadTime

Due-Date-Performance

WIP

CompleteKit

GatorGator Pull

Context SwitchingContext Switching

Quality



Push and Pull Tactical Gating: JITPush and Pull Tactical Gating: JIT

בבבב אא

GatorPull

PusherPush

1מחלקה1מחלקה



OO

WIP200משימותבתהליך

WIP600משימותבתהליך

OO

OO OO

OO OO

OO

OOOOOOOO

11מחלקה מחלקה 11מחלקה מחלקה



OOOO OOOO

OOOO OOOO

OOOO OOOO

OOOO

OOOOOOOOOOOOOOOO

OOOO

OOOOOOOO

OOOO

OOOO

OOOO

OOOO

OOOOOOOO

OOOO

OOOO

OOOOOOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

OOOO

משימות\חודש 200


Control Cycle: P4A Copyright 2006 Dr.Alex Coman Tactical Gating Tactical Gating

Extreme

GarbageTime

PusherWIP = ∞

ControlFreakWIP = 1

Gater

0 ControlAnalysis Paralysis

Satisficer


Control Cycle: P4A Copyright 2006 Dr.Alex ComanTheory-Of-Constraints

הגדר את המטרה1.

זהה את האילוץ2.CUTתרשים •אילוץ סרק\כשל מדיניות (תמחיר קלאסי)•

נצל ומצה את האילוץ3. מהזמן100%נצל: עבוד •עבוד על מה שתורם \ שעת צוואר בקבוק מצה:•

הכפף את שאר המערכת לאילוץ•Offloadהקל על האילוץ - •הימנע מאינרציה•

הגדר את המטרה1.

זהה את האילוץ2.CUTתרשים •אילוץ סרק\כשל מדיניות (תמחיר קלאסי)•

נצל ומצה את האילוץ3. מהזמן100%נצל: עבוד •עבוד על מה שתורם \ שעת צוואר בקבוק מצה:•

הכפף את שאר המערכת לאילוץ•Offloadהקל על האילוץ - •הימנע מאינרציה•



. זהה את אילוצי 2המערכת

. זהה את אילוצי 2המערכת אילוץ:

כל גורם חשוב הבולם בפועל את השגת המטרהאילוציםאילוצים

אילוץמשאבים

אילוץאילוץ שוקאילוץ שוקמשאבים

"צוואר-בקבוק"

לקוחות•חומרים•

ניהול ממוקד אילוצים

השבחת ערך הפירמה: הגדר את מטרת המערכת: 1.הווה ובעתיד



רהיטי דורוןכמה יחידות נמכור במהלך השבוע?

רהיטי דורוןכמה יחידות נמכור במהלך השבוע?

קצב יחידות 100עבודה

בשבוע

יחידות 50בשבוע

יחידות 75בשבוע

מכירותמכירות

ייצורייצור

התקנההתקנה

"צוואר בקבוק"

מלאיבתהליך



ארבעה סוגי אילוצים (המשך)

אילוציםאילוצים



אילוץ שוקאילוץ שוקאילוץסרקאילוץסרק

אילוץ כשלמדיניות

אילוץ כשלמדיניות

"צוואר-בקבוק"

גורפת•מיושנת•מדדים •

מקומיים

בי"ח: מנקה•פרקליטות: נייר •

לשכפולתנובה: אקדח •

שבועותמונית: רפאל•פלסטיק: שפכטל•


Control Cycle: P4A Copyright 2006 Dr.Alex Coman3נצל ומצה את האילוץ .Exploit-

- Yieldמיצויעל מה עובד

יות:באפקטי תועלת,האילוץ יעבוד על מה שתורם.

תיעדוף: תרומה לשעת צוואר בקבוק

זמן 8%יועצי השקעות בנק: מגע עם לקוח

הי-טק: סניף יקנעם

– Utilizationניצולכמה עובד:

יעילות: האילוץ יעבוד מהזמן האפשרי100%

לחסל:Mudaפעל הזבל מאילוצי סרק•כשלי מדיניות.•


Control Cycle: P4A Copyright 2006 Dr.Alex Coman Subordinate. הכפף את יתר המערכת לאילוץ4כל המחלקות האחרות צריכות ל"שרת" את האילוץ

המחלקות האחרות תומכות בתוכנית לניצול ומיצוי °האילוץ

שחרור העבודות בהתאם לתוכנית העבודה של האילוץ°

Group Technologyהתמקצעות:

WarehouseWarehouse

KitPreparation

KitPreparation

SupervisorSupervisor ProcessingProcessingLacqueringLacquering

ElectronicTesting

Lab

ElectronicTesting

Lab CustomerQuality

Inspection

CustomerQuality

InspectionQualityAssurance

QualityAssurance

ShippingShipping

WarehouseWarehouse

KitPreparation

KitPreparation

ProcessingProcessing


KitPreparation

KitPreparation



ElectronicTesting LabElectronic

Testing Lab

CustomerQuality

Inspection

CustomerQuality

Inspection

ShippingShipping


Control Cycle: P4A Copyright 2006 Dr.Alex Coman5פרוץ את אילוץ המערכת5. פרוץ את אילוץ המערכת .

שינוי המערכת כדילהגדיל את התפוקותשינוי המערכת כדי

להגדיל את התפוקות

שינויים ללא:תוספת משאבים

Offload

שינויים ללא:תוספת משאבים

Offload

שינויים הדורשיםהוספת משאבים – Elevateרומם

Bin, tumbler, AluAluPeak

שינויים הדורשיםהוספת משאביםElevate – רומם

Bin, tumbler, AluAluPeak

2. אם "נשבר" האילוץ, חזור לשלב 6


Control Cycle: P4A Copyright 2006 Dr.Alex ComanOffload

וישב משה לשפט את העם. שמות י"ח:ויעמוד העם על משה מן הבוקר עד

הערב...ויאמר חותן משה אליו. לא טוב הדבר אשר

אתה עושה. נבל תבל גם אתה גם העם אשר עמך כי כבד ממך הדבר לא תוכל

עשהו לבדך...ואתה תחזה מכל העם אנשי חיל יראי

אלהים אנשי אמת שונאי בצע... והיה כל הדבר הגדול יביאו אליך וכל הדבר הקטן

ישפטו הם והקל מעליך ונשאו אתך.ויבחר משה אנשי חיל מכל ישראל ויתן

אתם ראשים על העם.הדיברות עשרת



FAST: from SWOT to SWAT

Visionחזון Visionחזון

CoreליבהCoreליבה

Strengthsעוצמות

FocusמיקודFocusמיקוד

ActionמימושActionמימוש

Arenaזירה

Arenaזירה

Opportunitiesהזדמנויות

Threatsאיומים

Easeקל

Value חשוב

Weaknessesחולשות



The Project Beam

Risk Sim

ProtoGen

V&VActivity

Kit+GTactical

Strategic

Gating

Process: WBS

Activities/Work Packages: CPM

Assignment:Time(Resource,Feature)

Process: WBS

Activities/Work Packages: CPM

Assignment:Time(Resource,Feature)

ResourcesOrganization

ResourcesOrganization

VIP/BN/

Leaders

A river with no banks is a puddle

Ext.

FreezeFreezeStabilizeStabilize

GapDeliverable SOW

GapDeliverable SOW

ExistentialPlatformRiskKiller

Nice-to-haveValue

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Control Cycle: P4A Copyright 2006 Dr.Alex ComanThe Project KiteFan Out Fan In

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[email protected]:(972)3-510-1768 -1- Value Creation Value Creation Copyright 2008 Alex Coman ARENA Value Delivery : Harmonic Strategic Planning