Value Management

How do we know precisely if a company generated value through a transformation project?
That is what we Value Management comes to answer.
Value Management consists of application of qualitative techniques to plan the economic value that a company would obtain, if certain processes strategically selected are improved. The same principle is applicable to the recurrent improvement, obtained from the continuous optimization of value-oriented processes, or even in the evolution of systems, considering its impact on value.
This is obtained through:
  • value realization plans
  • improvement methods for value-oriented processes and systems
  • mechanisms for capturing and ensuring the expected value
Value Management can be implemented as an independent practice and it can also interact with process management elements, people management and technology management within the dBT approach.
Value Management practice also includes:
1- Value Tree. A model designed by gA that allows for modeling and managing the relationship between:
  • Strategic objectives
  • Economic and financial business key indicators
  • Operational indicators
  • Value chain processes
  • Opportunities for optimization and process improvement applying technology
  • Improvement initiatives and plans
  • People responsible for the Value Organization
2- Value Board. A model of analysis and metrics for measuring and managing programs which can be implemented both in projects of organizational transformation and in projects of standardization of processes and systems.
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