Basic Business Question
Kind of Model
|1.||What||What inventory of things needs to be managed to support business activity?||structural model (e.g., concept model, data model)|
|2.||How||How do transforms of things in business activity need to take place to add value?||process model|
|3.||Where||Where does business activity occur?||network model|
|4.||Who||Who collaborates with whom to undertake business activity?||interaction model (e.g., organizational chart, use case)|
|5.||When||When does business activity take place?||temporal model (e.g., schedule, event model, milestone model)|
|6.||Why||Why are results of business activity deemed appropriate or not?||strategy model (e.g., Policy Charter, constraint model)|
- Your metrics will largely focus on process productivity (e.g., throughput, bottlenecks, latency), rather than strategic goals and alerts centered on external risks. E-suite executives tend to be much more focused on the latter.
- Your mindset will be procedural, rather than declarative, which can cause you to embed business rules in process flows rather than externalize them. As a result your process models will be unnecessarily complex and your overall solutions un-agile.
- You approach will fall woefully short in addressing the intellectual capital that underlies your processes. Such operation business knowledge ranges from simple meta-data, to the business logic that underlies operational business decisions.
- Ensuring the quality of meta-data.
- Demonstrating compliance based actual rules, rather than the artifacts and effects that IT systems produce.
- Retaining, teaching and repurposing intellectual capital.