The Role of 'Roles' in Use Case Diagrams

Alain Wegmann
2000
Rapport ou document de travail

Résumé

Use cases are the modeling technique of UML for formalizing the functional requirements placed on systems. This technique has limitations in modeling the context of a system, in relating systems involved in a same business process, in reusing use cases, and in specifying various constraints such as execution constraints between use case occurrences. These limitations can be overcome to some extent by the realization of multiple diagrams of various types, but with unclear relationships between them. Thus, the specification activity becomes complex and error prone. In this paper, we show how to overcome the limitations of use cases by making the roles of actors explicit. Interestingly, our contributions not only make UML a more expressive specification language, they also make it simpler to use and more consistent.

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https://infoscience.epfl.ch/record/52355?ln=fr

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Alain Wegmann
2000
Rapport ou document de travail

Résumé

Official source

https://infoscience.epfl.ch/record/52355?ln=fr

À propos de ce résultat

Concepts associés (7)

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alt=Les processus d'affaires : une vue de l'activité à travers les fonctions de l'entreprise - L'axe vertical est défini par les spécialités des fonctions et la structure hiérarchique; l'axe horizonta

Le Business Process Management (BPM), ou Gestion des Processus Métiers, permet d’avoir une vue d’ensemble de processus métiers de l’organisation et de leurs interactions pour les optimiser et les aut

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2000

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Modern Information and Communication Technology open a door for innovations that can improve the functioning of companies. Many innovations can come from the analysis of business processes. Today modeling is widely used for the analysis of business processes. In these work we propose a process modeling technique based on role modeling. To specify a process where one business object may play several roles, a synthesis operation (the composition of two base roles in a third role) has to be specified. All role-based techniques have difficulties specifying role synthesis: synthesis is never specified without the description of actual messages passing between business roles. Such implementation details complicate the understanding of the model and semantics of synthesis become implicit. To specify a business process of a complex system at a higher level of abstraction requires the proper understanding of relationships between roles, when they are put together in one common context. In this paper we define the concept of synthesis constraints that shows relations between roles. Using synthesis constraints allows a business modeler to make explicit his decisions about how the synthesis is done in an abstract and implementation independent way. This approach can be used for building a BPR case tool that enables the discovery of new business processes by means of different disassembling and assembling of roles.

2003

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MDA in Enterprise Architecture? The Living System Theory to the Rescue…

Otto Preiss, Alain Wegmann

Integrating business and information technology (IT) is essential for enterprises to be competitive. The integration of business and IT forces project teams to analyze and design a hierarchy of systems such as: groups of companies collaborating in business systems, people and IT systems collaborating in business processes, software components collaborating in IT systems, and programming language objects collaborating in software components. The current tools, and in particular MDA, have not been tailored for the design of hierarchical systems. As a result the project teams have difficulties designing integrated business and IT systems. In this paper we present a technique for supporting the design of hierarchical systems. We were inspired by Millers General Theory of Living System, a theory that addresses the analysis of hierarchical living systems. We provide concrete guidelines on how to introduce levels in UML-based system modeling, in general, and in MDA in particular. This allows the project team to develop one, common, integrated enterprise (or project) model. This in turn enables the different specialists to reason about and design business and IT systems that are truly integrated. The overall benefit is an increase in the project success rate.

2003

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