The Business Motivation Model

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The Business Motivation Model...............................................................................................x

1.Introduction.............................................................................................................11.1 What is the Business MotivationModel? ........................................................................11.2 Other Elements of a Full BusinessModel.......................................................................21.3 Business Rules in the Business MotivationModel..........................................................31.4 Methodologies and the Business MotivationModel ........................................................31. Bene!"iaries of the Business MotivationModel..............................................................3

1..1 #evelo$ers of Business

%lans ..................................................................................31..2 BusinessModelers...................................................................................................41..3 &m$lementers of 'oft(are )ools andRe$ositories ...................................................41.*%la"eholders ..................................................................................................................4

2. Overview of the Business MotivationModel ........................................................53. The Core Elements of the Business MotivationModel........................................73.1 )he End+on"e$ts .........................................................................................................,

-ision .#esiredResult...................................................................................................................../oal ..10Oe10Fa"ts that OrganieEnds...................................................................................................123.2 )he Means

+on"e$ts ...................................................................................................12Mission .............................................................................................................................14+ourse of"tion...............................................................................................................1'trat1* )a"ti"1,


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#ire"tive ...........................................................................................................................1Business%oli"5 .................................................................................................................22

BusinessRule....................................................................................................................24Fa"ts that OrganieMeans ................................................................................................23.3 Ex$ressing +ore Elements of the Business MotivationModel ......................................2*

. In!uencers and"ssessments .............................................................................274.1 &n6uen"ers on the Ends andMeans .............................................................................2,

&n62,Exam$le7 External&n6uen"ers..........................................................................................28Exam$le7 &nternal&n6uen"ers...........................................................................................324.2 ssessing the &m$a"t of &n6uen"ers on Ends and9orMeans ........................................3

ssessment .......................................................................................................................3'tren3,Wea:ness ..........................................................................................................................3O$3 )hreat38%otential&m$a"t ................................................................................................................40Ris: ..40%otentialRe(ard...............................................................................................................414.3 E;


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sset ......2ssum$t=..2Business%oli"5.......................................................................................................................2Business %ro"ess...................................................................................................................3

BusinessRule.........................................................................................................................3+om$etitor ..............................................................................................................................4+or$orate-alue......................................................................................................................4+ourse of "tion.....................................................................................................................4+ustomer #esired Result........................................................................................................................#ire"tive..*

End .........*Environ=...,Ex$li"it +or$orate -alue.........................................................................................................,External &n6uen"er..................................................................................................................,Fixed sset.............................................................................................................................,/oal ........>ait .......&m$li"it +or$orate-alue..........................................................................................................&n6uen"er&n6uen"ing Organiation.........................................................................................................8&nfrastru=....8&nternal &n6uen"er...................................................................................................................8&ssue.......8iailit5..10Management%rerogative......................................................................................................10Means...10Mission .10Oe"tiv= [email protected]$$ortunit5 ...........................................................................................................................11

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ v Rel. 1.4

Organiation +ategor5..........................................................................................................12


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Organiation ;nit..................................................................................................................12%artner..12%otential &m$a"t....................................................................................................................12%otential Re(ard

..................................................................................................................13Regulation ............................................................................................................................13Resour"e ..............................................................................................................................13Ris: ......14'trateg5 14'trength 14'u$$lier 14

)a"ti" ....1 )e"hnolog5 ...........................................................................................................................1

)hreat ...1-ision....1Wea:n=..1*

"##endi$ C %ia&rammin&Conventions ......................................................................1"##endi$ % Overview of E'()ent ................................................................................1"##endi$ E The Business Motivation Model in the Conte$t of the*achman"rchitecture+ramewor, .....................................................................................

..........1E.1 Relationshi$ to Other s$e"ts of the BusinessModel ....................................................1

)he WhoC+onne"tions ......................................................................................................1 )he >o(C+onne"tions ......................................................................................................3 )he sset9iailit5C+onne"tions.......................................................................................4

E.2 dditional s$e"ts of the BusinessModel .....................................................................*

"##endi$ +Bi-lio&ra#h ..............................................................................................1

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ vi Rel. 1.4

/reface to )elease 1.


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&n 2010A the OM/Cs DOe"t Management /rou$Cs Revision )as: For"e DR)F"om$leted its(or: on -ersion 1.1 of the Business Motivation Model and $ulished itsu$dated s$e"i!"ation.1 )his Release 1.4 of the Business Rules /rou$Cs DBR/Cs $uli"ation a$$lies

the relevant "hangesfrom OM/ BMM -ersion 1.1A in"luding u$dates for "onsisten"5 (ith silingstandards D'B-RAB%#MA and O'M. )he di@eren"esG notes elo(A for BR/Cs Release 1.3A stilla$$l5.

/reface to )elease 1.31. Introduction

)he Business Motivation Model $rovides a s"heme or stru"ture fordevelo$ingA "ommuni"atingAand managing usiness $lans in an organied manner. '$e"i!"all5A theBusiness Motivation

Model does all of the follo(ing7&t identi!es fa"tors that motivate the estalishing of usiness $lans.&t identi!es and de!nes the elements of usiness $lans.&t indi"ates ho( all these fa"tors and elements inter


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)his Iuestion is ans(ered 5 identif5ing the $arti"ular Ends that ea"h of theMeans servesAand the &n6uen"ers that underlie the "hoi"es made in this regard. )his is(hat is meant 5motivation.

ll elements of the Business Motivation Model are develo$ed from a usiness$ers$e"tive. )heasi" idea is to develo$ a business model for the elements of the usiness$lans -efore s5stemdesign or te"hni"al develo$ment is egun. &n this mannerA the usiness $lans"an e"ome thefoundation for su"h a"tivit5A "onne"ting s5stem solutions !rml5 to theirusiness intent. )he Business Motivation Model "ontains7 set of uilt


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s$e"i!"ation for a $roe"t de!nition or management $ro"ess or tool. s$e"i!"ation for a full usiness model.&t "ould e in"luded in su"h s$e"i!"ationsA ut that is e5ond the s"o$e ofthis one.1.2 Other Elements of a +ull Business Model

)he Business Motivation Model is not a full usiness model. For exam$leA theelements of usiness $lans do not $res"rie in detail an5 of the follo(ingA ea"h of (hi"his an essential $artof a full usiness model.Business /rocesses. Business $lans in"lude +ourses of "tion H (hatthe enter$rise has todo to a"hieve its Ends H transformed into Business %ro"esses thaten"om$ass a"tivitiesAseIuen"ingA de$enden"iesA intera"tionsA triggering 5 usiness eventsA et".Business %ro"ess

s$e"i!"ation is outside the s"o$e of usiness $lans. >o(ever the BusinessMotivation Modeldoes in"lude a $la"eholder for Business %ro"essA to $rovide for integration(ith emergingBusiness %ro"ess standards.0or,!ows. )he asis of (or:6o( is assignment of res$onsiilities forBusiness %ro"essesto roles in the organiation. #esign of (or:6o( is outside the s"o$e ofusiness $lans.>o(everA the usiness $lans ma5 in"lude 'trategies or )a"ti"s that "on!gureorganiation

stru"ture to a"hieve e@e"tive (or:6o(.Business oca-ular. lso needed is full s$e"i!"ation of the terms andfa"ts needed tosu$$ort the usiness.13 >o(everA the usiness $lans do $rovide a usinessasis for su"hdevelo$ment H namel5A the "on"e$ts and vo"aular5 used in the elementsof the usiness$lansA $arti"ularl5 in its Business Rules.Refer to $$endix E D'e"tion E.2 for "omments aout additional elements ofa full usinessmodel.

