BMM Description

http://fredacummins.blogspot.com.es/2013/06/strategic-planning-with-vdml.html

Overview of BMM

The diagram, below, is an abstraction of the Business Motivation Model (BMM) taken from the OMG specification. I will briefly discuss the Means and Ends that represent a strategic plan. Influencers and Assessment are elements of the strategic planning process that provide input for development and refinement of the plan, but they are not, per se, elements of a strategic plan.

End

The End contains elements that define the desired future characteristics of the enterprise including the Vision and Desired Result.

Means

The Means contains elements that describe how the future state of the enterprise will be achieved including Course of Action and Directives.

Vision

A strategic plan, at the most abstract level, is expressed as a Vision of what the enterprise wants to be and how it wants to be perceived. This is complementary to the Mission.

Mission

The Mission expresses why the enterprise exists--what it wants to accomplish. Successful pursuit of the Mission should support realization of the Vision.

Desired result

The desired result consists of Goals and Objectives.

Goal

A goal is a long-term, qualitative result that the enterprise may already be pursuing or that may be advanced as a result of a business challenge or opportunity. It defines a purpose for the strategy.

Objective

Objectives are specific, measurable results to be achieved by a strategy and support enterprise goals. While there may be many measures of performance, objectives focus on selected, key measurements that reflect progress toward the strategy and goals from a management and investor perspective.

Course of Action

A course of action is the approach to implementation of the Mission in pursuit of the Goals and Objectives. It consists of Strategy and Tactics.

Strategy

A strategy defines how the mission will be pursued and objectives will be achieved. In conventional strategic planning, it is an abstract description of how the enterprise will operate in the future. Typically, there will be multiple aspects to a strategy, potentially representing the integration of different ideas.

Tactic                                      

Tactics are incremental changes to the state of the enterprise that lead to the desired future state required by the Strategy. The distinction between strategy and tactics is somewhat subjective. Tactics will focus on resolving particular problems and steps toward implementing related changes.

Directives

Directives are the business policies and business rules that are to be incorporated in the future state of the enterprise.

Business policies

Policies are statements of business operating requirements.

Business rules

Business rules define operating criteria or constraints in specific circumstances. Business rules implement business policies.