Corporate object description in BDL

Structure of the corporate object description in BDL is determined, obviously, by what we need to know about the object in question to measure, manage and maximize its individual performance and its synergy with other corporate objects. So what do you need to know about each corporate object?

1.      Object manager. Each corporate manager must have one and only one manager responsible for its performance (both individual and synergy with other objects)

2.      Function of the object in question in your business system

3.      IRACORACI statement. Any corporate object has the right to exist in your company only if it creates financial value (and is competitive in this respect with all outsourcing options). Therefore, you must know precisely how the object in question contributes to increasing revenues, avoiding costs, optimizing risks and/or avoiding increase in working capital and/or capex

4.      Financial valuation model. It is not enough to know how this object generates financial value. You need to know with reasonable certainty how much. To measure financial value generated by the object in question (as well as other financial KPI), you will have to develop a solid financial model for this object

5.      FEV statement. You also need to know how the object in question generates functional and/or emotional value

6.      If you are analyzing a composite object or a portfolio of corporate objects, you will definitely want to know the composition of the object in question. To obtain this knowledge, you will have to construct object appropriate object decomposition diagrams

7.      Object-related processes. In object-oriented approach (and BDL is an object-oriented language), processes (‘methods’) are attached to objects, not the other way around (as in process-oriented approach). The key corporate processes are, obviously (a) financial and aggregate value generation and (b) object management.

8.      Object-related KPI. Both the list of KPI and a database of its values – historic and current; benchmark, planned and actual. Presented in KPI Scorecard.

9.      CBA questions. Both the list of questions and performance scores assigned by your business analysts to these questions. Presented in Aggregate Performance Scorecard

10.   Aggregate Performance Index (API) for the object in question

11.  ACRC.  Analysis, Conclusions, Recommendations and Comments. Based on CBA questions and KPI values

12.  Financial and operational plans for maximize object performance