takumi method-2（公開用）


Takumi Business Place Corporation CEO Junzo Hagimoto

199０ ~ and provided

the method with technical information method on the web

Contributed to make the Distributed Object Technology (HORB)

open source as development leader with Satoshi Hirano (National Institute of Advanced Industrial Science and Technology :AIST)

2000 ~ Define the initial version 0.6 of the (Openthology)

which connects business and IT.

for 3 years

Established TAKUMI BusinessPlace（TAKUMI BP) in July, 2009

2010 ~ Developed TAKUMI Method, an evolved version of Openthology and started to

provide consulting and training for Business Planning / Product Planning / Business Process Reform. Opened TAKUMI Dojo in 2013 to educate/train the next generation.

Provided TAKUMI Method class for students of the Graduate School of System Design and Management, Keio University.

TAKUMI Dojo


Business Value

Business Strategy

Business Operation

IT Requirements

IT Architecture

Ability to design

Ability to makeObject oriented

development method

/ Drop in 1997

Requirement development model/ Openthology in 2005

TAKUMI Method

in 2009


Requirement development

model / Openthology

TAKUMI Method

team

Components team

Object oriented development method

/ Drop


Object oriented development

method / Drop


model / Openthology

TAKUMI Method

Development

Business Strategy / Operation design

Business Planning

Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.

Openthology ver2.0 Image of Model Structure

Business Strategy

Business Process

Business

Requirements

System

Requirements

Application

Framework

Implementation Architecture

Process View

Service View

Information View

Strategy View

Application ProcessData

model

Objectmodel

Busin

ess

IT S

ystem

Business Strategy

Project Strategy

ＩＴ Strategy

Programming Strategy


Business Strategy

Business

Process

BusinessRequirements

SystemRequirements

Application

Framework

Implementation Architecture

Process ViewService View

Information View

Application

Process

Data

model

Objectmodel

Bu

sin

ess

IT S

yste

m

Business Strategy

Project Strategy

ＩＴStrategy

Programming Strategy

Openthology ver2.0 Structure & Reference

Business Strategy

Reference Model IT Strategy Reference Model

Project Strategy

Reference Model

Process Reference Model

Service Reference Model

Information

Reference Model

Program Strategy

Reference Model

Strategy

Service

Process Information

Essence of Openthology View

Strategy View


TAKUMI Method

2009 to 2016


model / Openthology

2004 to 2009

Object oriented development

method / Drop

1995 to 2000

Strategy

Service

Concept

(Information)

objectivesThe model’s structure was shifted

from a holistic to a chain structure

of project objectives and methods

Focus on developing essential and

simple requirements

-> Narrow down the method using

project objectives

The model’s structure was shifted from a

chain structure of project objectives and

methods to a new holistic thinking structure

for people

means / objectives

means Process

（Business Strategic Requirements

– Business Operational Requirements

– IT System Requirements）


Requirements DesignDevelopment

（Scratch development）

Valu

e

Requirements(A)

Requirements(A)

Requirements(B)

Requirements(C)

Desig

n

Requirements(B)

Requirements(A)

Requirements(A)

Requirements(B) Some of the requirements

become unnecessary with the

time

Extra requirements which will

occur in the future

Some of the requirements

become unnecessary with

the time

TestRequirements (A)

Requirements (A)

Requirements (A)

Requirements (A)

Requirements (A)

Requirements (A)

60% become

nonperforming assets

Order of priority

for requirements

2 years development period

Future

Current

/ Past

Business architectureMinimize cost and maximize values

Future Agile = Enterprise Agile(Agile with milestones)

Update

Narrow down the requirements

by values

Req

uire

men

ts Tree

Develo

pm

en

t

Test

Valu

e

Req

uire

men

ts Tree

Desig

n

Develo

pm

en

t

Test


Business Stakeholder

Values for StakeholderVision

Concept

Value Design Model

Project Objectives

Value Analysis Model

戦略要求業務要求 IT要求解決策

Business Strategic

Requirements

Business Strategic

Requirements

Business Operational

Requirements

IT System

Requirements

Goal Statement

Activity Plan

Value based design (narrow down the requirements by values) is the most accurate process

Pro

ject

Business Operational

Requirements

IT System

Requirements


Design skills

Applied skills

Operation development skills

Activity LoopCreating Value Loop Activity Loop

・Programming skill・Operation skill・Ability to take action・Project management skill

・Value design・Requirements design・Process design・Activity design

・Convert concrete examples to abstract models・Patternize the models・Divert from patternized models

・Planning skill・Job knowledge・Ability to understand business subjects・Operation design skill・IT development skill

TAKUMI Method

Creating

Value

Value

Operation

Activity

Plan

Require

ments Operation

Design

Ｐ

Ｄ

Ｃ

ＡOperation

Impremen

tation

Ｐ

Ｄ

Ｃ

Ａ

Develop new business, service and product


Information, concept

Scenario

Something which makes people happy

Persons concerned

Process

Place

Method

Superficial, short-term and concrete side

What objectives…?Objectives

What kind of vision…?Vision

What kind of concept…?Concepts

What kind of step…?Project

Step

What kind of strategy?Strategy

Which unit…?Project

Scope

Deep, long-term and abstract side

What kind

of requirements…?

