Conceptual Models

Ronan FitzpatrickSchool of Computing, Dublin Institute of Technology.

March 2007

The Balanced ScorecardThe Balanced Scorecard

Goals

Financial PerspectiveMeasures

Customer Perspective

Innovation and Learning PerspectiveGoals

GoalsGoals

Measures

MeasuresMeasures

Internal Perspective

How do customerssee us?

Can we continue toimprove and create value?

How do we look toshareholders?

What must weexcel at?

The BCG Growth-Share Matrix

Generic Business Strategies

Maslow’s Hierarchy of Needs

Self-Actualisation Level 5 (self-fulfilment) Esteem (competence, Level 4 self-respect, approval) Level 3 Social (belonging, acceptance by others) Level 2 Safety (security, safe, orderly, predictable world) Level 1 Physiological (hunger, thirst, breathing)

PDCA Cycle

A P Act Plan C D Check Do

Model of Organisational Growth

Organisational Pyramid

Stages of Growth Model

Spiral Model

Strategic Alignment ModelThe Proposed Strategic Alignment Modelc. John C. Henderson and N. Venkatraman 1991

Business Strategy

Scope

Competencies Governance

IT Strategy

Scope

Competencies Governance

Organizational Infrastructure and Processes

Infrastructure

Processes Skills

IT Infrastructure and Processes

Infrastructure

Processes Skills

Strategic Fit Functional Integration Cross-Dimension Alignment

INT

ER

NA

LE

XT

ER

NA

L

Functional Integration

Elements of Strategic Management

TheStrategicPosition

StrategicChoices

Strategyinto

ActionCorporate-

levelStrategies

Business-level

StrategiesDevelopmentDirections &

Methods

ManagingChange

Enabling

Organizing

A Model of the Elements of Strategic Management

TheEnvironment

Expectationand

Purposes

Resourcesand

Competences

Capability Maturity Model

Technology Acceptance Model

External Variables

Perceived Ease Of Use(EOU)

Perceived Usefulness

(U)

Attitude Towards Using

(A)

Behavioural Intention

(BI)Actual System

Use

Theory of Reasoned Action

Value Chain

FIRM INFRASTRUCTURE

HUMAN RESOURCE MANAGEMENT

TECHNOLOGY MANAGEMENT

PROCUREMENT

INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS

MARKETING & SALES SERVICE

Margin

Margin

PRIMARY ACTIVITIES

SUPPORT ACTIVITIES

V-Model

Requirements Expression

Delivered System

System Design

Tested System

System In Use

Module Specifications

Tested Modules

Implementation Model

Architectural Model

Subsystem Specifications

Tested Subsystems

User Model

System Specification

V Model – The STARTS Guide, 1987

Five Forces Model

SPOT Model

SPOT Model in context

Wireless Mobile Pyramid

Web site dimensions view

Evaluation kit

Hierarchal view

“All Models are wrong but some models are useful”.

(George Box – Quality and statistics engineer)