SI-SE Fachtagung: Business Rules24 – 25 Jan 2008, Universität Zürich
Business Rules and Motivation
John [email protected]
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 2
Agenda• Business Motivation Model (BMM) Overview
• Domain example – Regulatory Compliance
• Influencers example - “Health Pharma”
• Conclusions
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 3
Business Motivation (meta) Model• A simple and compact standard that provides a
metamodel for enterprise-specific motivation models. • An enterprise’s Business Motivation Model:
– Contains and organizes the elements of its business governance - vision and mission, influences and assessments, goals and objectives, strategies and tactics, business policies.
– References other relevant elements of its business models - its business processes, business rules, organization units, assets, resources, products, services - that are contained in related models built using specifications outside the BMM’s scope.
– Can be stored in a repository; the BMM provides the basis for logical design.
• Rationale: enterprises are driven, not by change, but by what they decide to do in response to change
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 4
History• November 2000: The Business Rules Group (BRG) published
“Organizing Business Plans: The Standard Model for Business Rule Motivation” (informally known as the Business Rules Motivation Model or BRMM)
• Used in practice since publication, with varying levels of support in tools• 2004: BRG invited by Object Management Group (OMG) to submit
BRMM for “Request For Comment” process (adoption as existing de- facto standard)
• January 2005: Version 1.1 of the model published as “The Business Motivation Model” (BMM)
• September 2005: Version 1.2 of the model published, downloadable from www.businessrulesgroup.org
• Dec 2005: BMM accepted by the OMG for RFC • September 2007: completion of finalization for publication by OMG for
general use• December 2007: released for publication
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 5
Business Motivation Model“A model for supporting and recording governance
decisions”• Describing the influencers that affect your business• Documenting assessments of impact, options considered,
decisions made - and why• Referencing supporting detail - internal and external• Building up history of cumulative effects
“A model for connecting governance to operations”• Influencers to assessments• Assessments to: desired results, business policies & courses of
action• Desired results, business policies & courses of action to the
detail of operational business systems
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 6
Simplified View of BMM
Influencers Assessments
EndsMeans
Whatever you decide may affect your business
Assessment of impacts and decisions
on how to react
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 7
Simplified View of BMM
Influencers Assessments
EndsMeans
What you decide your Enterprise
needs to do
What state you decide your Enterprise needs
to be in
Results of decisions
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 8
Simplified View of BMM
Influencers Assessments
EndsMeans
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 9
Simplified View of BMM
Influencers Assessments
Ends
Means
Business Operations
- Business Rules- Business Processes- Responsibilities- Resources- etc
Courses of Action
Directives
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 10
Means End
Course ofAction
Directive
from
BusinessRule
derived frombasis for
motivated byBusinessPolicy
part of
composed of
implementsimplemented by
component of plan for
planned by means of
enabled byenables
formulatedbased on
guided byguides
acts as
source of
Potential Impact
Risk Potential Reward
Assessment *Strength Weakness
Opportunity Threat
identifiesis significant to
makes operative
supports achievement of
provides theimpetus for
has achievement supported by
made operative by Vision
amplified by
Desired Result
quantifies
quantified by
amplifies
guides
governs
determines
Influencer
Internal Influencer
Corporate Value
External InfluencerEnvironment Technology Regulation
Supplier Customer Competitor Partner
a role played by
Stated Unstated
Infrastructure Issue Assumption
Habit
Management Prerogative
Resource Quality
acts as
provides theimpetus for
motivated by
channels efforts towards
supported by
effects enforcement level
has enforcement level effected by
Strategy Goal
composed of
part of
Objective
composed of
part of
Tactic
Mission
BMM 1.3 – published by BRG September 2007 Core Concepts