10 OM/ do$ted '$e"i!"ation 'emanti"s of Business -o"aular5 andBusiness RulesG11 OM/ do$ted '$e"i!"ation Business %ro"ess Modeling and KotationG12 OM/ RF% Organiation 'tru"ture MetamodelG13 Organiing Business -o"aular5 is the fo"us of 'emanti"s of Business-o"aular5 andBusiness RulesG D'B-R.

)he Business Motivation Model Business Governance in a Volatile World


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+o$5rightA 2010. )he Business Rules /rou$ 3 Rel. 1.4

1.3 Business )ules in the Business Motivation ModelBusiness Rules $la5 an im$ortant role in develo$ment of usiness $lans. Forexam$leA the5 "anserve the follo(ing $ur$oses7

Ma:e usiness ta"ti"s suL"ientl5 (ell develo$ed to guide the a"tual$erforman"e of (or:.%rovide falla": $ositions (hen some element of the usiness $lans fails.Resolve "on6i"ts (hen the Ends the usiness see:s are in "on6i"t (ithone another.Be"ause of this :e5 role H (hi"h is often ma:e


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)he Business Motivation Model is a "on"e$tual tool for engineering theusiness itself. &t$rovides develo$ers of usiness $lans (ith7 set of "on"e$ts that a"ts as a "he":


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stru"ture of the Business Motivation Model ut a"tuall5 elong in other OM/standardsA (herethe5 are de!ned and asso"iated (ith related "on"e$ts needed for detailedusiness modeling. )he defaults for the reIuired external standards are the OM/Cs s$e"i!"ations

for theOrganiation 'tru"ture Metamodel DO'MA Business %ro"ess Modeling andKotation DB%MKAand 'emanti"s of Business -o"aular5 and Business Rules D'B-R. &n$ra"ti"eA enter$rises"ould use alternative external standards.Business Rule is a "ore "on"e$t of the BMM Daleit that its de!nition isado$ted from 'B-R.Organiation ;nit and Business %ro"ess Ddis"ussed in $$endix E are$la"eholders forasso"iation (ith "on"e$ts in O'M and B%MK res$e"tivel5. ssets Dalso

dis"ussed in $$endixE are not 5et referen"ed to an5 $arti"ular OM/ s$e"i!"ations.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ Rel. 1.4

2. Overview of the Business Motivation ModelFundamental to the Business Motivation Model is the notion of motivation. &fan enter$rise$res"ries a "ertain a$$roa"h for its usiness a"tivit5A it ought to e ale tosa5 why J that isA (hatresultDs the a$$roa"h is meant to a"hieve.'ometimes it is diL"ult to un"over su"h motivationA es$e"iall5 in o$erations

that have eengoing on for some time. ll too often it turns out to e “...because we had tofnd a workaroundor a system that didn’t do quite what was needed.” )his ma5 des"rieusiness (or: $ra"ti"eAinformation s5stemsA or oth. "ornerstone of an5 (or: addressing motivation had to e the enter$riseCsas$irations Dits-ision and its a"tion $lans for ho( to realie them Dits Mission. Re!nements(ere introdu"edH -ision into /oals and Oe"tivesA and Mission into 'trategies for

a$$roa"hing /oalsA and )a"ti"s for a"hieving Oe"tives. )he general term nd (as ado$ted to referroadl5 to an5 of the as$irationC "on"e$ts D-isionA /oalA Oe"tive and the term !eans torefer generall5 to an5of the a"tion $lanC "on"e$ts DMissionA 'trateg5A )a"ti". )his "onun"tion ofEnds and MeansH bein" and doin" H $rovides the "ore "on"e$ts of the Model.14


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n enter$riseA ho(everA "annot o$erate on this Model alone H the usinessneeds to ta:e intoa""ount the numerous &n6uen"ers that "an hinder or assist its o$eration. )hese &n6uen"ers$rovide O$$ortunities that (ould hel$ the enter$rise o$erateA as (ell as

)hreats that (ouldth(art it. &n6uen"ers also re$resent 'trengths from (ithin that the enter$rise"ould ex$loitA orWea:nesses that it should "om$ensate for.But is an &n6uen"er inherentl5 a 'trength or Wea:ness H is it al(a5s a )hreat or O$$ortunit5? )hat determination "omes from an ssessment of the im$a"t of an &n6uen"eron the stated Endsand Means H an ssessment su"h as is develo$ed in 'WO) anal5sis.1 &n this"ommonl5


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1* Keal FishmanA 'WO) ssessmentAG #ata$o%nowled"e &ewsletter A -olume2,A Ko. *DKovemer9#e"emer 1888A $$. 3


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other handA are the more s$e"i!" /oals and Oe"tives that the enter$riseAor some $art of itAintends to a"hieve.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ Rel. 1.4

Vision -ision des"ries the future state of the enter$riseA (ithout regard to ho( itis to e a"hieved. -ision is the ultimateA $ossil5 unattainaleA state the enter$rise (ould li:eto a"hieve. -ision is often "om$oundA rather than fo"used to(ard one $arti"ular as$e"tof the usiness$rolem. /oalA in "ontrastA should generall5 e attainale and should emore s$e"i!"all5oriented to a single as$e"t of the usiness $rolem. -ision is su$$orted or made o'erative by Missions. &t is am'lifed by /oals.Figure 3-2. Vision

Exam$les of -ision in"lude the follo(ing7ision

()*ent Be the "ar rental rand of "hoi"e for usiness users inthe "ountries in (hi"h (e o$erate+i,,a -om'any Be the "it5Cs favorite $ia $la"e.-onsultin" -om'any Be the $remier "onsulting "om$an5 in the industr5.*etail +harmacy Be the lo(


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termA Iuantitative Drather than IualitativeA s$e"i!" Drather than generalAand not "ontinuinge5ond its timeframe D(hi"h ma5 e "5"li"al.Oe"tives di@er from /oals in that Oe"tives should al(a5s e time<targeted and measurale.

/oalsA in "ontrastA are not s$e"i!" in these (a5s.#esired Results are su$$orted 5 +ourses of "tionA (hi"h "an e either'trategies or )a"ti"s./enerall5A /oals are su$$orted 5 'trategiesA and Oe"tives are a"hieved 5 )a"ti"s.1,&n man5 enter$rises there is a "ontinuum from maor 'trategies that im$a"tthe (hole of theusiness to minor )a"ti"s (ith limitedA lo"al e@e"ts. )he dividing line et(eenminor 'trateg5Cand maor )a"ti"C is lurred. lsoA over timeA some +ourses of "tion ma5evolve from )a"ti"

to 'trateg5A and some 'trategies ma5 devolve into )a"ti"s. 'ome enter$risesdo ma:e a harddistin"tion et(een 'trategies and )a"ti"sJ these enter$rises ma5 "hoose to$air 'trategies onl5(ith /oalsA and )a"ti"s onl5 (ith Oe"tives.Other enter$rises use other ases for distinguishing 'trategies and )a"ti"s.For exam$leA someenter$rises distinguish et(een 'trateg5 and )a"ti" ased on $lanninghorion. &n this "aseA'trategies are $ut into $la"e to su$$ort the long


