Specify Critical Competitive Stakeholder Value Requirements, Prioritizing and Decision Making for high level management by Tom Gilbst

posted Sep 5, 2013, 9:52 AM by Vladimir Tarasov   [ updated Sep 5, 2013, 10:14 PM ]

Here are some questions we need to ask about stakeholder value. How can we determine the overall value of a system? How is his value related to the performance characteristics of the system? How can we engineer the value to meet stakeholder expectations? How can we test and measure the real value? Can we contract for system payment by value, or do we have to restrict ourselves to payment for performance levels? Is there any way to quantify the overall value of a system as a function of a set of system attributes?

The performance-to-value relation:
  • It is intuitively obvious that, as system performance attributes vary, the values of that system, to defined stakeholders, at defined times, under defined circumstances, vary. 
  • Value attributes worthless (imagine zero availability); and increases in performance that give little or no improvement in value (imagine 99.999999999% availability). 
  • One central problem is that many engineers have not learned to quantify some performance characteristics, particularly some quality characteristics (for example usability, adaptability). They are indeed quantifiable but are treated ‘qualitatively’ with words (‘very user-friendly’, ‘highly flexible’) in most cases.
  • There is no strong tradition for such attributes of being quantified (as there is with reliability and availability for example).  
  • This quality quantification problem must be confronted if we are going to be able to compute corresponding stakeholder value for those quality variations.


Change Clinic: Organize for Complexity on June 6

posted Mar 6, 2013, 3:40 AM by Vladimir Tarasov   [ updated Mar 6, 2013, 3:42 AM ]

Why Management is Dispensable and What to Do Instead? Urgency, vision, mind set, methods, practices, change and consulting approaches: how to work with clients and in client organizations to bring the complexity-robust, unmanaged organization to life.

Niels Pflaeging will discuss with us how any organization, by moving beyond command and control, and by abolishing the entire mindset of management, of functional organization, planning and bureaucratic hierarchy, can become sustainably more successful and profitable. Niels shows how the transformation towards an organization model for the complexity of the knowledge economy really works and how people, teams and organizations can be unleashed from the burdens of bureaucracy – freed from management by command and control. 


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