Downloadable from www.businessrulesgroup.org
Influencing Organization
source of
used by
uses
Assessment: a judgment that an influencer affects the employment of means or the achievement of ends
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 11
BMM Core Concepts (MOF)
Mission
OrganizationCategory
Strategy
CourseOfAction
Directive
DesiredResult
BusinessRule
BusinessPolicy
Assessment
Influencer
PotentialImpact
Regulation
PotentialReward
Vision
Means
End
Goal
ObjectiveTactic
AssessmentCategory
InfluencerCategoryInfluencingOrganization
RiskMotivationElement
name : textdescription : text
0..1* MissionMakesOperativeVision
*
*
PotentialImpactProvidesImpetusForDirective
**
BroaderCourseOfActionIncludesMoreSpecificCourseOfAction
**
EnablingCourseOfActionEnablesEnabledCourseOfAction
**
BroaderBusinessPolicyIncludesMoreSpecificBusinessPolicy
*
*
TacticEffectsEnforcementLevelOfBusinessRule
** CourseOfActionChannelsEffortsTowardsDesiredResult
*
*
AssessmentProvidesImpetusForDirective
*
*
AssessmentIdentifiesPotentialImpact
* *
BroaderDesiredResultIncludesMoreSpecificDesiredResult
*
0..1
DirectiveActsAsRegulation
* *
UsingAssessmentUsesUsedAssessment
*
*
InfluencerCategoryCategorizesInfluencer
*
*
OrganizationCategoryCategorizesInfluencingOrganization
*
*
InfluencingOrganizationIsSourceOfInfluencer
*
*
StrategyIsAComponentOfThePlanForMIssion
*
*
TacticImplementsStrategy
*
*
DirectiveGovernsCourseOfAction
*
*
AssessmentAffectsEmploymentOfMeans
*
*
AssessmentAffectsAchievementOfEnd
*
*AssessmentCategoryCategorizesAssessment
1..*
*
AssessmentIsJudgmentOfInfluencer
*
*
DirectiveIsSourceOfCourseOfAction
0..1
*
GoalAmplifiesVision
Superclass of Assessment, End, Influencer, InfluencingOrganization, Means, PotentialImpact, AssessmentCategory, InfluencerCategory, OrganizationCategory, OrganizationUnit, BusinessProcess, Asset and Liability
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 12
BMM 1.3 – References to operational elements
Means
AssetCourse of Action
Directive
Downloadable from www.businessrulesgroup.org
Influencing Organization
Influencer
End
Assessment
Business Rule
Business Policy
Strategy
Resource
Fixed Asset
Offering
Business Process
used by
uses
required by
requires
Liability
determines
defined by
discharges
discharged by
responsible for
responsible for
responsibility of
responsibility ofdeployed by deploys
defined by defines
has use governed by
governs use of
realized by
realizes
governed by governs
guided by guides
responsible for
responsibility of
establishes
established by
defines
defined byrecognizes
recognized byacts as
a role played bymakes
made by
claims
claimed by
Organization Unit
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 13
BMM References to operational elements (MOF)
Directive
Strategy
CourseOfAction
BusinessRule
BusinessPolicy
OrganizationUnit BusinessProcess
Assessment
Influencer
Means
End
Tactic
InfluencingOrganization
Resource
Asset
FixedAsset
OfferingLiability
*
*
OrganizationUnitRecognizesInfluencer
*
0..1
OrganizationUnitActsAsInfluencingOrganization
*
1..*
OrganizationUnitDefinesEnd*
*
OrganizationUnitEstablishesMeans
**OrganizationUnitIsResponsibleForBusinessProcess
*
*
TacticEffectsEnforcementLevelOfBusinessRule
* *
FixedAssetProvidesResource
*
*
StrategyDeterminesOrganizationUnit
*
*BusinessPolicyIsBasisForBusinessRule
*
*
BusinessRuleGuidesBusinessProcess
*
1..*
OrganizationUnitMakesAssessment
*
*LiabilityClaimsResource
*
*
OfferingUsesFixedAsset
*
*DirectiveGovernsUseOfAsset
*
*
OfferingRequiresResource
*
*
OrganizationUnitIsResponsibleForLiability
*
*
OrganizationUnitIsResponsibleForAsset
*
*
BusinessProcessDeliversOffering
*
*
CourseOfActionDischargesLiability
* *
CourseOfActionDeploysAsset
*
*
CourseOfActionDefinesOffering
*
*
BusinessProcessManagesAsset
*
*
BusinessPolicyGovernsBusinessProcess
*
*
BusinessProcessRealizesCourseOfAction
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 14
Business Rules in the BMM
BMM::CourseOfAction BMM::Directive
DesiredResult
BusinessRule
BusinessPolicy
Assessment
Influencer
PotentialImpact
Regulation
BMM::Means End
Tactic
BusinessProcess
*
*
PotentialImpactProvidesImpetusForDirective
*
*
TacticEffectsEnforcementLevelOfBusinessRule
* *
AssessmentProvidesImpetusForDirective
*
0..1
DirectiveActsAsRegulation
* *
DirectiveGovernsCourseOfAction
* *DirectiveIsSourceOfCourseOfAction
*
*BusinessPolicyIsBasisForBusinessRule
*
*
DirectiveSupportsAchievementOfDesiredResult
*
*
BusinessRuleGuidesBusinessProcess
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 15
Underlying Dependencies
Identify relevant Influencers and monitor them
Assign Organization Responsibilities