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oal /oal is a statement aout a state or "ondition of the enter$rise to erought aout or sustainedthrough a$$ro$riate Means. /oal am'lifes a -ision H that isA it indi"ates(hat must e

satis!ed on a "ontinuing asis to e@e"tivel5 attain the -ision. /oal should e narro( H fo"used enough that it "an e quantifed byOe"tives. -isionA in"ontrastA is too road or grand for it to e s$e"i!"all5 measured dire"tl5 5Oe"tives.>o(everA determining (hether a statement is a -ision or a /oal is oftenim$ossile (ithout inde$th:no(ledge of the "ontext and intent of the usiness $lanners.Exam$les of /oal in"lude the follo(ing7oal

()*ent )o e a $remium randC "ar rental "om$an5A

$ositioned alongside "om$anies su"h as >ertand vis )o $rovide industr5


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fairl5 exa"ting Dfor exam$leA on


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me"hani"al rea:do(n Dex"luding a""idents.#uring 4th Iuarter of "urrent 5earA 8 of "ustomers(ho as: to rent a "ar get one+i,,a -om'any B5 Nanuar5 1A 200A 8 on


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&n des"riing MeansA it is useful to do"ument (ho established the Means andat (hat $oint intimeA so that an audit trail exists for future referen"e. )his $ra"ti"eA of"ourseA "annot al(a5s emandated.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 13 Rel. 1.4Cate&ories of Means

Means "on"e$ts "an e arranged in a hierar"h5A as sho(n in Figure 3


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Mission makes a -ision o'erative H that isA it indi"ates the ongoing a"tivit5that ma:es the-ision a realit5. Mission is 'lanned by means o 'trategies.Figure 3-,. +ission

Mission statement should "onsist of the follo(ing three items onl5 and

should e formed usingrief statements of them.1. n a"tion $art. :or e;am'le4 “'rovide” 2. $rodu"t or servi"e $art. :or e;am'le4 “'i,,as” 3. mar:et or "ustomer $art. :or e;am'le4 “customers city)wide” )he Mission statement should e fo"used on da5


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)a"ti"Figure 3-. Course of ction

+om$ared to )a"ti"sA 'trategies tend to e longer term and roader in s"o$e. 'trateg5 isim'lemented by )a"ti"s. 'trategies usuall5 channel e5orts towards /oalsA

rather thanOe"tives.+om$ared to a 'trateg5A a )a"ti" tends to e shorter term and narro(er ins"o$e. )a"ti"sim'lement 'trategiesJ the5 are "ourses of a"tion that (ill su$$ort those'trategies. )a"ti"sgenerall5 channel e5orts towards Oe"tivesA rather than /oals.#etermining (hether a +ourse of "tion is a 'trateg5 or a )a"ti" ma5 eim$ossile (ithout inde$th:no(ledge of the "ontext and intent of the usiness $lanners. &n fa"tA in the"ourse of

develo$ing and anal5ing usiness $lansA some elements ma5 "hange"ategor5 as the target$rolem is understood etter. For exam$leA an element originall5 de!ned asa )a"ti" ma5suseIuentl5 e elevated to a 'trateg5. )he reverse is also li:el5 to o""ur. &nother (ordsA theusiness $lans (ill graduall5 evolve to(ard greater a""ura"5 in s$e"i!"ationAas (ell as greater"oheren"e and "om$leteness.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 1* Rel. 1.4

Strate', 'trateg5 is one com'onent o the $lan for the Mission. 'trateg5re$resents the essential+ourse of "tion to a"hieve Ends H /oals in $arti"ular. 'trateg5 usuall5channel e5ortstowards those /oals. 'trateg5 is more than sim$l5 a resour"eA s:illA or "om$eten"5 that theenter$rise "an "all u$onJratherA a 'trateg5 is a""e$ted 5 the enter$rise as the ri&ht a$$roa"h toa"hieve its /oalsA giventhe environmental "onstraints and ris:s.

Exam$les of 'trateg5 in"lude the follo(ing76trate&()*ent O$erate nation


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"overing7What models ma5 e ought from (hi"hmanufa"turersJOverall numers and mix of modelsJWhen to dis$ose of "arsA 5 mileage and ageJ

%hasing of $ur"hasing and deliver5. Noin an estalished re(ards s"heme run 5 a third$art5 Di.e.A outsour"e rather than uilding o(ns"heme.+i,,a -om'any #eliver $ias to the lo"ation of the "ustomerCs"hoi"e.-onsultin" -om'any &m$lement a +ustomer Relationshi$ Management'5stem.&n"rease re$eat usiness.)Business -om'any Bu5 other e


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+o$5rightA 2010. )he Business Rules /rou$ 1 Rel. 1.4

Dire$tives the name suggestsA #ire"tives indi"ate ho( the +ourses of "tion shouldAor should notA e"arried out H in other (ordsA the5 "overn +ourses of "tion. '$e"i!"all5A a

#ire"tive de!nesor "onstrains or lierates some as$e"t of an enter$rise. &t is intended toassert usiness stru"tureor to "ontrol or in6uen"e the ehavior of the usinessA and is stated inde"larative form.Figure 3-/. )nterre!ating Directi'es 0ith Courses of ction and Ends

#ire"tives "overn +ourses of "tion. For exam$leA the Business Rule %iasma5 not edelivered e5ond a radius of 30 milesG governs the 'trateg5 #eliver $iasto the lo"ation of the"ustomerCs "hoi"e.G )his governan"e a$$lies to )a"ti"s as (ell. For exam$leA

the )a"ti"En"ourage rental extensionsG is governed 5 the Business %oli"5 llo(extension of rentals 5$hone.G&t is ex$e"ted that all +ourses of "tion should e "overned by some#ire"tiveA es$e"iall5 as theusiness $lans evolve and e"ome more "oherent and "om$lete. n5 +ourseof "tion not"overned by a #ire"tive should e examined "arefull5 to dis"over $otentialomissions.On the other handA having too man5 #ire"tives ma5 e"ome undul5

"onstraining. )he "orre"talan"e in this regard "an onl5 e identi!ed 5 having in


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18 Ma:ing Business Rules ex$li"it is a fundamental $rin"i$le of the BusinessRule a$$roa"h.Refer to the Business *ule !aniesto.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 18 Rel. 1.4

&t is also $ossile for the +ourses of "tion to e ormulated based on#ire"tives. For exam$leAthe )a"ti"s +om$l5 (ith manufa"turerCs maintenan"e s"hedulesC andEIualie use of "arsa"ross rentals so that mileage is similar for "ars of the same "ar grou$ andageC are othformulated ased on the Business %oli"5 #e$re"iation of "ars must eminimiedC. )he#ire"tive there5 serves as the source o the +ourse of "tion.O""asionall5 a #ire"tive is de!ned to su''ort the achievement o a #esiredResult dire"tl5. For

exam$le7 )he Business %oli"5 )he "ell $hone numers of "ustomerre$resentatives should eavailale to "ustomersG su$$orts a"hieving the /oal )o $rovide high


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20 Onl5 Business Rules that guide ehavior D'B-R o$erative usiness ruleCreIuireenfor"ement. #e!nitional Business Rules D'B-R stru"tural usiness ruleC aretrue 5de!nitionG.

