TABLE OF CONTENTS Models are utterly crucial to all areas of life, especially business. Every day business managers at all levels take actions to change the behavior of the business in ways intended to benefit both business and manager. Yet many models are empirical and experiential not the sort that a business modeler can work with. A business modeler has to create models that capture insights into the way the world really works, identify and satisfy all of the conflicting requirements of the various stakeholders, create usable models that make sense, fit the model into existing business processes, justify the model based on the data available, and deliver on time and under budget. The on time, under budget requirement lies in the arena of project management, not discussed here. All else that a business modeler needs is wrapped into Part II.
Take note that models are designed backwards and built forwards. What this means is that everything has to be considered prior to building, particularly deployment issues that come at the end of building (and at the end of this part of the book). As noted in the instructions for any complex device, "Before assembly, please read all the instructions!" Also keep also in mind the adage, "Measure twice, cut once."
A note about the references to the methodology. Part II describes...