Assess Impact of Changes
Decide on Desired Results
Decide on Business Policies
Select Courses of Action
Develop Business Rules
Realize Courses of Action in Business
Processes
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 16
When to make assessments?• The enterprise fails to meet some of its
objectives
• Internal influencers require assessment:– Routine, e.g. annual budgeting, replacement of
major assets– Exceptional, e.g. operational performance
problems, new product/service opportunities
• External influencers cause changes:– The enterprise decides when they are significant
enough to require strategic assessment– Many changes can be handled at operational level
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 17
Performance (simple view)• The BMM is a tool for governance:
– “Are we doing the right things?”– Changes made as a result of Assessments are about what
the enterprise does and why: Desired Results, Courses of Action and Business Policies
• Operational performance also has to be managed:– “Are we doing things right?”– Below the BMM horizon– Mainly handled in business process management and
workflow management systems– Some measurements may be aggregated for “actuals” to be
compared with Objectives– Major operational problems may emerge as Internal
Influencers in the enterprise’s BMM
SI-SE Fachtagung: Business Rules24 – 25 Jan 2008, Universität Zürich
Domain Example
Regulatory Compliance
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 19
Regulatory Compliance• When new regulation comes along, enterprises don’t plug it in
“as is”.
• Decision makers in the enterprise make an assessment - interpret, evaluate and form a response.
• They formulate policies, defining the bounds of what they are prepared to do.
• Then they define some new ends (goals or objectives) that will make them compliant with the legislation, and the means (strategies and tactics) to get there from where they are now.
• The detail is worked out within the policy boundaries, and may result in changes in operational detail – business processes, business rules, organization roles and responsibilities.
This happens with all influences on the enterprise – competition, market preferences, recruitment, etc. – but maybe not always so formally as with legislation
This happens with all influences on the enterprise – competition, market preferences, recruitment, etc. – but maybe not always so formally as with legislation
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 20
Compliance Audit Trail• To demonstrate compliance to auditors and
inspectors, an audit trail is needed:– Forward: “What did you do in response to this regulation?”
– Backward: “Why do you do this the way that you do?”
• BMM tool:– Supports impact analysis
– Records assessments and decisions (changes to desired results, business policies, courses of action)
– Holds references to effects of these decisions in operational detail
– Maintains audit trail
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 21
Regulatory Overload• Most small and medium enterprises cannot cope with regulation
without help:– Too many regulators, often with overlapping requirements,
sometimes with conflicting requirements– Too many regulations
• They obtain external help:– From trade associations and SIGs– From domain experts – consultants, lawyers
• Negotiations with regulators on interpretation (vocabulary) and acceptable response
• Distribution to members/clients:– Better in processable form, rather than, say, MS Word documents –
interchange via OMG-compliant tools
• OMG developing RFP for more detailed model of Regulation to “plug in” to BMM Influencers
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 22
Consensus DefinitionWhat an organization in a given
business typically does
Shared Approaches
Neutral DefinitionWhat an organization needs to
do to be in a given business
Enterprise DifferentiationWhat an organization does that
distinguishes it from its competitors
All enterprises in the sector do this
All enterprises in the sector do
most of this
This is where an enterprise’s
competitive edge is
A shared interest group can provide compliance guidance
An enterprise will define its own compliance
Development by a Shared Interest Group
SI-SE Fachtagung: Business Rules24 – 25 Jan 2008, Universität Zürich
Health Pharm
A fictitious example
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 24
Health Pharm Manufacturing (HPM)• Manufacturing and distribution company within the
Health Pharm Group (HPG)– Other HPG companies are responsible for R&D, Regulatory
Approval, Marketing & Sales, etc.
