Activity: Set and Adjust
Objectives
Purpose
- To delimit the business-modeling effort.
- To develop a vision of the future target organization.
- To gain agreement on the objectives of the business-modeling effort.
- To set realistic stakeholder expectations.
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Role:
Business-Process Analyst
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Frequency: As required, typically at least once
for each iteration that includes business modeling activities, then revisited
as needed. |
Steps
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Input Artifacts:
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Resulting Artifacts:
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Tool Mentors:
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More Information:
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Discuss the boundaries of what you choose to include in your modeling effort.
Decide what constitutes the target organization. This can effectively (but not
necessarily) be done using business
actor and business use-case
notation, should the involved audience feel comfortable with such notation.
It is important to gain agreement on answers to the following questions:
- What important parties in the environment do you consider external to the
target organization? This means identifying those parties whose work you cannot
affect but with which you still need to have a well-defined interface.
- If you are performing business modeling in order to define the requirements
for a particular system, are there any parts of the organization that will
not be affected by this system? Those parts can be considered external,
since there is no point in using resources to produce descriptions of business
processes that this project is not influenced by or cannot influence.
The boundaries that you set for the target organization may be rather different
from those that you consider to be the boundaries of "the company." For
example:
- If your goal is to build a new sales support system, you might choose not
to include anything that goes on in your product development department. Nonetheless,
the product development department must be considered a business actor, since
there are interfaces to it that need to be clarified. In this example, a party
inside "the company" is considered external to the target organization
and is therefore modeled as a business actor.
- If the system you are building is airmed to enhance communication with partners
or vendors (a business-to-business application), you might choose to include
those partners or vendors in your target organization. In this case, a party
that is external to "the company" is inside your target organization.
Note that this type of categorization is useful only if you have some insight
into and influence on your partner's method of operation. If you can influence
only the interfaces to the partner, it should be considered external and be
modeled as a business actor.
- If the purpose of your project is to build a generic, customizable application
(such as a commercial accounting application), the target organization must
represent your assumptions about how the customers who buy the end product
will use it. In this case, you are including an abstract party in the target
organization.
Stakeholders are those groups (internal and external, individuals and organizations)
that are entitled to influence the outcome of the project or need to be kept
informed of decisions made within it.
In the Target-Organization Assessment,
you defined the stakeholders to the business. In the
Business Vision, you must specify which of these stakeholders are to be
considered within the boundaries of the project at hand. Your decisions in this
regard will depend on the scope of the business-modeling effort (see Concepts:
Scope of Business Modeling), as well on as what boundaries you have defined
for the modeling effort.
In order to define the objectives of the business-modeling effort and manage
stakeholders' expectations, clear objectives must be set and agreed upon by
involved parties. This helps keep the business-modeling team focused and prevents
divergent expectations.
The objectives set here are not the same as the business goals that are identified
later. These objectives apply specifically to what is to be achieved by the
business-modeling effort. They are usually a combination of the following aspirations:
- Reduce costs (operational and distribution). This is often a secondary objective,
achieved by reducing lead time and improving quality.
- Reduce lead-time. Improve responsiveness, shorten development cycles, improve
productivity, and so on.
- Increase revenue.
- Increase the number of customers.
- Reach new markets.
- Improve the quality of both products and services.
- Improve inventory and procurement management.
- Improve channel relationship (partners and vendors).
- Increase customer satisfaction expressed in both objective and subjective
terms.
- Make your employees more effective in teaming and collaboration.
- Merge businesses. When two businesses are combined into one, you might need
to merge some of their business processes.
- Outsource part of the business.
To help clarify objectives, it is useful to ask the stakeholders the
following questions:
- If we say this is impossible, what would you do then?
- If we are successful, who will you tell about it?
- If we are unsuccessful, who will you not tell?
- What will happen if we are unsuccessful?
- Why do you think we are capable of solving this problem?
- How will you determine whether we have solved your problem?
- When will you consider the job done?
You must consider a variety of sources of constraints. Here is a list of potential
constraints and questions to ask about them:
- Political: Are there internal or external political issues that affect
potential solutions? Are there interdepartmental issues?
