Databases Reference
In-Depth Information
Exhibit 9-1.
Management level enterprise function model for a service
enterprise.
administrator faces two immediate challenges. The first challenge: no
enterprise function model exists and no time or resources to create one is
available.
Faced with this common dilemma, the business rule administrator cre-
ates a preliminary enterprise function model based on other models for
service-oriented enterprises. In other words, the business rule administra-
tor assumes that the nanny agency performs, even if in informal and incom-
plete ways, the following functions: strategic business planning, marketing
and sales, procurement of product (i.e., nannies), customer service, prod-
uct development and support (i.e., nanny networking and career develop-
ment), and miscellaneous administrative services (e.g., making airline res-
ervations). Exhibit 1 depicts this preliminary enterprise function model.
The second challenge is that neither the consulting company nor the
nanny agency has yet determined which business functions are most in
need of automation. Therefore, the scope of the business rules must
include all functions of the nanny agency.
DEVELOPING A PROJECT PLAN
The second step in the business rule procedures is to develop a project
plan. The business rule administrator outlines a plan that includes time for
three to five business rule acquisition sessions, each lasting one to two
hours. In addition, the business rule administrator allocates four to eight
hours before each session for preparation and four to eight hours after
each session to organize and analyze session results. The plan includes
one week to distribute business rules to gain concurrence and updates.
Another week is allocated to resolution of conflicts. Anticipating a rela-
tively uncomplicated data model, the business rule administrator allows
one week to develop a detailed data model.
Timeframes for other business rule projects for other enterprises might
be significantly longer.
Search WWH ::
Custom Search