Using BPAC to Create a Digital Twin of an Organization (DTO)
Strategies for enhancing resource planning, business management and operational costing to create a “Digital Twin of the Organization (DTO)”
About this event
Gartner defines aDigital Twin of the Organization (DTO)as"a dynamic software model of any organization that relies onoperational and contextual datato understand how an organizationoperationalizes its business model,connects with its current state,responds to changes, deploys resources, and delivers customer value."
Developed and delivered byLandmark Decisions, and co-hosted byCloseReach, this instructor-led, online workshop is offered to assist organizations better understand the critical success factors associated with designing content to support a DTO or Digital Twin of any business process. Through the use of real-world examples and an interactive “hands-on” case study, participants come away with “ready to apply” tips, techniques, and templates to either initiate or enhance process efficiency or improve operational/service/product costing initiatives in their own organizations.
NOTE:This two-day online workshop will be delivered over 4 consecutive half-day sessions
Key Learning Objectives
Learn how to initiate, align, and sustain business process analysis and improved operational costing in your organization
Develop “hands-on” experience in building meaningful resource management and operational planning and costing models
Appreciate the value of planning in a collaborative environment to improve the long-term sustainability of the enterprise
Understand the role of technology using an illustrative BPAC software solution, Collaborative Business Planning (CBP), for visualization, calculation and scenario playing purposes that create a Digital Twin of an Organization.
Who Should Attend and Why?
This workshop provides foundational training on developing high quality business process/cost management content. It will benefit:
Strategic managerstasked with charting future organizational impacts
Operational managersneeding to better understand resource capacity requirements for doing more with less
Financial and resource management personnelresponsible for costing or budgeting
Key Opportunities for Improved Business Processes
Common challenges in business process analysis and operational costing
How resource management supports all business management perspective
The value proposition for enhancing resource and cost management practice
Aligning business process analysis with performance indicators and targets
Fundamentals of Business Process Analysis & Costing (BPAC)
Understanding resource capacity and utilization
Comparisons to other cost management methodologies
Scenario-playing for improved organizational efficiency
The Eight Steps to Implementing BPAC for Designing a DTO
Conduct a strategic assessment to determine operational improvement objectives
Analyze current business resources and linkages to organization outputs
Perform a process analysis to understand business flow relationships
Construct the business model diagram to define data collection requirements
Collect relevant operational and financial data to populate the DTO business model
Build and validate the DTO business model using process modeling software
Improve cost behavior understanding and identify optimization opportunities
Optimize and plan for the future using “what-if” DTO simulation capabilities
The Role and Value of BPAC/DTO Technology
How technology enhances organizational engagement
The value proposition for implementing BPAC/DTO technology
Applying BPAC/DTO concepts using Collaborative Business Planning (CBP)
Initiating, Aligning and Sustaining BPAC Models
Identifying major hurdles to successfully implementing BPAC and DTO
Considerations and benefits of deploying an BPAC/DTO pilot
Integrating BPAC/DTO with other initiatives such as Lean and Performance Management
Mike Haley, M.Sc.,is President of Landmark Decisions Inc., a Canadian niche consulting firm providing worldwide “performance alignment” facilitation, training, and implementation services. Mike has over 25 years’ experience in developing and delivering professional training on strategic and operational planning and cost modeling techniques which help both private and public-sector organizations improve their business decision-making capacity.
Mike has worked with private-sector clients such as Air Canada, Bell Aliant, Crosby's Molasses, Kroger Foods, Maersk-Sealand, Pfizer, and Telekom Malaysia. Public sector clients have included Canada Council for the Arts, Health Canada, Nova Scotia Crown Lending Agency, Treasury Board Secretariat, Veterans Affairs, US Navy, and various departments in the New Zealand government.