21 From the OM/ s$e"i!"ation for 'emanti"s of Business -o"aular5 andBusiness RulesGD'B-R.


Exam$les of enfor"ement level in"lude the follo(ing7%irective Enforcement 8evel

()*ent E;


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at (or:. )hese units in turn have to determine their o(n lo"al $oli"ies andrules for their$arti"ular "om$lian"e (ith the la(C D"om$an5 $oli"5 im$osed from aove.FurthermoreA therules and $oli"ies the5 "ome u$ (ith (ill most li:el5 e uniIueJ rules for

safet5 (ithin the$rodu"tion division are di@erent from those in sales.Cate&ories of %irective

#ire"tive in"ludes the follo(ing "on"e$ts7Business %oli"5Business Rule+om$ared to a Business RuleA a Business %oli"5 tends to e less stru"turedA22less dis"reteA andusuall5 not atomi" H that isA not fo"used on a single as$e"t of governan"e orguidan"e. lso"om$ared to a Business RuleA a Business %oli"5 tends to e less "om$liant

(ith standardusiness vo"aular5A and less formall523 arti"ulated.&n "ontrast to a Business %oli"5A a Business Rule is highl5 stru"tured1, and is"arefull5 ex$ressedin terms of standard vo"aular5. Business Rule should e dis"rete andatomi" H that isAre$resent onl5 a single as$e"t of governan"e or guidan"e.Business %oli"ies $rovide roader governan"e or guidan"e that is not dire"tl5enfor"eale.Business Rules $rovide s$e"i!"A 'racticable governan"e or guidan"e toim$lement Business

%oli"ies. %ra"ti"aleC means that a $erson (ho understands a Business Rule"ould oserve arelevant situation Din"luding his or her o(n ehavior and de"ide dire"tl5(hether or not theusiness (as "om$l5ing (ith the rule.'ome Business Rules "ould e automated in soft(areJ some "an e a$$liedonl5 5 $eo$le.Business %oli"ies are not dire"tl5 automatale.22 )his means stru"turedC in a natural language senseA not stru"turedC in an5te"hni"al sense.23 ess formall5C should not e inter$reted as less "arefull5C.


Business Poli$, Business %oli"5 is a #ire"tive that is not dire"tl5 enfor"eale24 (hose$ur$ose is to govern orguide the enter$rise. Business %oli"ies $rovide the basis or Business Rules.Business %oli"iesalso "overn Business %ro"esses.


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)he formulation of a Business %oli"5A (hi"h is al(a5s under the enter$riseCs"ontrolA is 5 some$art5 (ho is authoried to manageA "ontrolA or regulate the enter$rise 5sele"ting from a variet5of alternatives in res$onse to one or more ssessments.

Business %oli"ies that exist merel5 to enale a 'trateg5 in a dire"t and trivialmanner should eavoided. For exam$leA su$$ose the enter$rise has the 'trateg5 En"ouragere$eat usiness.G Business %oli"5 that sa5s Re$eat usiness should e en"ouragedG is trivialand does not need toe ex$ressed.&n generalA Business %oli"ies exist to govern H that isA "ontrolA guideA andsha$e H the'trategies and )a"ti"s. For exam$leA the Business %oli"5 We (ill not ma:eon'racticable? Business *ules<$he -ar assi"ned to a *ental must be< at thetime o assi"nment4 o the available -ars in therequested -ar Grou'4 the one with the lowest

milea"e. 6 *ental cannot be e;tended by 'hone i the-ar’s odometer readin" is "reater than >ne;t service milea"e @ 7//?.Rental $a5ments must e guaranteed in advan"e-om'are with Business *ule based on this 'olicy< 6 'rovisional char"e or the estimated cost o the *ental must be made a"ainst a valid credit


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card held by the *enter beore the -ar ishanded over.Rental "ars must not e ex$orted-om'are with Business *ule based on this 'olicy< 6n =out o country’ car can be rented only on a

one)way rental with dro')o5 at a branch in itscountry o re"istration.Rental "ontra"ts are made under the la( of the"ountr5 in (hi"h the $i":


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mileage H 00. )he rental of a "ar (hose odometer reading is greaterthan Dnext servi"e mileage H 00 ma5 eextended onl5 if the "ar is ex"hanged at a E;Rentran"h.

Ever5 driver on a rental must e over 21 5ears old.+i,,a -om'any %ias must e delivered (ithin one hour.%ias ma5 not e delivered e5ond a radius of 30miles.)Business -om'any )he order tax amount must e "al"ulated at the timethe order is $la"ed.n order must not "ontain more than 2 order items.2 )his de!nition is ado$ted from 'emanti"s of Business -o"aular5 andBusiness RulesGD'B-R.


+o$5rightA 2010. )he Business Rules /rou$ 2 Rel. 1.4%a$ts t&at !r'ani(e MeansBesides those mentioned aoveA other logi"al "onne"tions Di.e.A fa"t t5$esare reIuired to full5organie the Means. )hese logi"al "onne"tions $rovide additional stru"tureamong elements of the Means themselves.Figure 3-11. Facts )n'o!'ing +eansInterrelatin& Courses of "ction : Com#osition

One +ourse of "tion "an include other +ourses of "tionJ a +ourse of "tion"an e includedin other +ourses of "tion. &n other (ordsA there "an e a $arts ex$losionC of+ourses of "tion. )his "onne"tion should onl5 e used to asso"iate li:e instan"es Hthat isA 'trategiesonl5 to other 'trategies and )a"ti"s onl5 to other )a"ti"s.'u"h $arts ex$losionC ha$$ens (hen there is a de"om$osition of somehigher


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One +ourse of "tion "an e enabled by another +ourse of "tion. &n other(ordsA the latter+ourse of "tion $rovides asi" su$$ort that ma:es the former +ourse of"tion viale. )his"onne"tion should generall5 e used to asso"iate li:e instan"es H that isA

'trategies onl5 to other'trategies and )a"ti"s onl5 to other )a"ti"s. )he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 2* Rel. 1.4

For exam$leA the 'trateg5 Ensure that the sto": of availale vehi"les neverfalls elo( ana""e$tale levelG is enaled 5 the 'trateg5 Maintain vehi"les in good(or:ing "ondition.G Foranother exam$leA the )a"ti" %rovide ea"h memer of the sales for"e (ith a$almto$G enales the )a"ti" &n$ut sales orders at the sour"e.GInterrelatin& Business /olicies

One Business %oli"5 "an include other Business %oli"iesJ a Business %oli"5"an e included inother Business %oli"ies. &n other (ordsA there "an e a $arts ex$losionC ofBusiness %oli"ies.For exam$leA the Business %oli"5 'afet5 !rstG "an e de"om$osed into mores$e"i!" $oli"iesthat deal (ith vehi"le safet5 and (or:$la"e safet5.3.3 E$#ressin& Core Elements of the Business Motivation Model&t is ex$e"ted that statements an enter$rise gives re$resenting its Ends andits #ire"tives (ill e

laden (ith (ords that are udgmentalA IualitativeA and9or "om$arative.&ndeedA the in"lusion of su"h (ords is one fundamental "hara"teristi" of these elements.Exam$les of su"h (ords in"lude the follo(ing. Best Biggest +lear +losest +onvenient +ourteous #urale E@e"tive EL"ient Ex$edient FastDest eading


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one fundamental (a5 in (hi"h +ourses of "tion are distinguished from#esired Results and#ire"tives.>o(everA Iualitative (ords ma5 e used in +ourses of "tion if the (ords donot refer to the

end


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"ommuni"ates suL"ient a":ground and9or "ontextual information for other$lanning$arti"i$ants to ma:e a$$ro$riateA relevant ssessments.&n des"riing &n6uen"ersA rememer the5 are al(a5s neutralA and must eassessed to determine

im$li"ations for usiness $lans. 'u$$ose a statement is made that ostensil5des"ries some&n6uen"er. &f it a$$ears that a Business Rule "an e derived directly from thestatementA then thestatement is almost "ertainl5 not an &n6uen"er. For exam$leA "onsider thestatement )he"om$an5 "olor is lue.G )his leads dire"tl5 to the Business Rule Ea"h (esite s"reen must"ontain the "om$an5 "olor lue.G Be"ause no ssessment needs to e madeAthe statement is of another :ind H in this "ase mostl5 li:el5 a Business %oli"5.

