【免费】EffectiveBusinessModelingwithUML-DescribingBusinessUseCasesandRealizations-TheRationalEdge

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Effective Business Modeling with UML:

Describing Business Use Cases and Realizations

by Pan-Wei Ng

Software Engineering Specialist

Rational Software Singapore

As most software development practitioners

know, the Unified Modeling Language (UML)

excels at representing "real world"

phenomena. This capability led to

development of the UML Business Modeling

Profile, which provides extensions and

stereotypes to facilitate communication

between users and analysts.

Organizations that are thinking about

applying the UML Business Modeling Profile

often have practical questions, such as:

● When do I really need a business model? When are use-case

models alone sufficient?

● Which UML diagrams should I use for particular business modeling

situations? How do I know whether to use a sequence diagram or a

collaboration diagram, for example?

● How does the UML business model relate to other UML models

(domain model, use-case model, etc.)? How should I organize these

models?

Unfortunately, the literature that addresses

these questions, as well as best practices for

applying the UML Business Modeling Profile, is

relatively sparse compared to that for system

modeling. This frustrates users and analysts

who recognize the benefits of using the UML

for business modeling but are forced to

struggle with the notation.

This article addresses their concerns by

walking through an example case that models

http://www.therationaledge.com/content/nov_02/t_businessModelingUML_pn.jsp

the acquisition process within an IT

department responsible for managing

outsourced development. Comprised of legal

advisors, enterprise architects, and project

managers, the department is responsible for

contractual, system architecture, and project

management issues. Its mission is to free

end-user departments from IT-related issues

so they can concentrate on business

operations. When these departments need to

acquire new systems or enhance existing

ones, they get the IT department to prepare

tender specifications, and IT then selects

suitable vendors to deliver the required

system.

The discussion assumes a basic

knowledge of the Business Modeling Profile

described in the Rational Unified Process

(RUP

). If you're not familiar with this

Profile, see the Appendix below.

Doing a Business Use-Case

Model Survey

The first step in our simple example is to

complete a business use-case model survey.

As Figure 1 shows, there are two actors and

two business use cases. The End User

Manager wants a vendor to automate some

processes, so the IT department assists by

preparing tender documents and short-listing

vendor candidates. Once a contract has been

awarded, the procurement department

assists the End User Manager by managing

delivery of the systems in accordance with

the contract's milestones.

Figure 1: Business Use-Case Model

We can summarize the business use cases as

follows:

● Prepare Tender: Describes the

process for preparing the system

Identifying Business

Actors

It is easy to identify

Actors for system

modeling -- anything

outside the system is

an Actor, and the

boundaries are very

clear, so people are

always Actors. For

business modeling it is

not so simple,

however, because a

person could be either

a Business Actor (i.e.,

someone external to

the business who

interacts with it) or a

Business Worker (i.e.,

someone internal to

the business). A way

around this issue is to

identify all people

involved with the

business case before

classifying them as

either Business Actors

or Workers. This

means you have to

define Business Actors

and Workers at the

same level of

abstraction: They are

all either people, or

groups of people.

Try not to define any

system as a Business

Actor, although some

systems will become

Actors when you

derive the system use

cases. In business

modeling, you want to

focus on business

processes, so postpone

dealing with system

issues to avoid

cluttering up the

business use-case

model.

The business use case begins when an End User Department requires

additional automation to improve operations. The goal of this use case

is to select a vendor that can deliver the desired system.

1. Designation of End-User Manager. The procurement

department designates an End-User Manager for the entire

acquisition process.

2. Prepare System Specifications. The End User Manager

prepares and submits specifications to the IT department.

3. Prepare Tender Document. The IT department reviews

submitted specifications and prepares a tender document,

augmenting the specifications with contractual requirements.

4. Approval of Tender Document. The End User Manager

reviews and approves the tender document.

5. Open Tender. Once the tender document is approved, the IT

department sends it to a list of vendors for the system category

specified.

6. Prepare Bid. Each vendor prepares a bid indicating estimated

cost and projected delivery plan, and submits it to the IT

department.

7. Short-list Bids. At the end of the tender period, the IT

department short-lists candidate bids (vendors) according to the

estimated cost and feasibility of the delivery plan.

8. Select Vendor. From the short-list of vendors, the End-User

Manager selects the most suitable one.

9. Prepare Contract. The IT department prepares a contract with

the selected vendor.

10. Award Contract. Both the End-User Manager and the selected

Vendor sign the contract, and more detailed system planning

and design begin.

In our example, the core business goal of acquiring a new system is

refined into two subgoals

● Specifying the system to be acquired.

● Selecting and evaluating a candidate vendor.

Consequently, the Prepare Tender business use case covers Steps 1 to 4

in Table 1, and the Select Vendor business use case covers Steps 5 to 10

in Table 1. There are many ways to segment the workflow, and it is

important to discuss options with the customer. Nevertheless, it is

important to recognize that the true value in business modeling lies in

understanding how seemingly piecemeal workflows relate to each other.

Doing a Business Use-Case Specification

In this section, we look at how to describe business use cases. The

business use-case template in the RUP has a number of sections, but we

will focus only on the basic and alternate flows. I will discuss the other

sections -- which include goals, risks, possibilities, and so on -- in a future

article. Table 2 shows basic and alternate flows for the Prepare Tender

business use case.

Table 2: Business Use-Case Specification

Basic Flow for Prepare Tender

This business use case begins when the End User Department requires

additional automation to improve operations. The goal is to finalize a

tender document that can be issued to candidate vendors.

1. Designation of End User Manager. The procurement

department designates an End-User Manager for the entire

acquisition process.

2. Prepare System Specifications. The End-User Manager

prepares and submits specifications to the IT department.

3. Prepare Tender Document. The IT department reviews

submitted specifications and prepares a tender document,

augmenting the submitted specifications with contractual

requirements.

4. Approval of Tender Document. The End-User Manager

reviews and approves the tender document. The use case then

terminates.

Alternate Flows

1. System Specifications Invalid. In Step 3, if the IT department

finds the system specifications are too vague or unfeasible, the

End-User Manager needs to rework the specifications. The

business use case then either resumes at Step 2 or terminates if

the End-User Manager does not wish to continue.

2. System Already Exists. In Step 3, if the IT department finds

that the desired system is very similar to an existing system in

another department, then the IT department refers the End-User

Manager to that department. If the End-User Manager wishes to

proceed with acquiring the "new" system, he or she must put the

differentiating features in the system specifications, resubmit the

specifications, and continue at Step 2. The business use case

terminates if the End-User Manager does not wish to continue.

3. Tender Document Discrepancies. In Step 4, if the End-User

Manager notices discrepancies in the Tender Document, it is

rejected, and the IT department must rework it. The business

use case continues at Step 3.

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