• Manufactures: prescription drugs; vaccines; non- prescription medicines and health products.
• HQ in UK, factories in:– European Union: UK, Germany– Switzerland– USA– Developing countries: Shangri-la, Bali-hai
• Each product is manufactured in at least two countries
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 25
Humanitarian Programme• HPG participates in a WHO programme to
supply generic drugs at cost to certain developing countries
• HPM packages and supplies some drugs in two forms:– Generic, for humanitarian programme– Branded, for commercial markets
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 26
Influencers – some examples• Faulty product
• Drugs from humanitarian programme being sold cut-price in commercial markets
• Counterfeit HPM drugs on sale in developing country markets
• Complaints that false claims are made for (non-prescription) health drink
• New research indicates that a HPM prescription drug carries inadequate warnings
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 27
Influencer• MHRA (UK drugs regulatory agency):
– Reports that tablets of a prescription drug manufactured at HPM UK factory are crumbling, causing risk to patients by incorrect dosage.
– Requires that manufacture is halted until problem is resolved.
– Requires that the product be recalled.
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 28
Focus of Assessment• Are we doing the right things?
– Is the problem inherent in the manufacturing: the process; the equipment; the formulation of the product; … ?
– Is the problem in distribution: required transport and storage conditions; shelf life of product; …?
• If we are doing the right things, are we doing things right?– Are we following GMP?– If not: how, why and for how long?
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 29
BMM Support for Assessment• When we decided on the manufacture of this
product, was “crumbling tablets” identified as a risk?
• Is this a problem for this product when manufactured in other countries? If not, what did we decide that was different for the UK?
• Have we had this kind of problem with other products? If so, what did we decide to do to resolve it?
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 30
Assessment• Cause of problem: temperature and humidity in the
UK factory’s storage for materials used in the product’s excipient
• This was not identified as a risk in the original assessment
• Bringing the materials storage into compliance is assessed as having high probability of resolving the problem (i.e. low risk of failure)
• There is a risk that other products manufactured in the UK using the same excipient in similar formulations will have similar problems.
Not doing things right
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Impact: Courses of Action• Return to “Good Manufacturing Practice” (GMP)
compliance:– Resolve UK factory storage problems – Pass GMP inspections from:
• EMEA (European Medicines Evaluation Agency)• FDA (USA Food and Drugs Administration)[Note: there is a standard business process in place for this]
• Limit recall to UK-manufactured product:– Halt production in all factories– Persuade EMEA and FDA that only UK-manufactured
product needs to be recalled– Restart production in factories in Germany and Shangri-la– Recall UK-manufactured product [Note: there is a standard
business process in place for this]– Compensate for loss of production and distribution in UK by
supplying from factories in Germany and Shangri-la.
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 32
Impact: Objectives• Resolve UK factory storage problems [date, cost]
• Pass GMP audit [process milestones]
• Reduced UK production targets for this product [dates, quantities]
• Persuade EMEA and FDA that only UK- manufactured product needs to be recalled [date]
• Recall product [process milestones]
• Compensate for UK distribution from factories in Germany and Shangri-la [dates, quantities]
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 33
Influencer• Drugs supplied for humanitarian programme
are being sold at cut price in commercial markets
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 34
Assessment• Not possible in most cases to trace distribution path
to seller
• Earlier assessment was that situation would be resolved by:– Different brand names with tamper-proof external packaging– Conditions of supply for distribution– Information campaign to regulators in commercial markets
• Electronic pedigree may be the long-term answer, but technologies are not yet sufficiently mature for HPM to commit to one.
Not doing the right things
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 35
Ends and MeansCourses of Action:
• Adopt counterfeit-inhibiting packaging
• Change colour and shape of generic product
Objectives
• Select packaging solution [date, cost]
• Define new product formulation [date]
• Production targets for branded and generic
• New solution into production [date]
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 36
Influencer• Surge in counterfeit HPM products in African,
Asian and Eastern European markets
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 37
Assessment• Anti-counterfeiting packaging for branded
products (as well as humanitarian) will be most cost-effective short-term solution.