&n des"riing &n6uen"ersA it is also useful to do"ument (ho reco"ni,es the&n6uen"er and at (hat$oint in timeA so that an audit trail exists for future referen"e. )his $ra"ti"eAof "ourseA "annotal(a5s e mandated.


Cate&ories of In!uencer

&n6uen"ers im$a"t an enter$riseCs em$lo5ment of Means or a"hievement ofEnds. )here are t(ouilt


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&n6uen"ers are "ategoried in multi$le "ategories is a matter formethodolog5A $ra"ti"eA andtoolsA and is e5ond the s"o$e of this s$e"i!"ation.


)ample/ )ternal In-uen$ersExternal &n6uen"ers are those outside an enter$riseCs organiationaloundaries that "an im$a"tits em$lo5ment of Means or a"hievement of Ends. &n6uen"er +ategoriesusuall5 also"ategoried as External &n6uen"er in"lude the follo(ing.Com#etitor rival enter$rise in a struggle for advantage over the sue"tenter$rise.Customer role $la5ed 5 an individual or enter$rise that has investigatedAorderedA re"eivedA or $aid for $rodu"ts or servi"es from the sue"tenter$rise.

Environment )he aggregate of surrounding "onditions or &n6uen"ersa@e"tingthe existen"e or develo$ment of an enter$rise./artner n enter$rise that shares ris:s and $ro!t (ith the sue"tenter$rise Dor is asso"iated (ith the sue"t enter$rise to shareris:s and $ro!t e"ause this is mutuall5 ene!"ial.)e&ulation n order $res"ried 5 an authorit5 su"h as a government od5orthe management of an enter$rise.6u##lier role $la5ed 5 an individual or enter$rise that "an furnish or$rovide $rodu"ts or servi"es to the sue"t enter$rise.

Technolo& )he role of te"hnolog5A in"luding its develo$ments andlimitationsH there ma5 e $rereIuisites for use of te"hnolog5J there ma5 eenter$rise a"tivit5 that te"hnolog5 enales or restri"ts.One &n6uen"er +ategor5A RegulationA is ex$li"itl5 de!ned in the Model. )hissu$$orts thereIuirement Ddis"ussed aove in #ire"tive as RegulationG for #ire"tive toe ale to a"t as aRegulation (ithin an enter$rise. )his list of External &n6uen"ers is not ne"essaril5 exhaustive. )he enter$risema5 "hoose to add

additional "ategories or even introdu"e its o(n "ategoriation s"heme Di.e.Athe list aove isre$la"eale as a (hole.lsoA the "ategories are not ne"essaril5 mutuall5 ex"lusive. $arti"ularinstan"e of External&n6uen"er a"tuall5 ma5 have more than one of these "ategories.



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Exam$les of External &n6uen"er in"lude the follo(ing7E$ternal In!uencer In!uencer Cate&or

()*ent )(o smaller "om$etitors have merged andthe oint enter$rise is no( igger than E;Rentin several Euro$ean "ountries.

-om'etitor %remium randC "ar rental "om$anies su"has >ert and vis have a high Iualit5Avalue for mone5C image H and "an "hargehigher ratesBudget airlines o@ering lo(


34/64

>cont.? E$ternal In!uencer In!uencer Cate&or

()*ent a(s and regulations in ea"h "ountr5 of o$eration for7driver li"ense and insuran"eJroad(orthiness of "arsA in"luding

emissionsJ$rote"tion of "ustomer $ersonalinformation.*e"ulation()*ent +ar manufa"turers H "ar models and o$tionso@eredA $ri"esA "ontra"t terms and"onditionsDu''lier &nsurers H "over o@eredA o$tionsA $remiums()*ent -ehi"le identi!"ation and tra":ing s5stems. )e"hnolog5vailailit5 and "ost of Denvironmentfriendl5

ele"tri" and %/ "ars&nternet su$$ort for self servi"e rentalreservations+i,,a-om'any #e$re"iation starts (hen 5ou !rst use the$ro$ert5 in 5our usiness or for the$rodu"tion of in"ome. &t ends (hen 5outa:e the $ro$ert5 out of servi"eA dedu"t all5our de$re"iale "ost or other asisA or nolonger use the $ro$ert5 in 5our usiness or

for the $rodu"tion of in"ome.G" )4 1 17(7 For5s and )nstructions1 )nstructions for 4chedu!e C9 8rofit and 6ossfro5 a :usiness 8art )). Epenses9 p. C-3

Regulation )he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 32 Rel. 1.4

)ample/ Internal In-uen$ers&nternal &n6uen"ers are those from (ithin an enter$rise that "an im$a"t itsem$lo5ment of Meansor a"hievement of Ends. &n6uen"er +ategories usuall5 also "ategoried as&nternal &n6uen"erin"lude the follo(ing."ssum#tion 'omething that is ta:en for granted or (ithout $roof.Cor#orate alue n idealA "ustomA or institution that an enter$rise$romotes or agrees (ith Deither $ositive or negative.< E$#licit alue < +or$orate -alue ex$li"itl5 set forth andde"lared.< Im#licit alue < +or$orate -alue not ex$li"itl5 de"lared ut


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nonetheless understood 5 some or all of the$eo$le in an enter$rise.;a-it "ustomar5 $ra"ti"e or use.Infrastructure )he asi" underl5ing frame(or: or features of a s5stem.Issue $oint in Iuestion or a matter that is in dis$ute as

et(een "ontending $artners.Mana&ement /rero&ative right or $rivilege exer"ised 5 virtue ofo(nershi$ or$osition in an enter$rise.)esource )he resour"es availale for "arr5ing out the usiness of an enter$riseA es$e"iall5 their Iualit5. )his list of &nternal &n6uen"ers is not ne"essaril5 exhaustive. )he enter$risema5 "hoose to addadditional "ategories or even introdu"e its o(n "ategoriation s"heme Di.e.Athe list aove isre$la"eale as a (hole.

lsoA these "ategories are not ne"essaril5 mutuall5 ex"lusive. $arti"ularinstan"e of &nternal&n6uen"er a"tuall5 ma5 have more than one of these "ategories.Exam$les of &nternal &n6uen"er in"lude the follo(ing7Internal In!uencer In!uencer Cate&or

()*ent E;


