Business Modeling Process Patterns

Make a business model (see Pattern 14.2, Make a Business Model), including associations and use cases, in which you reflect the existing process. This example is merely a sketch, less formal and less comprehensive than would be useful. 

Apply Abstraction and Re-refine to Each Development Layer. Do this for the business model, the system context model, and the abstract and detailed layers of design, as listed in Section 13.5, Main Process Patterns. Each of the three principal layers can be approached differently. 

Reengineering Business Model and System Requirements. These can often be reengineered directly toward the ideal. There isn t always so much complexity in the processes of human interaction that they can t be altered, although you should proceed with caution through people s sensitivities (see Pattern 14.1, Business Process Improvement). 

We start with a set of patterns that describe the process of building a business model and then illustrate their use in the case study. 

Whereas this section s patterns are about organizing the process of business modeling, Section 14.2, Modeling Patterns, covers some of the most essential patterns that are useful in the actual construction of a business model. 

The preceding patterns have been about planning the development process. The next few patterns are more in the style of conventional analysis and design relating to the construction of a business model. 

The context is action refinement making decisions that implement or put more detail into an abstract (set of) actions. This may be part of a computer system design (Pattern 16.8, Basic Design) or part of the reengineering of a business process (Pattern 14.1, Business Process Improvement) and may in particular be the engineering of the business process of which using a computer system is a part (Pattern 15.5, Make a Context Model with Use Cases). 

Mostly product innovations High rates of product change Can change o Business model for producers ° Use patterns for customers New startup companies Mostly process innovations Constrained product change Reinforces extant business models Established companies... 

Pattern 14.1, Business Process Improvement, discusses specifics that apply to business process modeling. 

A business improvement effort may be triggered by the installation or upgrade of a software system, a perceived quality problem in business performance, or the hiring of a new senior executive. Although the explicit request may be simply to work on a software project, the analyst s scope often expands to include business improvement. This is part of what the system context diagram (see Pattern 15.5, Make a Context Model with Use Cases) is about—the computer system as one element in the design of a business process. 

Borger, E. (2012, July). Approaches to modeling business processes A critical analysis of BPMN, workflow patterns and YAWL. Software and Systems Modeling (SoSyM) 77(3), 305-318. 

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