Comments: This post precedes the release of my book on Effects-Based projects. The planned released date is November 30th, 2019. I discuss the high-level concepts in this post and hope that you find interest in what I write. Please feel free to comment.
Effects-Based Operations
Taking Strategy to Task
By
James T. Bogden, PMP
The workplace gets caught up in cool things and achieving smoke-and-mirror results. Over the years, I have read countless Request for Proposals (RFPs) that herald unbelievable results by merely employing a new technology or doing what the RFP proposes. The challenge is the focus. The RFP or solution, in many cases, precedes the business then attempts to sell an impact or value to the business as an afterthought. This kind of thinking is backward.
A business should be about nothing more than the monetized exchange of goods and services, commerce, which is the core mission of any business. Even Thomas Jefferson commented on commerce. On March 14th during 1814, Jefferson wrote Horatio G. Spafford remarking;
“Merchants have no country. The mere spot they stand on does not constitute so strong an attachment as that from which they draw their gains.” (Federer, 1996, p. 329)
There are only 24 ways to make money. These ways are known as profit models, which differ from a business model. Profit models are about making money. A business model is about the operation and methods such as Software as a Service, SaaS. In this example, the SaaS business model comes with a data center, developers, market channels, and other elements of the operation. A Profit Model associated with SaaS may be one of the Digital Profit Models (aggregator, auction house, Realtime Manufacturing, or Information Mediary Profit) or could be Customer Solution Profit, Specialist Profit, Low-Cost Business Design Profit, or Transaction Scale Profit. Focusing on profit and the business rather than solutions is right thinking. Business first, then seek the solution.
The challenge of focus and right thinking in a world gone mad has a business seeking things or solutions first, then attempting to argue the benefit to the business. Business seeks specific kinds of results first then searches for the means to achieve the result which is also the core purpose behind Effects-Based Operations; seek the effect, then find solutions to that end.
Effects-Based Operations has been in practice by governments and militaries for many decades. Technocrats and warfare commanders alike have sought strategies and objectives by deliberately applying resources as there is an economy of the effort or campaign. The Effects-Based process can become very burdensome if the science of the effects is applied. Fortunately, there is an art to the Effects-Based process that lightens the load. The art of Effects-Based Operations requires hip pocket tools and a deliberate iterative process of:
- Creating commerce focused strategies
- Reducing complexity to a workable problem set
- Creating a living model of applicable systems
- Breaking strategy down into objectives and desired effects
- An iterative process of systems response reviews to applied reactions
- An iterative process of solution projects and applied reactions
- Achieving desired effects, objectives, and strategies
There are many working pieces to the Effects-Based Operation. However, by keeping things simple and focused, the effort becomes lighter to handle. The process is also scalable as the entire organization does not have to restructure to support Effects-Based Operations, although the entire organization may participate in Effects-Based Operations at various levels of involvement and focused on a single effort.
The Effects-Based practice is controversial to the extent that operations, organizations, and professionals are held accountable to the desired outcomes. The outcomes can be difficult to achieve if not formulated correctly. Care must be taken not to over complicate effects or attempt to achieve effects not possible.
During my military career, we kept the effects simple with clear and achievable effects. The triggers and indicators used to signal an action or achievement of an effect in many cases were often yes/no, true/false, or on/off type answers. We built spreadsheets that listed the objectives, effects, triggers, and indicators using stoplight graphics and reports in most cases.
I took this experience and my experiences in project management, developing a book that highlights and blends the Effects-Based process with Agile project management. My next goal is to develop a workshop that gives hands-on practicals for Effects-Based projects. I hope that industry refocuses on commerce and the underpinning of creativity, leveraging the common sense and practical techniques I present in my book.
The Book is currently sold on Amazon in print and eBook form for Kindle.
References:
Bogden, J.T. (2019). Effects Based Projects: A practical guide that Puts Strategy-to-Tasks When Complexity and Uncertainty are High. Bogden: Nashville.
Federer, W. J. (1996). America's god & country: encyclopedia of quotations. USA: FAME Publishing, Inc.