• Electronic pedigree is likely to be the long- term answer
Not (yet) doing all the right things
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 38
Ends and MeansCourse of action
• Select electronic pedigree solution
Policies
• Existing policies for technology adoption
Objectives:
• Dates and costs for: Evaluation; Selection; Acquisition; Production
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 39
Influencer• Report from Australia that a HPM health drink
does not contain the claimed amount of vitamin C.
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 40
Assessment• Problem is not apparent in European markets
• Most likely cause is time and conditions for transport and storage
• Possible courses of action:– Reduce shelf life (as indicated by “consume by”
date)– Remove vitamin C claim from label– Contract with local manufacturer for local
production
Not doing things right
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 41
Risks• Reduce shelf life
• Remove health claim
• Contract with local manufacturer:– New business
process needed– Local food compliance
• Smaller, more frequent shipments, higher costs
• “Just another soft drink” will lose part of market appeal
• Have not done this before: may not be cost-justifiable given size of market:
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 42
Influencer• New research indicates that an HPM
prescription drug carries risk of side effects not discovered in development and licensing
• Regulatory authority requires changes to the information on and within the packaging of the product
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 43
Assessment• The requirement for the labelling change
arose from feedback on the product’s use.
• It was not foreseen as a risk for this product
• The product labelling is now out of compliance with the regulator’s requirements
• There is a standard business process for bringing labelling into compliance
• Unfortunate publicity, but not a major manufacturing issue for HPM
Doing things right and doing the right things – an operational problem
SI-SE Fachtagung: Business Rules24 – 25 Jan 2008, Universität Zürich
Conclusions
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 45
MethodologyThe BMM is methodology-neutral
Some general principles are assumed:
• Creation and population of an enterprise's BMM should be business-driven.
• Maintenance of an enterprise's BMM should be driven by change – actually, the enterprise’s decisions on how to react to change
• The ability to deliver organized business plans is essential.
• Operational systems are needed to run the business:– Traceability to and from the relevant BMM elements of governance
is essential
– A BMM needs to include references only to those parts of operational systems that are relevant to governance decisions
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 46
Vocabulary• BMM provides a vocabulary – a set of concepts and
fact types - that we use in describing how we govern an enterprise
• We also have to define enterprise-specific vocabulary:– The perspectives that factor a Vision into Goals– The business concepts and fact types we use in describing
Influencers, formulating Assessments and defining Ends and Means
– This vocabulary should be consistent across all our business models – BMM, Business Processes, Business, Rules, Organization roles and responsibilities …
• “Semantics of Business Vocabulary and Business Rules” (SBVR) provides a formal way of creating our business vocabulary, in a form that is understandable by business people
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 47
Metrics• Potential Impact:
– What Risk or Potential Reward
• Goal:– What must be achieved, by when
• Purpose of BMM repository:– Is to connect the measurements to the related elements in
the BMM, e.g.• The risks and potential rewards considered in assessing the
effect of an influencer• The objectives set/modified as a result of an assessment, and
the Courses of Action and Policies that support them– Is not to contain all the detail – this can be done better in
other tools
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 48
Plans versus Governance• Staff in an enterprise cannot operate under
continuous change
• From time to time:– Take a snapshot of your BMM– Publish it … “For the next month (quarter, year, ..),
barring emergencies, these are the plans”
• Keep monitoring, assessing, changing:– After the appropriate interval, publish another
snapshot– If there is an emergency, you are best placed to
react to it – and change the plans
© Model Systems, Jan 2008 SI-SE Business Rules, Zürich, Jan 2008, Business Rules and Motivation 49
BMM Summary• Compact, simple standard:
– Supporting strategic planning and governance– Connecting to operational detail– Supporting audit trail for governance
• Methodology-neutral
• Adopted by OMG as de-facto standard– Improved by suggestions from industry under OMG
“Request for Comment” process– Finalized September 2007 for general publication December
2007– Models created in compliant tools will be exchangeable,
shareable
• Tools are already appearing
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