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  1. 1. BUSINESS BEHAVIOR MODEL Denis Lemaire – Birger Andersson 2009-2010
  2. 2. Background Organization Strategic level Tactical Environment : level changing Adaptation Operational level From « e-business model ontology for improving business/IT alignment, HEC alignment, Lausanne »
  3. 3. Position Strategic level Tactical level
  4. 4. Definition  The Business Behavior Model is a model which  captures the impact of the participation of agents in a business through an analysis of economic resources. The participation is driven by decisions based on agent motivation  In other words, a BBM models  motives, decisions, and resouces  and how they are related
  5. 5. Strategic level (i*) Legend Actor Cookie (business role) Producer Customer Increase solvability Maximum enjoyment Actor’s boundary Produce Receive Eat sweet Goal cookies payment foodstuff D Task(Means) Buy cookies Dependency D link Sub-goal link Means-ends link
  6. 6. Tactical level (e3value)
  7. 7. Tactical level (REA) <<Agent>> <<Event>> <<Stockflow>> <<Resource>> Cookie producer Cookie purchase Cookie <<Duality>> <<Agent>> <<Event>> <<Stockflow>> <<Resource>> Consumer Payment Money
  8. 8. BBM. Syntax and semantic BBM Name Representation (syntax) Semantic Economic resource Exchangeable resources that carries a set of properties. Non-economic resource Resources that are not exchangeable to another actor. (Motivation) Economic resource Resource property property Decision nodes represent identification of (alternative Decision chains of) goals and means in order to reach an objective
  9. 9. BBM. Syntax and semantic BBM Name Representation (syntax) Semantic Informational link Decision A is needed in order to take decision B. A B Causal link Property A has an impact on the value assigned A B to property B. What impact is visualized through a valuation symbol on the relationship (++,+,-,--). Definitional link A B A is a sub-decision of B. B Decision A brings about an economic resource Creation link A B. I.e., A creates a resource that is considered in the model.
  10. 10. Example of BBM Motivation Resource Good cookies solvency Causal Sellability relation + ++ - + Money + Property price amount + - quality quantity Creation Link Produce cookies Decision
  11. 11. Foundations  Rational Agent Theory  Anand S.R., Michael P.G. BDI Agents: From theory to practice (1995)  Resource Based View (of the firm)  Wernerfelt, B., The Resource-Based View of the Firm (1984)  Barney J., Firm Resources and Sustained Competitive Advantage (1991)  The Business Model Ontology (BMO)  Osterwalder A., Pigneur Y., An e-Business Model Ontology for Modeling e-Business (2002)  Causal Graphs  as a syntactic base  Gammelgård M. et al., Business Value Evaluation of IT Systems: Developing a Functional Reference Model (2006)
  12. 12. Usage scenarios  Providing complementary information, thereby enriching the picture.  Can be used as a ”stepping-stone” when deriving a Value model from a Goal model, or ...  ... the other way around, deriving a Goal model from a Value Model
  13. 13. Example Create a Business Behavior Model from a Value model A Massively Multiplayer On-line Game (MMOG) The example is from the Game provider’s point of view
  14. 14. Game provider’s value network
  15. 15. Decisions Distribute content Create Game Transport CD Buy hosting Provide MMOG
  16. 16. Resources and Motivation Good cash-flow + Money Amount + - MMOG Hosting Distribute content Create Game Transport CD Buy hosting Provide MMOG
  17. 17. Resource dependencies and impact Good cash-flow MMOG Value Proposition Customer Infrastructure Financial aspect + Money Sales + + Amount Attractive- ness + + - + AccessCost Hosting No. of + + players High Capacity Quality - GamePrice Game + Price Distribute content Create Game Transport CD Buy hosting Provide MMOG
  18. 18. In Summary  The Business Behavior Model is positioned in between (or rather, in both) the strategic level and the tactical level of an organisation.  Enables analysis of resources where properties of resources ultimately contributes positively or negatively to the motives of agents.  ...
  19. 19. From a Business/IT-alignment point of view  Alignment by  mapping of levels  by introducing models that belong on serveral levels  Is Motivation (a non-economic resource) the same as a Goal?  any Motivation seems to be possible to formulat as a Goal. ”My market share next year should be 20%”