Capability Pattern: Business Modeling |
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This capability pattern covers the activities and workflow for the Business Modeling discipline. |
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Relationships
Description
You can take one of several paths through the workflow of the Business Modeling discipline. The path that you choose
depends on the purpose of your business-modeling effort, as well as on your stage in the development lifecycle.
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In your first iteration, you will assess the status of the organization and determine improvement areas, as defined
in Assess Business Status. Based on the results of this assessment, you can make decisions regarding how to
continue in this iteration, as well as on how to work in subsequent iterations. Scope of Business Modeling describes some typical scenarios that might
occur.
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If you determine that no full-scale business models are needed and only a domain model is required (scenario #2 in
Scope of Business Modeling), you will follow the alternative Develop Domain
Model path of this workflow. In the Rational Unified Process, a domain model is considered a subset of the
business analysis model, encompassing only the business entities of that model.
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If you determine that no major changes will occur to the business processes, and you intend to develop a software
system, all you need to do is chart those processes and derive software requirements (scenario #1 in Scope of Business Modeling). Because there is no need to keep a special set of
models of the current organization, you can directly focus on describing the target organization. You will follow
the business-modeling path, but skip "describe current business."
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If you intend to deploy a new software system, you need to describe current business processes in order to
understand how the software system will fit into the organization. The models will initially describe the current
organization ("describe current business"), but will be adjusted to reflect the ways in which the software system
will be used. In this case, you also need only one set of models.
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If you do business modeling with the intention of improving or re-engineering an existing business (scenarios #3,
#4, and #6 in Scope of Business Modeling) or of making significant changes to the business, you
will model both the current business and the target business. In this case, the Business Architecture Document is
crucial to the assessment of the consequences of architectural decisions.
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If you do business modeling with the intention of developing a new business more or less from scratch (scenario #5
in Scope of Business Modeling), you will envision the new business and build models
of it, but skip "describe current business."
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This content developed or partially developed by Empulsys
BV.
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Properties
Event Driven | |
Multiple Occurrences | |
Ongoing | |
Optional | |
Planned | |
Repeatable | |
Usage
Usage Notes |
The following decisions should be made regarding the Business Modeling discipline's workflow:
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Decide how to perform the workflow. There are several ways to perform the business modeling workflow, as described
in Concept: Scope of Business Modeling. Decide which of the scenarios you will
follow. You may choose to document the decisions in the Development Case. The Artifact: Target-Organization Assessment describes the current
status of the organization in which the system is deployed. It serves as input when you decide how to perform the
business modeling workflow.
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Decide what parts of the Business Modeling activities to perform. For example, you can decide to just
introduce a Domain Model if the project only needs a business analysis model, focusing on explaining products,
deliverables, or events that are important to the business domain.
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Decide when, during the project lifecycle, to introduce each part of the workflow. As a general rule, the business
modeling workflow should be introduced early in the project.
Notice that you often need to assess the business status before you are ready to make decisions on how to use the
Business Modeling workflow.
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