Business Activity Models (BAM) provides a conceptual model, and should show what the organisation is doing, as opposed to how it does it (Business Process models), based on each stakeholders perspective.
Business Activity Models requires the analyst to think about the activities that each stakeholder’s perspective implies. Initially, there will be one BAM for each distinct perspective, but ultimately in the end the analyst will look to combine these models, and achieve a consensus BAM (agreed view).
When creating a BAM, there are five main steps or activates that the analysts need to consider and map out:
Doing: These activities are at the heart of the model, and are derived straight from the CATWOE transformation aspect, which reflects the organisation's principal business activities. There should only ever be one doing activity in each BAM, for example, sell product or provide service.
Enabling: These activities ensure that the resources and facilities needed for the 'doing' activities are available, for example, recruiting staff, ordering training materials, developing training courses or ordering products.
Planning: In order to complete the 'doing' and 'enabling' activities, planning activities must be considered beforehand. These types of activities include 'define number of staff' or 'define product range'.
Monitoring: These are the activities that will be setting performance expectations, for example, 'monitor data analytics', 'monitor employee performance' or 'monitor customer service feedback'.
Control: These activities come last and are based on the monitoring activity outcomes. If the monitoring activities reveal that performance is not what was expected, then the control activities may be required to institute the necessary actions.
Hopefully the analyst would have been able to combine all the models and achieve a consensus BAM. If so the analyst will be able to move onto modelling the business processes (How these activities are completed) and then proceed onto GAP analysis.
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