- Economic: Which financial or budgetary constraints are applicable?
Are there costs of goods sold or product-pricing considerations? Are there
any licensing issues? Are there signs that things are changing?
- Organizational: Are there any other initiatives currently underway
that may be affected? Is the organization changing? Do the involved parties
know the history of the problem?
- Environmental: Are there environmental or regulatory constraints
or legal issues? Are there other standards that might restrict us?
- Technical: Are we restricted in our choice of technologies? Are we
constrained to work within existing platforms or technologies? Are we prohibited
from using any new ones?
- Feasibility: Is the schedule defined? Are we restricted to using
existing resources? Can we use outside labor? Can we expand resources? If
so, can we do so on a temporary or a permanent basis?
- System: Is the solution to be built on our existing systems? Must
we maintain compatibility with existing solutions? Which operating systems
and environments must be supported?
Most business-modeling efforts imply some change, and that change must be well
motivated. You must formulate and document a problem statement in the Business
Vision. This document, and the problem statement in particular, serve to
convince stakeholders of the need for change and focus all involved parties
on the issues that must be addressed.
In your Target-Organization Assessment,
you might have defined a list of problems that the stakeholders have determined
exist in the target organization. In the Business Vision, you need to limit
the list of problems to the ones you intend to focus on solving within the boundaries
of your business-modeling effort. While it is very difficult to identify one
single root cause for all the problems you have found, you must always attempt
to do this. Formulating a problem statement helps determine whether the perceived
problem is in fact the real problem.
Working with the whole team, use easel charts to fill in the following template
for each problem you have identified:
The problem of (Describe the problem.)
affects (List the stakeholders affected by the problem.)
the impact of which is (Describe the impact of the problem.)
A successful solution would (List some key benefits of a successful solution.)
The purpose of this template is to help you distinguish solutions and answers
from problems and questions. For example:
The problem of untimely and improper resolution of customer
service issues
affects our customers, customer support reps, and service technicians
the impact of which is customer dissatisfaction, perceived lack of quality,
unhappy employees, and loss of revenue.
A successful solution would provide real-time access to a troubleshooting
database by support reps and facilitate the timely dispatch of service technicians
to only those locations that genuinely need their assistance.
You must discuss and agree upon what areas of the target organization your
business-modeling effort should prioritize. This discussion may take slightly
different paths, depending on the scope of your business-modeling effort.
The main result of this activity is a Business
Vision that describes a vision of the future target organization. This document
must contain:
- The names and outlines of the target organization's new or radically changed
business use cases.
- An overview and high-level description of the future business use cases,
emphasizing how they differ from current ones. For each business use case,
the document must name the customer, supplier, or other type of partner. In
addition, it must describe the input, activities, and product. These descriptions
must present the philosophy and objectives of the business in straightforward
and objective terms. However, they do not need to be comprehensive or detailed.
They are intended to stimulate discussion among senior executives, employees,
customers, and partners.
- Measurable properties and goals for each business use case, such as cost,
quality, lifecycle, lead time, and customer satisfaction. Each goal should
be traceable to the business strategy, and its description must indicate how
it supports that strategy.
- Specifications of the technologies that will support the business use cases,
with special emphasis on technology support.
- A description of imaginable future scenarios. As far as possible, the specification
should predict how the business use cases will have to change in the next
few years due to new technologies, new interfaces to the environment, and
other types of resources.
- A list of critical success factors; that is, factors that are critical to
the successful implementation of the Business Vision.
- A description of the risks that must be handled if the business-modeling
effort is to be a success.
For more information, see Guidelines:
Business Vision and Artifact: Business
Vision.
Check the Business Vision at this stage to verify that your work is on track,
but do not review it in detail. Consider the checkpoints for the Business Vision
document in Checkpoints: Business Vision.
Be sure to consider the stage in the project at which the review is taking place.
For example, in the first iteration of Inception, the Business Vision can be
only a fragmentary and preliminary sketch.
At the review, be sure to have representatives from the following groups:
- executive management
- the business-modeling team
- representatives of people who are to work in the target organization
- representatives of any partners who might be involved in your business improvements
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This content developed or partially developed by Empulsys BV.
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