A Petri net (also known as a place/transition net or P/T net) is one of several mathematical modeling languages for the description of distributed systems. A Petri net is a directed bipartite graph, in which the nodes represent transitions (i.e. events that may occur, signified by bars) and places (i.e. conditions, signified by circles). The directed arcs describe which places are pre- and/or postconditions for which transitions (signified by arrows). Some sources state that Petri nets were invented in August 1939 by Carl Adam Petri — at the age of 13 — for the purpose of describing chemical processes. Like industry standards such as UML activity diagrams, BPMN and EPCs, Petri nets offer a graphical notation for stepwise processes that include choice, iteration, and concurrent execution. (a) Petri net trajectory example Petri net basics A Petri net consists of places, transitions, and arcs. Graphically, places in a Petri net may contain a discrete number of marks called tokens.
Related: Business Modeling
The (Re)birth of the Architect for the Business Model DesignBusiness model both in new designs and it management have become centre stage in many of our existing organizations’ thinking. The need is not just too simply find new growth through new business models but to ‘react and adapt’ those existing business model designs that are in place, to catch-all the emerging possibilities that are around, hopefully before others do. Are we doing a good job of this at present? BMC- Osterwalder & Pigneur. BMC Visual source: Steve Blank Those without a legacy or are really agile usually are in pole position to explore new opportunities quickly. The entrepreneur has a great chance to pioneer, to quickly expand and seize those opportunities to disrupt those occupants serving a known market. The constraints within the existing organizations The established organization has to combat this increasing threat from all these “usurpers”. The ever increasing call for more C-EX’s of something 1. 2. 3. 4. 5. So we need strong business model design architecture today.
Petri netFigure 1: Example of a production net. A Petri net is a graphical tool for the description and analysis of concurrent processes which arise in systems with many components (distributed systems). The graphics, together with the rules for their coarsening and refinement, were invented in August 1939 by the German Carl Adam Petri - at the age of 13 - for the purpose of describing chemical processes, such as Figure 1. Anatomy of a Petri net The components of these nets are called states (for substances) and transitions (for reactions). The round symbols denote states (also called places or, more abstractly, conditions); the rectangular shapes denote transitions They are interconnected by arrows which show the direction of flow. By convention, the state symbols of regularly built nets are often omitted, in order to show their abstract structure more clearly, which may result in surprising shapes ( Figure 2). Figure 2: Figure 3: Figure 4: General net theory Figure 5: Figure 6: Figure 7: Figure 8:
strategy and business magazine – Spring 2013 : Beyond FunctionsConventional organizational structures may be obsolete. How about a model based on capabilities instead? The prevailing functional model in most companies dates back to the 1850s. By now, the functional model has become the conceptual core of nearly all organizational structures, public and private. The value of functions is undeniable; no company could do without them. Perhaps the most obvious symptom of distress from the functional model is the widespread problem of incoherence. First, the expertise needed to differentiate a company and win in the marketplace is much more complex than it was in the past. Second, creating meaningful differentiation requires capabilities that are almost always cross-functional. Third, functions have a natural tendency to become isolated organizational silos, focusing on their own excellence and performance instead of the company’s strategy. The most common solution used today is the cross functional team. Resources A. Paul Leinwand Cesare Mainardi
Capabilities | The Business ArchitectThe Business Capability Manager I am excited about Accelare’s new software product: The Capability Manager. Accelare has announced the general availability of the WhatFirst™ Capability Manager, a new tool for creating and managing business capability models, built on the Microsoft SharePoint 2013 platform. WhatFirst™ Capability Manager is designed as a simple to acquire, simple to learn, simple to use […] Capabilities, WhatFirst Capabilities Demystified – Part 4 Applying Capabilities to Business Challenges Business capabilities have quickly become the core element of most business architecture models. Business Architecture, Capabilities Five Essential Capabilities Every Organization Should Have One of the biggest challenges in building capability models is getting people to move from functional thinking (the things we do) to capability thinking (the ability we have to do things).
CMMI Principles and ValuesBy David J. Anderson. David J. Anderson is the author of two books, “Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results”  published in 2003, and “Kanban: Successful Evolutionary Change for your Technology Business”  published in 2010. January 2012 Anderson describes how that looking at organizations through a CMMI lens provides valuable insights for managers, process engineers and all external stakeholders including customers, investors, governance bodies and auditors. Application Lifecycle Management; CMMI Introduction The Meaning of Organizational Maturity Inspiration for the CMMI Model CMMI is a Model Understanding CMMI Made Simple CMMI Appraisals The original Capability Maturity Model (CMM) was first published in 1991. The concept of organizational maturity remains controversial. Maturity in CMMI is intended to imply an approach and ability to assess and manage risk and the judgment used when making decisions. 0. 1. 2. 3.  Deming, W.
Empower business users with collective learning to model their business with IBM Blueworks Live and IBM Industry ModelsIntroduction Business stakeholders often face what amounts to a blank canvas on which to paint their enterprise initiatives. To a fledgling artist learning his trade, an empty canvas can be a formidable obstacle to overcome. Journeymen often learn their trade by mimicking or looking for inspiration from great artists. Looking for inspiration, choosing the scene, the paint, the type of canvas, where and what to sketch, and even the first brushstroke leads to a plethora of choices. Each choice leads to different outcomes. The purpose of this tutorial is to explain how business stakeholders can take advantage of the collective learning of IBM Industry Models in strategic ways. To support this discussion, the tutorial focuses on the IBM business process modeling and collaboration tool IBM Blueworks Live and the IBM Industry Models, specifically IBM Banking Process Models (and IBM Information FrameWork). "Blueworks Live is the ideal tool to facilitate our process optimisation journey.