Guideline: Creating the Business Scenario

26.3.1 Overall Process

Creating a business scenario involves the take after, as illustrated in Figure 26-1 :

  1. Identifying, documenting, and ranking the problem driving the scenario
  2. Identifying the business and technical environment of the scenario and documenting it in scenario models
  3. Identifying and documenting desired objectives (the results of handling the problems successfully); get “SMART”
  4. Identifying the human actors (participants) and their place in the business model
  5. Identifying computer actors (computing elements) and their place in the technology model
  6. Identifying and documenting roles, responsibilities, and measures of success per actor; documenting the required
    scripts per actor, and the results of handling the situation
  7. Checking for “fitness-for-purpose” and refining only if necessary

Figure 26-1: Creating a Business

A business scenario is developed over a act of iterative phases of Gathering, Analyzing, and Reviewing the information in the business scenario .
In each phase, each of the areas above is successively improved. The refinement step involves deciding whether to consider the scenario complete and go to the next phase, or whether far nuance is necessity. This is accomplished by asking whether the stream state of matter of the occupation scenario is fit for the aim of carrying requirements downriver in the architecture process .
The three phases of developing a business scenario are described in detail below, and depicted in Figure 26-2.

Figure 26-2: Phases of Developing Business

26.3.2 Gathering

The Gathering phase is where information is collected on each of the areas in Figure 26-1. If information assemble procedures and practices are already in place in an organization – for exemplar, to gather data for strategic planning – they should be used as appropriate, either during business scenario workshops or in place of business scenario workshops .
Multiple techniques may be used in this phase, such as data research, qualitative analysis, quantitative analysis, surveys, requests for information, etc. As much data as potential should be gathered and preprocessed “ off-line ” anterior to any face-to-face workshops ( described below ). For example, a request for information may include a request for strategic and operational plans. such documents typically provide great insights, but the data that they contain normally requires significant preprocessing. The information may be used to generate an initial blueprint of the business scenario prior to the workshop, if possible. This will increase the understanding and confidence of the architect, and the prize of the workshop to its participants .
A very utilitarian way to gather information is to hold business scenario workshops, whereby a business scenario adviser leads a choose and little group of commercial enterprise representatives through a number of questions to elicit the information surrounding the problem being addressed by the architecture feat. The workshop attendees must be carefully selected from high levels in the clientele and technical sides of the organization. It is crucial to get people that can and will provide information openly and honestly. Where a draft of the business scenario already exists – for example, as a consequence of preprocessing information gathered during this phase, as described above – the workshop may besides be used to review the submit of the commercial enterprise scenario blueprint .
sometimes it is necessary to have multiple workshops : in some cases, to separate the gather of information on the occupation side from the gather of information on the technical side ; and in other cases merely to get more information from more people .
When gathering information, the architect can greatly strengthen the business scenario by obtaining “ real-world examples ” ; i.e., case studies to which the reviewer can easily relate. When citing real-world examples, it is crucial to maintain a tied of anonymity of the parties involved, to avoid blasted.

26.3.3 Analyzing

The Analyzing phase is where a big deal of real Business Architecture bring is actually done. This is where the information that is gathered is processed and documented, and where the models are created to represent that information, typically visually .
The Analyzing phase takes advantage of the cognition and experience of the business scenario adviser using past function and experience to develop the models necessary to depict the information captured. note that the models and software documentation produced are not necessarily reproduced verbatim from interviews, but quite filtered and translated according to the real fundamental needs .
In the Analyzing phase it is important to maintain linkages between the keystone elements of the business scenario. One technique that assists in maintaining such linkages is the creation of matrices that are used to relate business processes to each of :

  • Constituencies
  • Human Actors
  • Computer Actors
  • Issues
  • Objectives

In this manner, the commercial enterprise summons becomes the binding focal point, which makes a great distribute of sense, since in most cases it is business process improvement that is being sought.

26.3.4 Reviewing

The Reviewing phase is where the results are fed back to the sponsors of the undertaking to ensure that there is a partake understand of the entire setting of the trouble, and the electric potential depth of the technical impact .
multiple clientele scenario workshops or “ readout ” meetings with the sponsors and imply parties are recommended. The meetings should be set up to be candid and synergistic. It is recommended to have exercises built into merging agendas, in order to test attendees ‘ understanding and interest levels, ampere well as to test the architect ‘s own assumptions and results .
This phase is highly significant, as the absence of shared expectations is in many cases the etymon causal agent of project failures .

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