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ran"hes. )he "ars o(ned 5 a lo"al areaare availale to all ran"hes in the area.Rental reservations "an e made 5tele$honeA via &nternetA or in $erson. rental ran"h "an a""e$t an in


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customers4 they will hel' collea"ues on thecounter without needin" direction rom themana"er to do so4 and may delay a rest break until the queue is cleared.&m$li"it +or$orate

-alueRental ran"h sta@ ta:e good "are of "ars.:or e;am'le4 i they notice 'roblems4 >e.".4oil leaks4 muEer noise4 tire wear? they ensure that maintenance sta5 arealerted4 even i it is not their direct res'onsibility to do so.)Business-om'any 'hort lun"h hours. &m$li"it +or$orate-alue

6ccountin"-om'any Regional managers have "onsideralelatitude.Management%rerogative


.2 "ssessin& the Im#act of In!uencers on Ends and


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em$lo5 its Means or a"hieve its Ends. &n other (ordsA an ssessmentex$resses a logi"al"onne"tion Di.e.A fa"t t5$e et(een &n6uen"ers and the Ends and9or Meansof the usiness $lans.&n this (a5A an ssessment indi"ates (hi"h &n6uen"ers are relevant to (hi"h

Ends and9or Means.#i@erent $eo$le or grou$s of $eo$le2* might ma:e di@erent ssessments ofthe ver5 same&n6uen"ers on the ver5 same Ends and Means H and $erha$s even the same$erson or grou$ of $eo$le at di@erent $oints in time. &t is ver5 im$ortant to indi"ate (hi"h$erson or grou$ of $eo$le makes (hi"h ssessment of an &n6uen"er at (hi"h $oint in timeA sothat an audit trailexists for future referen"e. )his $ra"ti"eA of "ourseA "annot al(a5s emandated.

2* Organiation ;nit. )he Model does not elaorate organiational stru"turesH the BR/re"ognies their im$ortan"eA ut this area is outside s"o$e.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 3* Rel. 1.4

n ssessment "an 'rovide im'etus or #ire"tives that "overn +ourses of"tion and9or su''ort the achievement o Ends. &n other (ordsA the #ire"tive is motivated by thessessment.Figure (-3. ssess5ent and Directi'e'se of "ssessments - "ssessments

ssessments "an also use other assessments. )5$i"al use of this asso"iationis "onne"ting anassessment to other assessments referen"ed (hile arriving at the udgment. )hese asso"iations"an then e used for man5 $ur$osesA in"luding7#e"ision su$$ort for ma:ing ne( assessments H identif5ing the full setof "on"erns ta:eninto a""ount in earlier assessments+om$lian"e audit H ustif5ing de"isions made in rea"ting to "hange

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ 3, Rel. 1.4

Cate&ories of "ssessment

)he Business Motivation Model su$$orts a general "ategoriation stru"turefor ssessmentA asillustrated in Figure 4


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ssessment. )here are other a$$roa"hesA ut if an enter$rise does not haveanother $referred setA'WO) is a sound default. 'WO) is used as the illustrative a$$roa"h fordis"ussion andexam$les in the rest of this do"ument.

When a$$l5ing 'WO) to ma:ing assessmentsA2, ssessments are "ategoriedas follo(s7'trengthWea:nessO$$ortunit5 )hreatFigure (-(. Categories of ssess5ent

Stren't& )his "ategor5 of ssessment indi"ates some advantage or area of ex"ellen"e(ithin theenter$rise that "an im$a"t its em$lo5ment of Means or a"hievement of Ends.

'ome exam$les of 'trength ssessments are76tren&th "=ects()*ent &nfrastru"ture7 geogra$hi"al distriution of ran"hes$$eal to usiness"ustomers.&m$li"it "or$orate values7 environmentfriendl5Avalue rather than $ri"e H good$ositioning of E;


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'ome exam$les of Wea:ness ssessments are70ea,ness "=ects

()*ent )he soft(are for internet rentals has fe(fa"ilities for selfigh turnover of ran"h "ounter sta@ freIuentl5 "auses shortage of ex$erien"edsta@ in ran"hes. )his "an "ause dela5sin dealing (ith ex"e$tions and $rolems.%rovision of high<

Iualit5 "ustomerservi"e.!pportunit, )his "ategor5 of ssessment indi"ates that some &n6uen"er "an have afavorale im$a"t on theorganiationCs em$lo5ment of Means or a"hievement of Ends. For exam$leAthe an:ru$t"5 of %ia +om$an5Cs maor "om$etitor in Region


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Threat "=ects

()*ent Budget airlines $rovide lo(


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Ris:%otential Re(ardRis:s are t5$i"all5 regarded to e negative im$a"tsA (hereas Re(ards are"onsidered $ositive.Where there is more than one ssessment asso"iated (ith a single instan"e

of an End or MeansAthe total im$a"t should e evaluated to un"over tradeo@s et(een Ris:s and%otential Re(ards. )his is the asis of ris:9ene!t anal5sis.Ris Ris: is a "ategor5 of &m$a"t -alue that indi"ates the im$a"t and $roailit5of loss. 'omeRis:s are ex$ressile as formulae of the :inds7

%roailit5 of loss. De.g.A $roailit5

%otential loss. De.g.A T00A000 loss

;nit


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%roailit5 of gain. De.g.A 30 $roailit5

%otential gain. De.g.A T40A000 gain

;nit$his

is a Goal.? )o a"hieve thisA E;


44/64

of "arA and are $h5si"all5 lined u$ in a ro(. >$his nvironment is an ;ternalFnAuencer or ()*ent.? )here is ver5 little room for maneuver on $rodu"tA servi"eA or $ri"e.>$his is aWeakness 6ssessment.?

)his on$his is an 8''ortunity 6ssessment.? &n res$onse to thisA E;


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2 )hese )a"ti"s (ill e realied in Business %ro"esses. s eforeA ho(everAthe detailing of these Business %ro"esses is outside the s"o$e of the Model.


5 Metrics for the Business Motivation Model&m$li"it in man5 areas of the Business Motivation Model is the sue"t ofmetri"s. &n almost allorganiations there are things of interestC that are heavil5 measured andtra":ed.28 )hesemetri"s governA "ontrolA and in6uen"e a (ide range of im$ortant as$e"ts ofthe organiation. )he ver5 fa"t these thingsC are so heavil5 measured ma:es them im$ortant.'ome of the most im$ortant metri"s of an enter$rise are estalished 5 its/oals. Ea"h /oal "anhave one or more measures o 'erormance. For exam$leA a metri" of the

/oal )o e$ro!taleG is the measure of $erforman"e annual net revenue.C nothermeasure of $erforman"e of this /oal might e monthl5 net revenue.C'ome of the exam$le /oals $resented earlier have een extended elo( toillustrate measures of $erforman"e7oal Measure?s@ of /erformance

()*ent )o $rovide industr5


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-om'any )o have more "ustomers than an5 other eusiness.mar:et shareOe"tives should always e measurale. )herefore Oe"tivesA 5 de!nitionA(ill have metri"s.

