Index
A
attributes, 107–108
resource, 107
Acquisition analysis, 285–289
Actuators, 64–65
Associations, 93–95
influences, 92–93
interacts with, 88–92
reports to, 84–86
Attractive business process model, 28
B
Best practices
descriptions, 47
impossibility statements, 154
interactions, 92
necessity statements, 153
obligation statements, 148
organization models, 95–97
overly large and complex, 63
picking business rules forms, 155
prohibitive statements, 150
restricted permissive statement, 151
restricted possibility statement, 155
solely software activities, 108
Black Box, 125–126
Bulldog, 252
Business continuity workshop, 227–228
Business motivations and processes, 128–129
Business transformations, 5–6
Business activity monitoring (BAM), 372–374
and execution, 373
process improvement, 373–374
Business modeling, xi, 2
ascend, 2–4
attractive models, appeal of, 27–29
business transformations and, 5–6
deployment engine, 36
enterprise architecture, 38–40
fundamentals
accounting, 24–25
classic business model, 21–22
fidelity of, 19–20
validity of, 20–21
generating business value, ways of, 10–16
IDEF family of languages, 26
income statement, 23
lifecycle of, 345–347
managing change and, 6–7
maturity and, 24–25
motivation models with, 27
organizational
changes, 6–7
complexity, 7–10
dynamic and detail complexity, 9–10
project scope, 12
conception phase, 219
realization phase, 219
rise, 4
simulation technique, 32–33
standards, 37–38
editor and language, 37
enterprise architecture and, 38–40
state of, 38
tools
general-purpose drawing tools, 29–30
landscape of, 30
publication functionality and API, 31
validity checking, 30–31
traceability model, 33–36
ugly business process model, 28
usefulness of, 25–29
verification, 244
Business models, xi
aesthetics improvement of, 203–204
iterative aesthetics, 204–205
analysis techniques, 31–32
acquisition analysis, 285–289
impact analysis, 282–285
post-merger integration, 285
transformation analysis, 278–282
bad names, 199–201
business purpose
communications of project scope, 12
complexity and simplicity, 191
element omission, 192
hierarchy and decomposition, 195–196
creation of, 235–236
disciplines in, 24
element description, 201–202
fidelity, 19–20
incompetent modelers, 210–211
iterative modeling process, 190–191
manual execution of, 348–349
model echoing, 263
organization chart of, 21
packaged execution and, 353–354
quality of
and fidelity, 207–208
iteration and, 208
validation of, 207
verification technique, 205–207
refactoring of, 196–199
scope management of, 187–189
size of, 26–27
straight through modeling process, 189–191
team challenges, 208
model design of, 209
modeling conventions, 209–210
tracing two activities, 35
ugly models, 202–205
usefulness, 25–26
validity, 20–21
value destruction, analysis, 184–187
visual, 11
weak descriptions, 201–202
BPMN, 132–133
BMM, 68–70
causal loop, 64
channel efforts toward, 51
course of action and desired result, 49–50
disciplines of, 41–42
end result, 44
evokes, 60
and objectives, 46–49
organizations in, 44–45
threat affecting, 56–57
judgments of, 57
and opportunities, 53–55
objectives
alternative strategy, 61
description, 47
hierarchy, 49
measuring, 47–49
opportunities in, 53–54
affecting strategy, 55
processes and, 128–129
purposes of, 42–43
quantifies, 47
simulation, 319–341
standards of, 68–70
strategies and tactics, 50–52
Unisys Corporation case study, 70–76
as-is and to-be, 225
associations, 78
varieties of, 93–95
best practices, 95–97
black box organization model, 93
external roles, 86–88
project organization model, 85
roles in, 82–88
physical positioning of model elements, 96
scenario based, 96
tools, 97
white box organization model, 93
Business process, 103
activity, 105
black box pool, 126
business process model notation (BPMN) standard, 132–133
business transactions in, 121–122
compensation and conditions in, 120–121
deployment, 361–363
end event, 109
events of, 108–110
execution of, 359–360
flows
default and conditional sequence, 116–117
exception in, 120–121
message, 125
sequence, 106
gateways, 112–113
interactions, 130–132
lanes in, 110–112
participant, 111
motivations, 128–129
and activities, 129
processes of, 128–130
pools, 123–126
sequence flows, 106
start event, 108
white box pool, 125
Business Process Management (BPM), 366
data fields, 364
data mapping, 364
Business Process Monitoring of, 366–368
dashboards, 370–371
events, 369–370
simplification, 368–369
behavior shaping, 140–143
business value of, 180–181
directives, 140
enforcement level of, 165–166
execution, 356–358
fact types of, 158–162
gateways, 177
motivation, relationship to, 169–173
noun concept, 156–158
and organizations, 174–175
operative, 153
organizations and, 166
policies of, 166–169
composition of, 168–169
directives of, 169
process, 176
production, 357
properties, 161–162
purposes for, 143–144
rule forms, 146–156
SBVR standards, 179–180
specialization association, 160
tactic sets enforcement level of, 173
violation, 162–165
enforceable, 163–164
