1. Value Delivery Modeling
Language (VDML)
Ghent University, November 18,
2013
Henk de Man

2. If You are in this Job ..

3. How would You do this ?!

4. Status Quo

5. VDML Vision

6. Business Model Innovation
How to represent these ? How to relate these ? How does the
business operate, as a value-creating system, based on these ?
=> We need a modeling language !

7. New modeling language: VDML

8. VDML Purpose
• Supporting value-driven business design
• Turning your business into a value network
– Focuses on the flow of deliverables and contributions of value
» Contributions of value by activities
– Provides higher level of abstraction of the business
» What it does, how it performs, who is responsible
• Addressing business challenges
– Finding the most profitable model and efficient partnership
arrangement for your business at given point in time.
– Complexity of many service capabilities provided, delivered
and managed across organization/company boundaries.
» Computerized models to help better analyze and manage
these complexities for decision making.

9. VDML “Blood Donors”
Most are represented in “VDML team”

10. BMM
NE W
VDML
NE W
CMMN
BPMN
Re
r VD
, fo
d
vise
ML
SMM
SoaML
UML
Business Motivation Model (BMM)
Value Delivery Modeling Language (VDML)
Structured Metrics Metamodel (SMM)
Case Mangement Model and Notation (CMMN)
Business Process Model and Notation (BPMN)
Service Oriented Architecture Modeling Language (SoaML)
Unified Modeling Language (UML)

11. VDML Positioning
BMM
SMM

12. Some VDML Definitions
• Value: Measurable factor of benefit, of interest to a
recipient, in association with a deliverable
• Value Proposition: Expression of the values offered to
a recipient evaluated in terms of the recipient’s level of
satisfaction
• Capability: Ability to perform a particular kind of work
and deliver desired value
• Collaboration: Collection of participants joined
together for a shared purpose or interest

13. VDML Concepts

14. Business Model & VDML
Value propositions
Customers
Network partners
Activities
Value formulas
Capabilities
Similar to but simpler than Osterwalder (source: Peter Lindgren, NEFFICS)

15. Role Collaboration (Customers)
Activitity Network (Activities)
Capability Management (Capabilities)
Value Proposition Exchange
Role Collaboration (Network Partners)
Measurement Dependency (Value Formula)

16. Business Model: Royal Bed

17. Business, with BMs

18. Business Model: Classic Bed

19. Design Methodology
Capability Library
Practice Library
Organization Capabilities
Role Library
Lines of Business Networks
Business Item Library
Capability Application
Value Analysis
Value Library
Measure Library

20. Ca
p
ab
ilit
i es
Library-based guidance
ms
s. Ite
, Bu
ab.
Cap
Roles, Capabilities, Business Items
Ro
le
Cha
ra
,B
us
ine
cteri
ss
Ite
stics
ms
, Me
asur
e
s

21. Step 1: Organization Capabilities

22. Capability Library (“Capab. Map”)

23. Capability versus Capability Offer
Capability Offers
(or “Configurations”,
“Incarnations”)

24. Capability Management

25. Capability Method

26. Capability loose coupling
Decoupling via Stores

27. Capability drill-down from BM

28. Complementary aspect diagrams
Search & navigate to build total picture

29. Step 2: Lines of Business Networks

30. Business Network: 3 Views

31. Drill-down from BM

32. Step 3: Capability Application

33. Capability Application
Capability
Library design
Activity design
“service consumer”
“type of work”
Capability
provide
“provided service”
Capability
Offer
Capability
Offer design
require
Activity
apply
delegate
support
Method
Capability
Method design
“service implementation”

34. Delegation Context

35. Scenario / Context Tree
Scenario-based analysis
Context-based
Assignment of
Roles
Context-based
Measurements
Context-based
Business Item
Inputs and Outputs

36. Step 4: Value Analysis

37. Value Proposition as Objective
For Customers
May also be for Management
Value Components

38. Value Proposition as Objective
Valuation
Appreciation
Weight
From recipient’s perspective

39. Trace back source of Value
“Value Add”,
conveyed by Output

40. Trace back source of Value
Value traced back further
( “Aggregated From”)

41. Value Aggregation

42. Value Aggregation

43. Value Formula => Value Margin
+
-

44. Coming: VDML Community
m
e.co
be
/
dm
/
w.v
.com
//ww
:
s
http
bee
/
om
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.
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hive
www
:/ /
ee
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VdmBees, or VBees
Community to foster VDML-related business & activity

45. Some References
– VDML Specification: http://www.omg.org/cgi-bin/doc?
bmi/2013-11-03; non-members to contact
henkdman@gmail.com
– VDML versus BPMN: http://www.omg.org/cgi-bin/doc?
bmi/2013-11-01; non-members to contact
henkdman@gmail.com
– VDML Blog: http://fredacummins.blogspot.nl/
– EU Project NEFFICS: http://neffics.eu/
– Capability Analysis with VDML:
www.cutter.com/offers/valuechain.html
– Business Model Innovation, BM Cube:
http://riverpublishers.com/journal.php?j=JMBMIT/1/3

46. Backup Slides

47. VDML versus Archimate
VDML
Archimate 2.0
Business oriented, aligned with IT
IT oriented, aligned with Business
Rich semantics
Shallow semantics
Focus on understanding of system
operation *)
Focus on navigation and search only
Context-sensitive
Context-unaware
Impact, Causality, Consistency,
Accountability
Basis for calculation, simulation,
transformation
Objects are analyzed in context
Objects are abstracted from context
*) Archimate addresses “Process”. Is Archimate sufficient as BPM spec?
Similarly Archimate is not sufficient as VDM spec
For comparision and relation between VDML and BPMN, see
http://www.omg.org/cgi-bin/doc?bmi/2013-11-01

48. Value Proposition Exchange

49. Role Collaboration

50. Capability Library