Modeling and Simulation of Business Dr. Rami Gharaibeh.
51
Modeling and Simulation of Business Dr. Rami Gharaibeh
-
Upload
asher-patterson -
Category
Documents
-
view
216 -
download
3
Transcript of Modeling and Simulation of Business Dr. Rami Gharaibeh.
Modeling and Simulation of Business
Dr. Rami Gharaibeh
Understanding Reality
PREFACE
Understanding Reality
PREFACE
Understanding Reality
PREFACE
Understanding Reality
PREFACE
Understanding Reality
wrong understanding of reality leads to wrong expectations
PREFACE
Understanding Reality
PREFACE
Understanding Reality
UnfortunatelyReality is very complex
PREFACE
Understanding Reality
we beat the complexity of reality by modeling it
PREFACE
Understanding Reality
Modeling applies to any situation in any application
PREFACE
What is a business model?
A business model is a simple representation of the complex reality of a
particular organization
PREFACE
What is a business model?
Business models are useful for understanding how a business is organized, who interacts with whom, what goals and strategies are being pursued, what work the business performs, and how it performs that work
PREFACE
Business Modeling
We need to learn how to create a business model that represents the
reality of a business
PREFACE
Business Modeling Vs. Software Modeling
A software model is a model of software applications and databases and other
information technology artifacts
PREFACE
Business Modeling Vs. Software Modeling
A business model is a model of a business, a model of what people do and
how they interact
Dr. Rami Gharaibeh
PREFACE
Business Modeling Vs. Software Modeling
in both cases we are modeling the actions and interactions among several elements, yet
• Different elements• Different techniques• Different tools
Dr. Rami Gharaibeh
PREFACE
Business Modeling
Creating a good business model is a complex skill, and like any complex skill, it requires time, knowledge, practice, and patience to learn
Dr. Rami Gharaibeh
PREFACE
Modeling Disciplines
Four distinct business modeling disciplines
• Business process models• Business motivation models • Business organization models • Business rule models
Dr. Rami Gharaibeh
PREFACE
Modeling Disciplines
Business process models
capture how a business performs its work, the
step-by-step activities that are performed
Dr. Rami Gharaibeh
PREFACE
Modeling Disciplines
Business motivation models
Capture the goals and strategies of a business. what a business is attempting to do and how those attempts fit into its
changing environment.
Dr. Rami Gharaibeh
PREFACE
Modeling Disciplines
Business organization models
capture who performs the work in an organization and who they interact with, both inside the organization and outside
Dr. Rami Gharaibeh
PREFACE
Modeling Disciplines
business rule models
capture the constraints on a business the external constraints from regulations and
laws, and the internal constraints from policies, rules, and other guidance
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
To be more effective, business modelers need to understand all four disciplines.
They need to create models that include multiple disciplines.
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
A business process is useful, but it is more useful when accompanied by details about the goals of the business, the organizations that participate in the process, and the rules and policies that guide the process.
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
The four disciplines represent four dimensions that should be reflected in the model:
What is the process, how does it serve my goals, who should do what, what
rules govern the people while implementing the process
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
example
any hospital includes the business process of emergency admission. To completely model this business process the BPM will model all activities:
• taking patient information• Patient examination• Patient referral to labs and ray• Ray imaging• Ray image reporting
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
example
any hospital includes the business process of emergency admission. To completely model this business process the BMM will show the link with the hospital goals :
• taking patient information• Patient examination• Patient referral to labs and ray• Ray imaging• Ray image reporting
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
example
any hospital includes the business process of emergency admission. To completely model this business process the BOM will link each activity with the department that should perform it :
• taking patient information (emergency nurse)• Patient examination (emergency physician)• Patient referral to labs and ray (emergency physician)• Ray imaging (ray imaging technician)• Ray image reporting (ray image physician)
Dr. Rami Gharaibeh
PREFACE
Integrating the four disciplines
example
any hospital includes the business process of emergency admission. To completely model this business process the BRM will show the laws, policies, procedures and rules in performing each activity:
• taking patient information (privacy rules)• Patient examination (clinical procedures)• Patient referral to labs and ray tests (referral
procedures)• Ray imaging (safety policies)• Ray image reporting (privacy + timing policies)
Dr. Rami Gharaibeh
PREFACE
Modeling standards
Standards are important in business modeling. A model created by one group of people should be understandable by others. Others should be able to update the model when business circumstances change. Models created in one modeling tool should be readable and changeable by other tools.
Dr. Rami Gharaibeh
PREFACE
CHAPTER ONE
WHY BUSINESS MODELING
Dr. Rami Gharaibeh
Answer two questions
what is a business model?
why create one?
CHAPTER ONE
Dr. Rami Gharaibeh
what is a business model?
A business model is a simple representation of the complex reality of a business.
Dr. Rami Gharaibeh
CHAPTER ONE
ALERTALERT
By business model we do not mean “how the company makes money”.
we mean a model that describes the details of a business: its goals, organizations, business processes, or business rules.