)he metri"s for an Oe"tive are estalished 5 the measures of $erforman"eof the /oal that theOe"tive Iuanti!es. )o e ale to do thisA an a$$ro$riate unit


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30 &n fa"tA if the Xa"hman Frame(or: is usedA it is $ossile to identif5im$ortant thingsC to emeasured in virtuall5 ever5 "ell.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$


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"sset is something of value o(ned 5 the enter$rise. n sset is an a"tualthing Dtangile or intangile o(ned 5 the enter$riseA rather than thea""ounting sense of assetC H the monetar5 value of the thing. +ategories ofsset in"lude7 Fixed sset Resour"e n sset ... ma5 e de$lo5ed 5

+ourses of "tion. ma5 have use governed 5 #ire"tives. ma5 e

managed 5 Business %ro"esses. ma5 e the res$onsiilit5 of Organiation;nits. #i"tionar5 asis7 an item of value o(ned D ’asset’ ?3@A "ssum#tion isan &nternal &n6uen"er that is ta:en for granted or (ithout $roof. #i"tionar5asis7 a thing that is a""e$ted as true or as "ertain to ha$$enA (ithout$roof


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ne"essit5.32 )he "ommon sense understanding of ruleC is that a rule al(a5stends to remove some degree of freedom. Business Rule is an individual#ire"tive that is $ra"ti"ale H that isA does not reIuire additionalinter$retation to underta:e 'trategies or )a"ti"s. %ra"ti"aleC means that a$erson (ho understands a #ire"tive "ould oserve a relevant situation

Din"luding his or her o(n ehavior and re"ognie dire"tl5 (hether or not theusiness (as "om$l5ing (ith that #ire"tive. For rules that govern a"tivit5D'B-R o$erative usiness ruleCA this re"ognition is aout the ehavior of$eo$le and (hat form "om$liant ehavior ta:es. For exam$leA ea"h rentalmust e guaranteed 5 a valid "redit "ard held 5 the renter of the rental.GFor de!nitional rules D'B-R stru"tural usiness ruleCA this re"ognition isaout evaluation of the "riteria vested in the rule to $rodu"e "onsistentout"omes for de"isions or "al"ulations. For exam$leA a "ar model reIuestedfor a rental must e a "ar model of the "ar grou$ s$e"i!ed for the rental.G 32 )his de!nition is ado$ted from the OM/ standard 'emanti"s of Business-o"aular5 and

Business RulesG D'B-RA 200,. )he intent is to :ee$ this de!nition in s5n"(ith 'B-RA from(hi"h this de!nition is ado$ted.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ B


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timingA or motivation underta:en to a"hieve Ends. +ategories of +ourse of"tion in"lude7 'trateg5 )a"ti"

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ B


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+ourses of "tion. ma5 e the sour"e of +ourses of "tion. su$$orts the

a"hievement of #esired Results. ma5 a"t as some other Organiation

;nitCs Regulation. ma5 e motivated 5 ssessments. ma5 e

motivated 5 %otential &m$a"ts. ma5 govern use of ssets. Business%oli"5 or Business Rule made 5 senior management ma5 e oe5ed as

Regulation lo(er do(n in the organiation. #i"tionar5 asis7 an oL"ial orauthoritative instru"tion


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enter$rise. #i"tionar5 asis7 'ee +or$orate -alue In!uencer is somethingthat has the "a$ailit5 of $rodu"ing an e@e"t (ithout a$$arent exertion oftangile for"e or dire"t exer"ise of "ommandA and often (ithout delieratee@ort or intent. +ategories of &n6uen"er in"lude7 External &n6uen"er

&nternal &n6uen"er +ategories of &n6uen"er ma5 themselves e

"ategoried in roader "ategoriesJ a narro(er "ategor5 ma5 e in"luded inmore than one roader "ategor5. n &n6uen"er ... has e@e"t on Ends

and9or Means that is udged in ssessments. is re"ognied 5 Organiation

;nits. ma5 e from &n6uen"ing Organiations. )he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ B


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in"lude7 Mission +ourse of "tion #ire"tive Means ... is

estalished 5 Organiation ;nits. ma5 e im$a"ted 5 &n6uen"ersA

ex$ressed in ssessments. #i"tionar5 asis7 an a"tion or s5stem 5 (hi"ha result is rought aoutJ a method a timeA $la"eA or "ondition favoring advan"ement or$rogress D ’opportunity’ ?1%@A a set of "ir"umstan"es that ma:es it $ossile todo something


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the enter$rise. &n a hierar"hi"al stru"tureA it ma5 e the "or$orationA adivisionA a de$artmentA a grou$ or a team. &n additionA it ma5 e a"ommitteeA a tas: for"eA a $roe"t management organiationA a "lass Dforedu"ation and so on.


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)is, is a %otential &m$a"t t that indi"ates the $ossiilit5 of lossA inur5AdisadvantageA or destru"tion. 'ome Ris:s are ex$ressile as formulae of thet5$e7 %roailit5 of loss. De.g.A $roailit5 %otential loss. De.g.A

T00A000 loss ;nit


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5 /oals. #i"tionar5 asis7 a mental image of (hat the future (ill or "oulde li:e


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)(o s$e"ial "onventions are (orth noting. 1 When a fa"t t5$e involves threeor more "on"e$tsA a sim$le line "annot e used to re$resent the fa"t t5$e. &nthis "aseA the fa"t t5$e is sho(n as a "on"e$t oxA named (ith a term for thefa"t t5$e Dsho(n suLxed (ith [ and having unlaeled lines radiating fromthe ox to the fa"t t5$eCs $arti"i$ating "on"e$ts. One reading of the fa"t t5$e

is given in a egend. 2 shaded Dorange ox re$resents a "on"e$t that isrelated to "on"e$ts of the Model ut this "on"e$tA itselfA is from a sour"eexternal to the Model.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ #


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itself as environmentisFrame(or: for Enter$rise r"hite"tureC is a matrix that des"ries the various(a5s the sta:eholders of an enter$rise vie( the usiness and its s5stems.34 )he Frame(or: "hara"teries architecture in terms of the $ers$e"tives of thedi@erent sta:eholders Dre$resented 5 ro(s in the matrix and fo"uses on thedi@erent as$e"ts Dor astra"tionsC of ar"hite"ture Dre$resented 5 the"olumns. )he ro(s re$resentA su""essivel5A the +lanner A 8wner A #esi"ner A

Builder A and Dubcontractor $ers$e"tives. )he "olumns re6e"t theastra"tions dealing (ith the as$e"ts of #ataA +rocessA ocationA *oleA$imin"A and !otivation DWhatA >o(A WhereA WhoA WhenA and Wh5. )heBusiness Motivation Model addresses the usiness 8wner’s $ers$e"tive Di.e.A*ow $wo of the sixth as$e"t Di.e.A the !otivation or Wh5C "olumn.3 &ndeedAthe name of the Model dire"tl5 re6e"ts this fo"us on motivation. lsonote(orth5 is that the $ositioning of the Model in *ow $wo means that allreferen"es to Business Rules in the Model des"rie or $res"rie elementsinvolved in the stru"ture and o$eration of the usiness H not its informations5stems or its te"hnolog5. E.1 )elationshi# to Other "s#ects of theBusiness Model s a":no(ledged at the eginning of this do"ument and

again ust aoveA motivation is ust one as$e"t of a "om$lete usinessmodel. 'oA (hile ever5 e@ort (as made to limit the s"o$e of the Model to thissingle astra"tionA sele"tive referen"e to elements of other astra"tions (eresometimes ne"essar5 H s$e"i!"all5A to "on"e$ts of the WhoC and >o(C"olumns.3* T&e 0&o4 *onne$tions &t is diL"ult to avoid referen"es toWhoC in dis"ussions of Wh5.C /enerall5A it is not adeIuate to sa5A themotivation is that the "om$an5 (ants it that (a5.G )his leads to the$er$etuation of 34 Nohn . Xa"hmanA Frame(or: for &nformation '5stemsr"hite"tureAG FB! Dystems 9ournalA -ol. 2*A Ko. 3 D18,.3 )he BR/Cs 188 $a$er addressed the !rst and sixth as$e"ts Dthat isA the

data and motivation"olumns from the #esi"ner’s $ers$e"tive Dthat isA *ow $hree.3* )hree "on"e$t areas dis"ussed in this $$endix H Organiation ;nitABusiness %ro"essA andsset9iailit5 H are designated as $la"eholderC in the OM/ BMM'$e"i!"ation. &n thisres$e"tA the5 have roles in the stru"ture of the Business Motivation Model uta"tuall5 elong in


