| Day |
Chapters & Strategies |
Topics |
| 1 |
The Problem
Where most companies should be, how easily you can get there and how easily one could fail.
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- The nature of new technologies
- Results that are now expected by the public
- What older technologies do to your business
- Why some organizations fail to make the transition
- Leadership challenges
- The fundamental reasons why you should succeed
|
| 1 |
The Solution
How a Business-Centric and Technology-Friendly approach can take you to the goal.
|
- The power of Conceptual Business Analysis
- Leading through involvement
- Mastering the big picture
- The special role of Training
- The driving force that comes from work projects
|
| 1 |
Combining Training and Real Work
Learn how to trigger a powerful synergy between Training and real work projects.
|
- The importance of training
- Main disciplines and learning sequence
- Sample curriculum
- Building a Career Path for your staff
- Keeping the training cost under control
- The importance of practice at work
- Using work projects as learning opportunities
- Using new knowledge to solve great challenges at work
|
| 1 |
Technology Overview
How the business viewpoint is represented with OO notation
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- Chapter Objectives
- The Business Perspective
- The IT-compatible syntax
- Objects are just Business Concepts
- Business concepts, relationships and instances
- Main players, and the big picture
- Artifacts for Business Synopsis, Vocabulary, Functions, Concepts and Processes
- Self-summary and Exercise
|
| 1 |
Stakeholders Viewpoint
The Business value as seen by Stakeholders, Business Experts, or Sponsors
|
- Chapter Objectives
- The Business Vision Model
- Model
- Offered Value
- Assets Model
- Self-Maintenance
- Self-Evolution
- Business Vision lab
- The Business Model
- What goes into IT models and what doesn't
- How IT supports the Business Model
- How the Business Models support the Business Vision
- Self-summary and exercise
|
| 1 |
IT Viewpoint
What must be given to IT Experts so that they can play their technical role
|
- Chapter Objectives
- IT Perspective
- Model
- Business Concepts
- Actors and what they do
- Business Processes
- Business Case: how a project may fail and why
- Lessons learned
|
| 1 |
Bridging the Viewpoints
The approach and artifacts both sides clearly understand
|
- Chapter Objectives
- Artifacts Model - the big picture
- Artifact definitions
- Definition, Examples and Exercises for:
- Business Synopsis
- Business Vocabulary
- Business Functions
- Business Processes
- Business Concepts
- How the artifacts fulfill both the Business and the IT Perspectives
|
| 2 |
Business Concept Modeling (BCM)
The most powerful way to describe an organization's business concepts, rules and policies
|
- Chapter Objectives
- Overview
- Examples
- Model Elements; Theory, Syntax, Examples
- BCM Decision Tree SM
- BCM Case Studies; real-life Business Domains
- Business Rules Engines
|
| 2 |
Buy, Build, Adapt
Once your IT requirements are defined through BCM you can build you system, and/or adapt it from legacy software or buy it new
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- Chapter Objectives
- Building from scratch
- Adapting from legacy system(s)
- Using the power of BCM to decide whether there exists pre-build software that can meet your needs
- Real-life industry examples
- How to lead your organization through the decision steps
|
| 2 |
Making the Turn!
Engaging your whole organization's momentum to adopt the technology quickly and successfully
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- Your own Transition Plan
- Designing your original plan
- Attracting co-workers and sponsors
- Letting your plan grow naturally
- Letting your personnel provide the momentum
- Integrating Training with concrete work projects
- Balancing work between new and old systems
- Organizing for the BCM to be done at an early stage
- Cutting the transition time down to a fraction through the Domain Model
- Organizing for reviews and prototyping
- Staying far away from the 5 top mistakes
- Lab: reviewing your plan as well as others'
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