Business Modeling: A Practical Guide to Realizing Business by David M. Bridgeland, Ron Zahavi

By David M. Bridgeland, Ron Zahavi

As enterprise modeling turns into mainstream, each year increasingly more businesses and executive firms are growing types in their companies. yet growing reliable enterprise types isn't an easy recreation. enterprise modeling calls for new talents. Written by way of company modeling specialists, this e-book indicates you the way to make your corporation modeling efforts profitable. It offers in-depth assurance of every of the 4 particular company modeling disciplines, assisting you grasp all of them and know the way to successfully mix them. It additionally info top practices for operating with material specialists. And it exhibits tips to boost types, after which study, simulate, and installation them. this can be crucial, authoritative details that might placed you miles sooner than every person who keeps to technique company modeling haphazardly. * presents in-depth assurance of the 4 enterprise modeling disciplines:process modeling, motivation modeling, association modeling, and ideas modeling.* bargains suggestions on easy methods to paintings successfully with subject material specialists and the way to run enterprise modeling workshops.* information trendy top practices for development potent company types, and describes universal errors that are meant to be avoided.* Describes criteria for every company modeling discipline.* Explains the way to study, simulate, and set up enterprise models.* comprises examples either from the authors' paintings with consumers and from a unmarried operating instance that spans the e-book.

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Extra resources for Business Modeling: A Practical Guide to Realizing Business Value (The MK OMG Press)

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Often these applications and infrastructure are traced to the business processes they support. Business models by contrast are sometimes traced to technology models and 39 40 CHAPTER 2 Modeling Fundamentals sometimes they are not. Sometimes business models stand by themselves, without reference to any technology. It all depends on the focus problem: why the business model is being built. Because enterprise architectures are cross-enterprise inventories, they are built to last. An EA model is intended to be updated every quarter or every year as things change.

Goals and Organizations A goal is defined by the organization that is trying to achieve the goal. For example, the restaurant Portia defines the goal Expand Menu Variety. Portia’s sister restaurants have different goals. Nola—a Cora Group restaurant that just opened—defines the goal Establish Regular Customers. Establishing regular customers was once a goal for Portia, when it had just opened, but that goal has long since been achieved and is no longer a goal for the restaurant. 1 shows the relationship between Portia and the goal it defines, and between Nola and the goal it defines.

Now it’s time to examine model usefulness. In particular, we will look at some model shortcomings that make an otherwise useful model less useful or sometimes not useful at all. To be useful, a model must have enough fidelity for the intended purpose. But fidelity alone is not sufficient. Models are read and interpreted by people, sometimes by the same people who built the model, and usually by others as well. As we described in Chapter 1, models can be useful for eight purposes: 1. 2. 3. 4. 5.

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