Book Description
As business modeling becomes mainstream, every year more and more companies and government agencies are creating models of their businesses. But creating good business models is not a simple endeavor. Business modeling requires new skills.
Written by two business modeling experts, this book shows you how to make your business modeling efforts successful. It provides in-depth coverage of each of the four distinct business modeling disciplines, helping you master them all and understand how to effectively combine them. It also details best practices for working with subject matter experts. And it shows how to develop models, and then analyze, simulate, and deploy them. This is essential, authoritative information that will put you miles ahead of everyone who continues to approach business modeling haphazardly.
* Provides in-depth coverage of the four business modeling disciplines:
process modeling, motivation modeling, organization modeling, and rules modeling.
* Offers guidance on how to work effectively with subject matter experts and how to run business modeling workshops.
* Details today's best practices for building effective business models, and describes common mistakes that should be avoided.
* Describes standards for each business modeling discipline.
* Explains how to analyze, simulate, and deploy business models.
* Includes examples both from the authors' work with clients and from a single running example that spans the book.
Table of Contents
- Cover image
- Title page
- Table of Contents
- Copyright
- Dedication
- Preface
- Acknowledgments
- About the Authors
- Chapter 1. Why Business Modeling?
- The Rise of Business Modeling
- Business Modeling And It Alignment
- Business Modeling and Business Transformation
- Business Modeling and Managing Change
- Business Modeling and Managing Complexity
- The Business Value of Business Models
- The Rigor of Business Modeling
- Case Study
- Chapter 2. Modeling Fundamentals
- Model Fidelity
- Model Validity
- Classic Business Models
- Four Model Disciplines
- Wrong But Useful
- Modeling Tools
- Model Analysis
- Simulation
- Traceability
- Model Deployment
- Business Modeling Standards
- Business Modeling and Enterprise Architecture
- Chapter 3. Business Motivation Models
- Why Model Business Motivation?
- Motivation Modeling and Strategy Creation
- Goals
- Objectives
- Desired Results and Courses of Action
- Strategies and Tactics
- Influencers
- Opportunities
- Threats
- Assessments
- Strengths and Weaknesses
- Comparing Alternatives
- Causal Loop Diagrams
- The BMM Standard
- Case Study
- Chapter 4. Business Organization Models
- Why Model Business organizations?
- Organizations
- Roles
- External Organizations and External Roles
- Interactions
- Influence
- White Boxes and Black Boxes
- Associations
- Creating Good Business Organization Models
- Organizations and Business Motivations
- Standards
- Case Study
- Chapter 5. Business Process Models
- Why Model Business Processes?
- Activities
- Sequence Flows
- Activity Attributes
- Events
- Lanes
- Gateways
- Default Sequence Flows and Conditional Sequence Flows
- Subprocesses
- Compensation and Other Conditions
- Pools
- As-is and To-be Processes
- Business Motivations and Processes
- Business Processes, Organizations, and Interactions
- The BPMN Standard
- Case Study
- Chapter 6. Business Rule Models
- Business Rules Shape Behavior
- Why Business Rules?
- Rules
- Business Rule Forms
- Noun Concepts
- Fact Types
- Rule Violations
- Enforcement
- Business Policies
- Business Motivation, Policies, and Rules
- Business Organizations and Business Rules
- Business Processes, Business Policies, and Business Rules
- The SBVR Standard
- The Business Value of Business Rules Redux
- Chapter 7. Creating a Good Model
- Model Value Destruction
- Scope Failures
- Straight-Through Modeling
- Model Complexity
- Bad Names
- Weak Descriptions
- Ugly Models
- Failures of Quality
- Team Challenges
- Incompetent Modelers
- Chapter 8. Model-Based Workshops
- Facilitated Workshops
- Model-based Workshops
- Workshop Uses
- The Timing of Model-Based Workshops
- Model-Based Workshops for Various Business Purposes
- Workshop Benefits in Summary
- Workshop Focus and Deliverables
- The Value of Modeling in Facilitated Workshops
- When are Models Created?
- Case Study
- Chapter 9. Running a Workshop
- A Model-Based Workshop Example
- Process Details of Model-Based Workshops
- Roles in a Model-Based Workshop
- Challenging Personalities in a Model-Based Workshop
- Creating a Productive Workshop
- Workshop Antipatterns
- Case Study
- Chapter 10. Business Model Analysis
- Analysis Techniques
- Improvement Analysis
- Transformation Analysis
- Impact Analysis
- Acquisition Analysis
- Chapter 11. Business Simulation
- Why Simulate?
- Simulating a Business Process Model
- Simulating a Business Motivation Model
- Validating a Simulation
- Simulation and Standards
- Chapter 12. Executing a Business Model
- Business Modeling Life cycle
- From Models to Software
- Manual Execution
- Packaged Execution
- Direct Execution
- Executing Business Rules
- Executing Business Processes
- Business Process Monitoring
- Business Activity Monitoring
- The Future of Business Modeling
- Bibliography
- Index