An Assessment is a judgment of some Influencer that affects the organization’s ability to employ its Means or achieve its Ends. In other words, an Assessment expresses a logical connection (i.e., fact type) between Influencers and the Ends and/

or Means of the business plans. In this way, an Assessment indicates which Influencers are relevant to which Ends and/or Means.

A Business Policy is a Directive that is not directly enforceable8 whose purpose is to govern or guide the enterprise.

Business Policies provide the basis for Business Rules. Business Policies also govern Business Processes

A  Policy is a Directive that is not directly enforceable whose purpose is to govern, guide or constrain the structure and Behavior of Agents in the enterprise.

Policies provide the basis for rules and govern Behaviors carried out by Agents.

Example of Policys are Regulation Articles, Business Policys or Architecture principles.

Business Processes realize Courses of Action. They provide processing steps, sequences (including cycles, branches, and synchronization), structure (decomposition and reuse), interactions, and connection to events that trigger the processes.

Courses of Action are governed by Business Policies; Business Processes are also governed by Business Policies.

A  Business Process is a set of Business-Process Steps performed by Org-Units and/or by automated systems (Business Systems) to produce a Business Outcome Event. It is depicted as a series of Business-Process Steps, controlled by Business Events and conditions.

Business-Process Steps are carried out by the involvment of Org-Units and system resources (often Applications) as participants in the process (Participant Business Agents).

During its course of action, a  Business Process consumes or produces  Business Objects.

1) It may memorize or access  Business Objects from its Process Store.

2) It may receive  Business Objects at its boundary: Business Outcome Consumption.

3) It may signal the production of  Business Objects at its boundary: Business Outcome Production.

The course of actions of a  Business Process is constrained by the application of rules ( Business Rule Enforcement) that define how to react to what is allowed and not allowed to do,

A  Behavioral Rule is a Directive intended to guide the Behavior of Agents, in compliance with enterprise Policy(ies) or regulations.

Often, a  Behavioral Rule is derived from a Policy.  Behavioral Rules are enforced in Processes and Agents.

A  Conceptual Business Rule is a rule that is under business jurisdiction.

A rule’s being 'under business jurisdiction' means that it is under the jurisdiction of the semantic community that it governs or guides - that the semantic community can opt to change or discard the rule. Laws of physics may be relevant to a company (or other semantic community); legislation and regulations may be imposed on it; external standards and best Semantics of Business Vocabulary and Business Rules, v1.0 161 practices may be adopted. These things are not business rules from the company’s perspective, since it does not have the authority to change them. The company will decide how to react to laws and regulations, and will create business rules to ensure compliance with them. Similarly, it will create business rules to ensure that standards or best practices are implemented as intended.

A plan recognized by an enterprise as being essential to achieving its goals - i.e. a strategic specification of what the enterprise does. In other words, a Course of Action channels efforts towards Desired Results.

Business Capabilities might be required by an Enterprise to conduct its Courses of Action.

A  Directive is an authoritative declaration that indicates how Agents and their Behaviors should be (or should not be) in the enterprise.

Specifically, a  Directive defines, constrains or liberates some aspects of an Agent and its Behaviors. As such,  Directives shall be considered as constraning  Asset Propertys.

 Directives are intended to assert agent structures or to control or influence their Behaviors.  Directives are stated in declarative form.

An  Exogenous Driver is an external Driver whose source of change is outside the enterprise’s organizational boundaries and that can impact its employment of Means or achievement of Ends.

Endogenous Drivers are those which subject of concern are within an enterprise that can impact its employment of Means or achievement of Ends.

Business Capability that is exhibited by an Enterprise Stage with quantified measure (KPI) and potential geopolitical scope (Site) for a defined market segment (Business Partner).

An Enterprise Objective is a quantifiable end that a company/organization wants to achieve for a given Enterprise Initiative.

An Enterprise Objective may support an Enterprise Goal; it may be refined into sub-objectives.

An Enterprise Objective may concern a defined Exhibited Capability and be addressed by a defined Tactic.

An  Organization is a group of people who share a common purpose and establish a functional division of labor in pursuit of their common purpose.

It is the relationships between its members in the pursuit of their common purpose that give unity and identity to an organization.

Organization Unit has two roles:

1. It is a concept in the Business Motivation Model, participating in the following associations:

• defines Ends,

• establishes Means,

• makes Assessments,

• recognizes Influencers,

• may be defined by a Strategy, and

• may be responsible for Business Processes.

The BPMN concept ‘performer,’ which can be a specific individual, a group, an organization role or position, or an organization, is the BMM concept of an organization unit in the roles of being responsible for activities in an organization.

2. It is usually the basis for defining the boundaries of the enterprise being modeled. The decomposition of Business Policies, Courses of Action, and Desired Results and assignment of responsibilities within the enterprise is often guided by (or, at least, consistent with) the definition of units within the organization structure.

 A Strategy is one component of the plan for the Mission. A Strategy represents the essential Course of Action to achieve Ends (Goals in particular). A Strategy usually channels efforts towards those Goals.

A Strategy is more than simply a resource, skill, or competency that the enterprise can call upon; rather, a Strategy is accepted by the enterprise as the right approach to achieve its Goals, given the environmental constraints and risks.

(From BMM).

A Strategy is one component of the plan for the Mission. A Strategy represents the essential Course of Action to achieve Ends (Goals in particular). A Strategy usually channels efforts towards those Goals.

A Strategy is more than simply a resource, skill, or competency that the enterprise can call upon; rather, a Strategy is accepted by the enterprise as the right approach to achieve its Goals, given the environmental constraints and risks.

A Tactic is a Course of Action that represents part of the detailing of Strategies. A Tactic implements Strategies.

For example, the Tactic “Call first-time customers personally” implements the Strategy “Increase repeat business.”

Tactics generally channel efforts towards Objectives. For example, the Tactic “Ship products for free” channels efforts towards the Objective “Within six months, 10% increase in product sales.”

A Tactic is a Course of Action that represents part of the detailing of Strategies. A Tactic implements Strategies.

For example, the Tactic “Call first-time customers personally” implements the Strategy “Increase repeat business.”

Tactics generally channel efforts towards Objectives. For example, the Tactic “Ship products for free” channels efforts towards the Objective “Within six months, 10% increase in product sales.”