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Figure 2. Dietz transaction pattern (adapted)
In this request there are some assumptions subja-
cent to the request showing that the requestor is
aware of the type of bouquet that is sold by the
vendor (natural flowers or plastic flowers or n
flowers for each bouquet).
In the case Volley there appears to be two on-
tological transactions (becoming member of the
tennis club and paying the membership fee - T2).
The author delves into the analysis of the case
Volley presenting several flow charts annotated
with the several type of acts within the Transaction
Pattern showing incoherencies (for example the
inexistence of T01 promise and acceptance acts).
Focusing on the ontological production of the
case Volley, the author defines four models: The
“Process”, “Action”, “State” and “Construction”
models.
The “ Process” Model (shown in Figure 3)
describes the basic steps of the two transactions
linking the several steps within the Transaction
Model. Dietz also specifies an action rule model
that identifies what to be done when the producer
has to deal with a request.
The “ Action” Model (represents the collection
of action rules for the enterprise. Figure 4 shows
an example.
The “ State” Model (shown in Figure 5) whose
function is to show all the information items
(object classes and fact types) that occur in the
Action Model.
Considering the same two ontological type
transactions it means that the membership starts to
exist and that the first membership has been paid.
The “ Construction” Model (Figure 6) demon-
strates that the ontological models are independent
of the way in which it is or might be implemented.
After presenting the several ontological aspect
models, Dietz enforces the idea that the ontologi-
cal fact (being very stable):
Is fully abstracted from the current way in
which it operates;
It does not contain organization functions;
it does not contain infological or datalogi-
cal things;
is completely abstracts from the communi-
cation acts being totally independent from
new organizational structure;
Shown things that have no explicit imple-
mentation, like the promise and acceptance;
Serves for proposing, analyzing and imple-
menting organizational changes providing
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