1

The Problem
Where most companies should be, how easily you can get there and how easily one could fail.

• 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

• 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

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IT Viewpoint
What must be given to IT Experts so that they can play their technical role

• Chapter Objectives
• IT Perspective
  1. Model
  2. Business Concepts
  3. Actors and what they do
  4. 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:
  1. Business Synopsis
  2. Business Vocabulary
  3. Business Functions
  4. Business Processes
  5. 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

• 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

• Your own Transition Plan
  1. Designing your original plan
  2. Attracting co-workers and sponsors
  3. 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'