multiple violations, 164–165
C
Case studies
NYDOL, case study, 264–266
ERP systems, case study, 17–18
health insurance company case study, 236–239
Unisys Corporation case study, 70–76
US Customs and Border Protection (CBP) case study, 134–137
Cat, 253–254
actuators, balancing of, 65–66
complex dynamics, 67–68
delays, 66
management discussion, 68
Channel efforts toward, 51
Classic disciplines, 24
Compensation, 120–121
Contributing subject matter expert, 247
Cora Group, 11–12
Course of action, 49–50
Crab, 254
Cycle time, 314
D
Delays, 330–332
Desired result, 49–50
Detail complexity, 9–10
Directives, 140
Dynamic complexity, 9–10
E
Element omission, 192
End event, 109
Enterprise architecture (EA), 38–40
Enterprise Resource Planning (ERP), 17–18
Evokes, 60
F
Facilitated workshop, 214–216
modeling value in, 234–235
consistency, 160–161
diagram, 158
properties of, 161–162
Feedback, 332–334
G
Gateways, 112–116
rules, 176
and objectives, 47–48
organizations in, 44–45
threat affecting, 56–57
H
Hierarchy and decomposition, 195–196
I
IDEF family of languages, 26
Impact analysis, 282–285
Impossibility rule statement, 153–154
Incompetent modelers, 210–211
IT alignment and business modeling, 4–5
Iterative modeling process, 190–191
J
Jobs, 299–301
resource utilization, 340
cycle time, 341
touch time, 341
K
L
Lanes, 110–112
Live modeling, 249–250
M
Manual execution of, 348–349
Merger integration workshop, 226–227
Message flows, 125
Model, 1
Modeling conventions, 209–210
Model design, 209
Model echoing, 263
scope chart, 242
Model-based workshops, 216–217
antipatterns, 259
biased facilitator, 261–262
missing participants, 259
missing equipment, 259–260
multitasking, 260–261
rejected model, 262–263
participants modeling, 263–264
weak sponsor, 261
attendees, personalities in, 251–255
benefits and, 231–233
break creep, 257
business purposes and strategies, 220–230
business continuity workshop, 227–228
merger integration workshop, 226–227
outsourcing workshops, 223–224
performance improvement workshop, 228–229
pursuit workshop, 229–230
regulatory workshop, 224–225
reorganization workshop, 225–226
solution rollout workshops, 222–223
strategy workshops, 221
system transition workshop, 224
technology alignment workshop, 221–222
challenging personalities, 251–255
mouse, 251–252
bulldog, 252
prairie dog, 252–253
pig, 253
cat, 253–254
crab, 254
otter, 254–255
creating models, 235–236
effective running of, 241–244
focus and, 233–234
NYDOL, case study, 264–266
pitching the idea, 245
preparation, 245
process of, 245–246
productive workshop, 255–258
reports, 233–234
roles of, 246–251
facilitator, 247–249
modeler, 249–250
participating and contributing subject matter expert, 246–247
scribe, 250
sponsors, 250–251
scope chart, 242
scoping and planning, 245
techniques
echoing, 263
isolation, 213
lane isolation, 214
live modeling, 249
note modeling, 249
one-on-one, 213
private modeling, 249
timing for, 219–220
toolkit, 260
uses
assumptions validation, 219
communication, 217
persuasion and selling, 218
training and learning, 217
value of modeling, 234–235
Modernization, 181
Mouse, 251–252
Mykonos Corp., 11–12
N
Necessity rule statement, 151–153
Note modeling, 249
Noun concept, 156
and structural rules, 157–158
O
Objectives
alternative strategy, 61
description, 47
hierarchy, 49
measuring, 47–49
Obligation rule statement, 146–148
Opportunities in, 53–54
affecting strategy, 55
Organization model, 12
Organization
and motivation models, 97–98
chart of, 81
of interest, 86
part of, 87
unit, 79–82
Otter, 254–255
P
Packaged execution, 353–354
Participating subject matter expert, 246–247
Performance improvement workshop, 228–229
Pig, 253
Pipeline delay, 332
Pools, 123–126
Post-merger integration, 285
Prairie dog, 252–253
Private modeling, 249
Prohibitive rule statement, 149–150
Pursuit workshop, 229–230
Q
Quantifies, 47
R
Refactoring, 196–199
Regulatory compliance, 144
Regulatory workshop, 224–225
Reorganization workshop, 225–226
Resource delay, 305–307
Restricted permissive rule statement, 150–151
Restricted possibility rule statement, 154–155
competitors, 87
external organizations and, 86–88
influencers, 87
reporting relationship, 84–85
suppliers, 87
S
SBVR, 179
Semantics, 12
why simulate, 292
Simulation variables, 323–330
concrete, 323–324
feeder, 328–329
interpolating, 326
Software modeling, xi
development, requirements for, 15
rise of, 2–4
software engines, execution, 15
Unified Modeling Language (UML), 3
use cases, 349–353
Standards
BMM, 68–70
BPMN, 132–133
IDEF, 26
SBVR, 179–180
UML, 3
Straight through modeling process, 189–191
Strategies and tactics, 50–52
Stocks, 334–336
contributing, 247
participating, 246–247
Subprocess, 117–120
embedded, 118
System transition workshop, 224
T
Technology alignment workshop, 221–222
tracing two activities, 35
Transformation analysis, 278–282
U
Upper-level process, 117
Use cases, 348–353
descriptions, 349
diagrams, 350
and business modeling, 351–353
V
W
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