Requirement


What

When

Which

stage

How

Objectives

Vision

Concepts

Project

Step

Strategy

Project

Scope

Requirement

Enhance depth of business planning Improve project design skill

Information, concept

Scenario

Something which makes people happy

Persons concerned

Process

Place

Method

Superficial, short-term and concrete side Deep, long-term and abstract side

What objectives…?

What kind of vision…?

What kind of concept…?

What kind of step…?

What kind of strategy…?

Which unit…?

What kind of requirements…?


The former processes focus on concrete and abstract images of `Things that you want to

do`. The Value Analysis Model defines clear images of links between stakeholder values

and the concrete method.

Define clear image

of values by


Stakeholder

Business

owner

Operation parties

concernedIT parties

concerned

User

/ OthersConcrete image

of valueScenario, scene

Concrete imageof value

Scenario, scene


Scenario, scene


Scenario, scene

Concrete method Concrete method Concrete method Concrete method

Connect the values to

concrete methods

Search for a way to ‘Value’

Search for a way to ‘How’

Things that you want to do


Vision

ConceptConcept

Concept evolves

Project 1 Project 2 Project 3

Requirements(Strategy/Operation/IT)

Values for stakeholders

Values are always evaluation criteria

Value changes

Activity(Goal Statement)

Project Lifecycle



Activity(Goal Statement) Activity(Goal Statement)


Family Product Service Company Customer Company Community

Yourself Manufacturing Organization Customer Society

Friend People Japan World

Current value

Future value

Vision

Concept

Requirements

Methods

Project’s point of view

Product’s point of view

Program’s point of view

Day by day

improvement

Changing

awarenessFuture

Business

Future /

Attractiveness

Current

Business

Current

Values

Values important

for the future

④Design customer, organization, manufacturing and yourself from future society point of view (Responsibilities as a visionary)

⑤Design manufacturing, organization, customer and society from your own point of view (A contented mind is a perpetual feast)

①Design the future

②Design current value

based on future value

③Design bridge between

current to the future

The TAKUMI Method provides simple usability for flexible applications


Career design

Takumi dojo Career design competition,runner-up model (Ms. Y)


18

Vision

Concept

Design

Meaning

Words

Story

The BMW brand epitomizes

Sheer Driving Pleasure

Intelligence

Safety

Sporty

It is not just transport machine.,

but give us fun of driving

Winner of engine of the year

Craftsmanship

Highly emotional Connection

between a BMW and its driver

Concept Concept

Digital Companion.

Alive Geometry. Boost and Ease.

Toyota’s vision:

Safest and most responsible

ways of moving people.

Copyright (C) 2015 Takumi Business Place Corporation All Rights Reserved.19

Creating

Value

Value

Oper

ation

Activity

Require

ments

Program (macro level)

Project (micro level)

Creating

Value

Value

Oper

ation

Activity

Requirem

ents

Creating

Value

Value

Oper

ation

Activity

Requirem

ents

Creating

Value

Value

Oper

ation

Activity

Requirem

ents


Yourself Team SocietyProductBusiness

persons

concerned

Word

Story Story

Word

Concept

Vision

Story

Word

Concept

Vision

Story

Word

Concept

Vision

Story

Word

Concept

Vision

Concept

Vision

Empathy -

Intention

Empathy -

Similarity

Empathy -

Attractiveness


Project A

Project B1

Project C1

Project A2

Project C2

Project B2

Project A3

Project C3

Project B3

2016 2017 2018 2019

Project C3

Project Design / Management (Large scale and complicated project)

Theme 1

Theme２

Theme３

Project Design / Management (Product total planning and development project)


(Concrete Operational Model)

Business Model

or Business Context Flow

(Concrete IT Model)

Architecture Model

(Requirements Model)

Requirements Analysis Tree・Chain of project objectives

and methods

(Value Model)


Value Design Model

Search for a

way to ‘Value’

These scenarios are actual

methods in the value

creation processElements of

objectives

Elements of

Concepts

Elements of

Visions

Business Model

or Business Context Flow

From “Search for a way” to “Concrete” model

Search for a way

to ‘Method’


Not everybody can be TAKUMI (Master),

only people who make the effort have the right to be TAKUMI

Thanks for your attention !

[email protected]

www.takumi-businessplace.co.jp