Detailed Course Outline
Introduction
- Why do you need business models?
- Modelling techniques within A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)
Defining the Scope of Modelling
What is a business model?
- Separating textual and diagrammatic elements
- Contrasting scope with level of detail
Crafting a process to develop a business model
- Applying the steps: elicit, analyse, document, validate
- Iterating the steps
- OMG modelling standards
- Facilitating requirements workshops
- Correlating models to project type and deliverables
Capturing the multidimensional aspects of an organisation
- Applying the five Ws approach: who, what, where, when, why and how
- Selecting the right level of detail for your stakeholders
- Employing CASE tools and simulation
Mapping the Business Landscape
Analysing the enterprise
- Exploring the enterprise architecture
- Decomposing the architecture into its components: business, data, technology and other perspectives
Applying business rules
- Documenting the constraints: operative and structural
- Representing operative rules with decision tables
Scoping Business Functions
Initiating the process with functional decomposition
- Determining the functional hierarchies
- Distinguishing between functions and processes
Drawing UML use case diagrams
- Defining scope and boundary
- Identifying the actors and stakeholders
- Refining the use cases
Documenting business use cases
- Selecting the level of detail: brief, casual or fully dressed
- Specifying preconditions and postconditions
Modelling Business Processes and Workflows
Applying process modelling techniques
- Workflows
- Events
- Activities
- Decisions
- Sequencing
- Messaging
- Participants
- Tokens
Leveraging Business Process Model and Notation (BPMN)
- Benefits from a standardised approach
- Sequencing and classifying activities
- Decomposing activities into subprocesses and tasks
- Categorising events
Refining business process diagrams
- Choosing the right gateway: decisions, forks and joins
- Mapping the processes to swimlanes and pools
- Supplementing the model with data and artefacts: groups and annotations
Analysing the Enterprise Structure
Establishing the business domain
- Documenting the workers and organisation units
- Modelling systems, documents, information and tools
Structuring the enterprise with UML class diagrams
- Determining object attributes
- Constructing associations between the classes
- Packaging for domains and organisation units
Finalising the Business Model
Achieving complete coverage with matrices
- Prioritising features
- Cross-referencing requirements
- Applying the Responsibility Assignment Matrix (RACI)
Contextualising the model with perspectives
- Documenting business interfaces
- Mapping from means to ends
- Capturing time parameters
- Modelling states with the UML State Machine Diagram
- Specifying Supplementary & Quality of Service requirements
Communicating the Model to Key Stakeholders
- Choosing the right models for youraudience
- Transforming business models into user requirements
- Delivering and presenting your models