1. Unit of production flow model
Instead of specification of flows of individual business
transactions, VDML represents the statistical flow of a unit of
production. While there may be different
flows through an activity network, these flows are described as fractions of a
unit of production and they impact value contributions according to those
fractions. This abstraction is less complex and more consistent with business
leader concerns and mental model of processes.
2.
Context-based role assignments
Capability methods can be engaged in multiple contexts
within the same VDML scenario (e.g., different lines of business). These
capability methods may be managed by different organization units such that
there are different role assignments by the different organization units.
3.
Performers as business objects/deliverables
Role participants can be passed by delegation and/or be used
as deliverables in activity networks.
For example, a patient may be an activity performer and also be the
subject (i.e., work product) of activity operations.
4.
Asynchronous/buffered deliverable flows
Where business process models send messages for asynchronous
exchanges, VDML sends deliverables to Stores that function as buffers or
queues. A store may have measurements of
the number of deliverables waiting and the time a deliverable is delayed in the
store.
5.
Inputs and outputs of collaborations and
activities
Various subject matter such as products, documents,
resources, materials and communications are the inputs and outputs of
collaborations, activities, stores and pools.
VDML identifies all of these as “business items” that are classified,
described and named in the BusinessItemLibrary.
The physical nature of these business items is generally unimportant in
the VDML abstraction except as their nature affects the measurements of the
performance and value contributions of the collaborations and activities that
consume and produce them. The
classifications and descriptive names are meaningful for model developers and
users to understand what the collaborations and activities are doing and
exchanging.
6.
Resource/personnel requirements analysis
Resource and personnel requirements can be computed from
consumption by assigned activities, production rates and duration of
assignments (from Pools of reusable resources and personnel).
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