Dr. Rami Gharaibeh
CHAPTER ONE
what is a business model?
example Any city has a complex reality that includes locations of places, thousands of roads, thousands of pipe routes, thousands of cable routes, etc.
Dr. Rami Gharaibeh
CHAPTER ONE
what is a business model?
example to be able to deal with the complexity of a city, we make maps. Maps of roads and locations. Maps for electrical cable. Maps for water pipes, etc.
Each of these maps is considered a model. The model will help us make good decisions on how to go to places, or where to dig to find the electrical cable or water pipe.
Dr. Rami Gharaibeh
CHAPTER ONE
what is a business model?
Businesses have complex reality. To be able to manage this reality and solve business problems, we need to create business models.
Dr. Rami Gharaibeh
CHAPTER ONE
The rise of business modeling
Businesspeople are increasingly using models to communicate. Over the last fifteen years, increasing numbers of people have built business models: models of the business processes of their organization, the goals and strategies, or the policies and rules.
Dr. Rami Gharaibeh
CHAPTER ONE
The rise of business modeling
What’s driving the growth of business modeling?
1IT organizations are using business models to align IT initiatives with business needs.
Dr. Rami Gharaibeh
CHAPTER ONE
The rise of business modeling
What’s driving the growth of business modeling?
2Models help with the implementation of change.
If nothing changes, you don’t need models, just as you don’t need a street map if you never travel anywhere.
Dr. Rami Gharaibeh
CHAPTER ONE
The rise of business modeling
What’s driving the growth of business modeling?
3the need to manage increasing complexity. Complexity is the key problem in business today. Decisions are harder now because there is more to consider.
Dr. Rami Gharaibeh
CHAPTER ONE
The rise of business modeling
What’s driving the growth of business modeling?
3Businesses have become more complex. Twenty years ago, businesses were easier to understand. There were fewer business processes, fewer products and services, less data stored in databases, fewer business partners, and fewer lines of business.
Dr. Rami Gharaibeh
CHAPTER ONE
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
•Communication between people
•Training and learning
•Persuasion and selling
•Analysis of a business situation
•Compliance management
•Development of software requirements
•Knowledge management and reuse
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Communication between peopleBusiness is a communication-intensive activity. Business people give presentations about company performance. Business people talk to their clients and their suppliers about new products and services. Business colleagues talk to each other about the changing competitive environment. Much of business is communication.Business models are better for conveying complex business information.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Training and learning People learn in two ways. They learn from their own experience, via trial and error, and they learn from other people’s experiences, via conversations, books, or classroom material. Learning from other people’s experiences is of course cheaper, faster, and less risky. We allow others to make mistakes instead of making our own. Business models are one way of learning from other people’s experience. First, a model is built of the expert’s knowledge of the business rules or the business process. Then many novices can study the model to learn what the expert knows.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Persuasion and sellingIn business, persuasion is ubiquitous. When we sell a customer on a product, we are persuading. When we pitch a new initiative to our management, we are persuading. When we convince employees to embrace a business process change, we are persuading. Persuasion is communication, of course, but it is communication in service of a goal: convincing someone to take action favorable to us, to our organization, or to themselves. Business models are useful for persuasion.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Analysisinsight is power. Analyzing a business model is particularly useful when you have a decision to make. The different alternative scenarios can be modeled and the models then analyzed and compared. For example, you may compare different business process scenarios to see which is the lowest cost. That low-cost scenario can be compared to today’s business process so that you can understand what activities need to change, what new activities need to be performed, what activities should be automated, and what skills you will need to learn.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Compliance managementBusinesses must comply with law, government regulations, and other guidance. They must comply with terms of contractual agreements with their lenders, suppliers, and customers. Corporate employees must comply with corporate policies. Compliance often impacts financial results. Sometimes the impact is larger than money; noncompliance can lead to jail. A business needs to design processes to ensure compliance. And when regulations change, it needs to understand the impact of the new regulations on its business.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Requirements for software development
Requirements provide a description of what a proposed software application should do. Without detailed requirements, application development projects fail. Business models capture this detail in a way that is understandable to both the business users and the software developers. Business users do not need to understand how the system will be created; they need to understand how it will support their need. Business models are a better form of requirements for end users.
Business value of business models
Dr. Rami Gharaibeh
CHAPTER ONE
Knowledge management Knowledge management is the practice of systematically capturing knowledge from some people in an organization so that the knowledge can be used by others elsewhere in the organization. But knowledge management practices today capture only half the relevant knowledge. Typical knowledge management practices capture the explicit knowledge found in existing documents but not the tacit knowledge found in people’s heads. Tacit knowledge includes what people do and how they do it. Tacit knowledge includes when each document is used and why.
CASE STUDY
Dr. Rami Gharaibeh
CHAPTER ONE
an implementation of an ERP system
