Enterprise Architecture in Spain.: BMM

Mostrando entradas con la etiqueta BMM. Mostrar todas las entradas

martes, 13 de enero de 2015

The enterprise reference canvas

miércoles, 7 de enero de 2015

Business Marutirity Model

http://www.themerlyngroup.com/pages/viewpage.action?pageId=4096294

domingo, 23 de noviembre de 2014

50 Competitive Intelligence Analysis Techniques

http://competia.com/50-competitive-intelligence-analysis-techniques

domingo, 16 de noviembre de 2014

Positioning Enterprise Canvas in enterprise-architecture work

http://weblog.tetradian.com/2013/10/15/positioning-ecanvas-in-ea-work/

lunes, 3 de noviembre de 2014

lunes, 1 de septiembre de 2014

Industry specific Modeling Motivation for EA Modeling – Healthcare

http://blog.orbussoftware.com/industry-specific-modeling-motivation-ea-modeling-healthcare/

miércoles, 28 de mayo de 2014

Business Motivation Models

http://www.selectbs.com/analysis-and-design/what-is-business-motivation-modeling-bmm

http://www.businesschange.com/BMM.htm

http://www.slideshare.net/adidierk/enterprise-business-motivation-model-ebmm-triads

miércoles, 21 de mayo de 2014

Positioning Enterprise Canvas in enterprise-architecture work

http://weblog.tetradian.com/2013/10/15/positioning-ecanvas-in-ea-work/

http://weblog.tomgraves.org/2011/07/26/from-biz-model-to-ea/

http://weblog.tetradian.com/2011/07/26/bmcanvas-to-archimate-short/

Biz. Motivation: use Nick Malik‘s Enterprise Business Motivation Model (EBMM)
Biz. Models: use Alex Osterwalder’s Business Model Canvas (BMC)
Value Discipline Orientation: use the three orientations (‘Operational-excellence’, ‘Product-leadership’ and ‘Customer-intimacy’) to select an emphasis and orientation in a respective service to be modelled in Enterprise Canvas – typically:
- ‘Operational-excellence’: emphasis on combination of supplier-facing (left-side) and self (centre) in Enterprise Canvas
- ‘Product-leadership’: emphasis on self (centre) in Enterprise Canvas
- ‘Customer-intimacy’: emphasis on customer-facing (‘right-side) in Enterprise Canvas
Capabilities: model as services in Enterprise Canvas, perhaps using a translation via Archimate, such as described in the post ‘From business-model to enterprise-architecture‘, or more briefly in the post ‘Business Model Canvas to Archimate (the short version)‘
People, Process + Technology: translate downward from Enterprise Canvas into UML,BPMN or other notations, as required

jueves, 15 de mayo de 2014

IT’S TIME TO PUT VALUE IN THE DRIVER’S SEAT

http://www.batimes.com/articles/its-time-to-put-value-in-the-drivers-seat.html

jueves, 17 de abril de 2014

The EA Metamodel behind the Business Model Generation

http://blogs.msdn.com/b/nickmalik/archive/2012/08/22/the-ea-metamodel-behind-the-business-model-generation.aspx

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.