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other standardsA (here the5 are de!ned and asso"iated (ith related"on"e$ts needed for detailedusiness modeling. )he relevant famil5 of OM/ standards for these "on"e$tsis the OM/Cs8r"ani,ation Dtructure !etamodel DO'M for Organiation ;nit and its

Business +rocess#efnition !etamodel DB%#M for Business %ro"ess. sset9iailit5A dis"ussedin BMM ..3sset and iailit5AG is not 5et referen"ed to an5 $arti"ular OM/ s$e"i!"ation.'ee BMM .%la"eholdersG for the "om$lete dis"ussion of the harmoniation of thesestandards.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ E


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the5 need. Organiation +ategories ma5 themselves e "ategoried inroader "ategoriesJ a narro(er "ategor5 ma5 e in"luded in more than oneroader "ategor5. n Organiation ;nit from the same organiation as theenter$rise modeled in a given Business Motivation Model "an a"t as an&n6uen"ing Organiation for some &n6uen"ers. n Organiation ;nit $la5ing

this role (ould normall5 e outside the oundar5 of the enter$rise modeledin the given Model. For exam$leA a #ire"tive on (or:ing "onditions from the>uman Resour"es #e$artment ma5 have to e treated as Regulation 5 ano$erating de$artmentA su"h as %rodu"tion. )he >uman Resour"es#e$artmentA from the $ers$e"tive of the %rodu"tion #e$artmentA (ould ea"ting li:e an external regulator. 'imilarl5A there might e internal sour"es forother :inds of &n6uen"erA su"h as +ustomerA +om$etitorA )e"hnolog5. T&eow4 *onne$tions )o ex$and on the eingo(C "olumn of the Frame(or: needs to e"onsidered. >o(C is s$e"i!ed as Business %ro"esses. &t is (idel5 re"ogniedthat Business %ro"esses and Business Rules are "losel5 related. &t is

im$ortant to e "lear on the di@eren"es. Business %ro"esses reali,e +oursesof "tion H the5 $rovide detail of a"tivitiesA $lus seIuen"ingA "ontrolA ands5n"hroniation that enale the enter$rise to underta:e its +ourses of "tion.Business Rules "uide Business %ro"esses H the5 $rovide the asis forde"isions that need to e made (ithin Business %ro"esses.


+o$5rightA 2010. )he Business Rules /rou$ E


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a""ounting 6avorA ut it is not used in that sense in the Model. Most users ofthe Business Motivation Model (ill $roal5 have an o$erational $ers$e"tive. )he5 (ill (ant to refer to the real things in the usiness H the a"tualeIui$mentA uildingsA and sto":s of materials H and that is (hat ssetCmeans in the Model. )he a""ounting $ers$e"tive (ould e the monetar5

valuesA rather than the things themselves. lsoA a Business Motivation Model"an in"lude ssets that might not e ex$li"itl5 valued !nan"iall5A su"h ass:ills of $eo$le in the enter$rise.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ E


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other astra"tions of the Frame(or: at Ro( 2 are signi!"ant in a "om$leteusiness model. For exam$leA )he WhereC as$e"t H a 8o&istics Modelidentif5ing (here the usiness (ill o$erate and ho( those lo"ations arelin:ed together. 'u"h a model might also $res"rie a$$li"ation of BusinessRules in di@erent $la"es Din"luding di@eren"es that need to e

a""ommodated in gloaliation of the enter$rise. )he WhenC as$e"t Han Event Model des"riing the events in the usiness "5"le and ho( thoseevents "ause "hanges or a"tivities in the enter$rise. &n additionA all sixastra"tions of the Frame(or: have $otential interde$enden"ies. Forexam$leA (or:6o( to a""om$lish the same Ends ma5 e di@erent fordi@erent "ategories of lo"ation.

)he Business Motivation Model Business Governance in a Volatile World+o$5rightA 2010. )he Business Rules /rou$ Fistor5 of the Business Rule $$roa"hG

3rd ed.ABusiness *ules 9ournalA -ol. 8A Ko. 11 DKov. 200. vailale athtt$799(((.BR+ommunit5."om9histor5.$h$FishmanA Keal. 'WO) ssessmentAG #ata$o%nowled"e &ewsletter A -ol. 2,AKo. *DKovemer9#e"emer 1888A $$. 3allA Nohn. Business Rules and MotivationAG #ata$o%nowled"e &ewsletter A-ol. 2,A Ko. 3DMa59Nune 1888A $$. 3allA Nohn. Final %rogress Re$ort on the Motivation


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htt$799(((.BR+ommunit5."om9a2000902*.html>allA Nohn. )esting the ModelAG #ata$o%nowled"e &ewsletter A -ol. 2,A Ko. D'e$temer9O"toer 1888A $$. 3a5A #avid. Business %oli"iesA Means and EndsAG #ata$o%nowled"e&ewsletter A -ol. 2,A Ko.

4 DNul59ugust 1888A $$. 3a5A #avid. +onstraints and &n6uen"esAG #ata$o%nowled"e &ewsletter A -ol.2,A Ko. 2DMar"h9$ril 1888A $$. 3a5A #avid. #i@erent -ie(s of )hingsAG #ata$o%nowled"e &ewsletter A -ol.2A Ko. 1DNanuar59Feruar5 2000A $$. 3B+#!?.

OM/ D200.vailale from htt$799(((.omg.orgOe"t Management /rou$. Business +rocess !odelin" and &otation >B+!&?.OM/ D2008.vailale from htt$799(((.omg.orgOe"t Management /rou$. Business !otivation !odel >B!!? D'ecifcation.OM/ D2010.vailale from htt$799(((.omg.orgOe"t Management /rou$. Demantics o Business Vocabulary and Business*ules >DBV*?.OM/ D200,. vailale from htt$799(((.omg.org

RossA Ronald /. +rinci'les o the Business *ules 6''roach. Business Rule'olutions +AD2003.RossA Ronald /. Business *ule -once'ts< Gettin" to the +oint o %nowled"e.3rd ed. BusinessRule 'olutionsA +A D"2008A 200A 188. &'BK7 0


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-ol. 2*A Ko. 3 D18,.Xa"hmanA Nohn . Jachman :ramework or nter'rise 6rchitecture H +rimeror nter'risen"ineerin" and !anuacturin". Xa"hman &nternational D2003.

The Business Motivation Model

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