Requirements Management and the Business Motivation Model
Guest post by Cecilia Pearce
I have just completed the “Business Analysis with Business Rules: From Strategy to Requirements” on-line training session given by Ron Ross and Gladys Lam.
This approach has additional benefits where requirements are concerned. During the session, it became evident that some of the requirements processes defined by BABOK® – Requirements Elicitation, Prioritization and Traceability – may be simplified when following the Business Motivation Model (BMM) approach.
The BMM approach emphasizes starting with strategy for addressing the business problem. Being top-down and structured, it ensures that defined requirements are based on the business goals identified for the organisation. Since the source of the requirements is therefore known, their prioritization is simplified. Requirements linked directly to the goals will have a higher priority, whereas other requirements, depending how linked to the goals, may be allocated a lower priority.
Traceability of requirements also benefits from the BMM approach. The requirements are already associated with the goals, possible business risks are identified, and relationships are traced to business processes, business milestones, and key performance indicators.
The requirements elicitation process is just another benefit of the BMM approach. Requirements are defined with the goals in mind. The Policy Charter, a deliverable in the style of the BMM, illustrates the goals in more manageable segments and links the requirements directly to the identified goals. It allows the business stakeholders to ‘see’ their end result more clearly and understand what steps are required to get there.
 Business Rule Solutions’ Policy Charter was a basis for the BMM, and is consistent with the standard.
Tags: BABOK, BMM, business goals, Business Motivation Model, Policy Charter, requirement process, requirements, strategy
Ronald G. Ross
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.