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| {{Article issues|orphan =November 2009|wikify =November 2009}} | {{Article issues|orphan =November 2009|wikify =November 2009|date=December 2009}} | ||
| '''Dynamic Business Modeling''' ("DBM") describes the ability to automate ]s within an open framework. The leading independent analyst firm ] has recently called Dynamic Business Modeling "critical for ] solutions to succeed". | '''Dynamic Business Modeling''' ("DBM") describes the ability to automate ]s within an open framework. The leading independent analyst firm ] has recently called Dynamic Business Modeling "critical for ] solutions to succeed". | ||
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| Dynamic Business Modeling is based on principles wherein the ] of an ] is managed independently from the ]s that automate the services and processes defined in the business logic. Business modeling and integration (which itself is defined as part of the business model) are defined in the business logic layer allowing underlying application servers to remain logic free and uncustomized – reducing both cost and risk in both the initial implementation and its future evolution. | Dynamic Business Modeling is based on principles wherein the ] of an ] is managed independently from the ]s that automate the services and processes defined in the business logic. Business modeling and integration (which itself is defined as part of the business model) are defined in the business logic layer allowing underlying application servers to remain logic free and uncustomized – reducing both cost and risk in both the initial implementation and its future evolution. | ||
| The last generation of IT systems (from 1990 to approximately 2001) were designed to address specific business models and regulatory practices and no value was given to ]–] segregation. These systems provided value by automating "off-the-shelf" predefined business models. As a result, they implicitly drive ] when the consensus now is that they should be driven by it.{{ |
The last generation of IT systems (from 1990 to approximately 2001) were designed to address specific business models and regulatory practices and no value was given to ]–] segregation. These systems provided value by automating "off-the-shelf" predefined business models. As a result, they implicitly drive ] when the consensus now is that they should be driven by it.{{Citation needed|date=December 2009}} By being "predefined" they do not: | ||
| * openly incorporate rapid changes in the business landscape of an industry | * openly incorporate rapid changes in the business landscape of an industry | ||
| * leverage potential business models that new technologies allow | * leverage potential business models that new technologies allow | ||
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| 1. Open modeling capabilities: | 1. Open modeling capabilities: | ||
| * ''Dynamic Business Modeling requires ] and ]s that automate THE business’ model – not just A business model.'' {{ |
* ''Dynamic Business Modeling requires ] and ]s that automate THE business’ model – not just A business model.'' {{Citation needed|date=December 2009}} | ||
| 2. Ease of modeling: | 2. Ease of modeling: | ||
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Dynamic Business Modeling ("DBM") describes the ability to automate business models within an open framework. The leading independent analyst firm Gartner has recently called Dynamic Business Modeling "critical for BSS solutions to succeed".
Dynamic Business Modeling is based on principles wherein the business logic of an application is managed independently from the application servers that automate the services and processes defined in the business logic. Business modeling and integration (which itself is defined as part of the business model) are defined in the business logic layer allowing underlying application servers to remain logic free and uncustomized – reducing both cost and risk in both the initial implementation and its future evolution.
The last generation of IT systems (from 1990 to approximately 2001) were designed to address specific business models and regulatory practices and no value was given to logic–infrastructure segregation. These systems provided value by automating "off-the-shelf" predefined business models. As a result, they implicitly drive business strategy when the consensus now is that they should be driven by it. By being "predefined" they do not:
- openly incorporate rapid changes in the business landscape of an industry
- leverage potential business models that new technologies allow
Dynamic Business modeling is suited for open automation of strategy-driven business models. By removing the need for customization of core application servers it is postulated as more cost efficient, rapidly deployed and future proofed.
"Service Oriented Applications" coined by IBM would implicitly be compliant with DBM.
Technical definition
Dynamic Business Modeling is defined as the automation of Enterprise Business Models based on the principle that the model's underlying business processes and business services need to be dynamically and openly definable and re-definable.
Business definition
Dynamic Business Modeling is defined as the enabler of a strategic advantage achieved by focused differentiation in any aspect of business (from marketing to finance to operations). This differentiation is achieved through how business is conducted: openly and dynamically defining the business model. Capital investment – human, physical and intellectual – must be aimed at allowing the definition of the business model to be dynamic.
Dynamic Business Modeling recognises that businesses dynamically evolve, invent and re-invent their (business) models to achieve strategic advantage. DBM posits that the role of enterprise software (CRM, billing, ERP) is to dynamically automate and advance the business processes and services that lie behind these Business models.
Core principles
1. Business strategy drives selection of business models.
2. These business models drive the design of underlying processes and services.
- Business Analysis is critical: Any number of models can address a strategic imperative. But the best models, services and processes will exploit existing business capabilities (human, IT and physical), the areas where change is possible and the areas where investment will make most change possible at the lowest cost.
3. Enterprise software automates these services and processes.
4. DBM enables change: Strategic adeptness requires tuning and/or the re-definition of the present Business Model.
- The business must begin with the principle that allows rapid tuning and/or re-definition of the underlying services and processes. This must apply at human and technological levels.
Key success criteria
1. Open modeling capabilities:
- Dynamic Business Modeling requires IT architecture and enterprise applications that automate THE business’ model – not just A business model.
2. Ease of modeling:
- Definition and automation of new and evolved business services and processes must be accessible at the business analysis level. Ideally the models and its services and processes are defined in business analyst oriented metadata.
3. Open integration:
- Dynamic Business Modeling must work with processes and services (both automated and human) that are NOT dynamic. These fixed constraints are not external to the new business model but are part of its fabric. IT Architecture and Enterprise applications must be able to incorporate, embed and/or build upon these existing processes and services.
4. Robustness:
- Regardless of the dynamism of the business model. The automated and human-based business processes and services must have all the robustness of long standing static processes and services. Dynamic IT automation must have a full audit capability, reprocessing ability and standards compliance (i.e. PCI).
5. Perpetual dynamism:
- Automation is never finished. Processes and services change and are added constantly. IT Architecture and Enterprise applications must be designed to prevent “lock down” where the service and process automation on “Day One” is so tightly coupled that only minor evolution is economic. SOA principles of openness and loss coupling must be applied INSIDE business applications.
Best practice
1. DBM is service-based:
- The application should be based on the principle that processes and integration can be de-constructed internally into services.
2. Services and processes are loosely coupled:
- Changing one should not impact the others.
3. Services and process definitions are open:
- And accessible to a business analyst. Ideally definitions are kept in metadata.
4. Application servers must be free of embedded business logic:
- For services, processes, data, workflows alike.
5. Dynamic documentation is a feature:
- As the model evolves the documentation must evolve as well. The application should allow the business analyst to document at service level and then generate a cohesive document that encompasses entire model.
6. Business Analyst Interface is friendly and flexible:
- The application must provide a way to put the definition of services and processes in analyst terms – using universal concepts such as flows and tables. The interface should encourage documentation, warn on inconsistencies, and allow testing.
History
The term was first used to describe the functionality of MetraNet, a fourth-generation billing and customer care product offered by MetraTech Corp. MetraNet addresses DBM by service orientation, and unlike traditional charging and billing systems, it is not hard-coded to particular charging schemes or measurement technologies.
References
External links
- Gartner Dataquest Insight: Telecommunications BSS Software Solutions Can Help Other Industries Improve Efficiency