lecture 7: domain modelling: mgt. & org. and rules & regs. · ⋆ strategic, tactical and...
TRANSCRIPT
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Lecture: 7. Slide: 318 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
Lecture 7: Domain Modelling: Mgt. & Org. and Rules & Regs.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1 Lecture: 7. Slide: 319 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling ]
Management and Organisation
Management
• Management is an elusive term.
• Business schools and private consultancy firms excel in offering degrees and 2–3day courses in ‘management’.
• In the mind of your author most of what is being taught — and even researched— is a lot of “hot air”.
• Well, the problem here, is, of course, that your author was educated at a science& technology university.
• In the following we shall repeat some of this ‘hot air ’.
• And after that we shall speculate on how to properly describe the outlined (“coldair”) management concepts.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1 Lecture: 7. Slide: 320 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
Characterisation 65 (Domain Management) By domain managementwe mean people
• (i) who determine, formulate and thus set standards (cf. rules and regulations, alater lecture topic) concerning
⋆ strategic, tactical and operational decisions;
• (ii) who ensure that these decisions are passed on to (lower) levels ofmanagement, and to “floor” staff;
• (iii) who make sure that such orders, as they were, are indeed carried out;
• (iv) who handle undesirable deviations in the carrying out of these orders cumdecisions;
• and (v) who “backstop” complaints from lower management levels and from floorstaff
.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 1 Lecture: 7. Slide: 321 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Management Issues •
• Management in simple terms means the act of getting people together toaccomplish desired goals.
• Management comprises
⋆ (vi) planning,
⋆ (vii) organizing,
⋆ (viii) resourcing,
⋆ (ix) leading or directing, and
⋆ (x) controlling an organization
⋆ (a group of one or more people orentities)
or effort
• for the purpose of accomplishing a goal.
• Resourcing encompasses the
⋆ (xi) deployment and manipulation ofhuman resources,
⋆ (xii) financial resources,
⋆ (xiii) technological resources, and
⋆ (xiv) natural resources
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 2 Lecture: 7. Slide: 322 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Basic Functions of Management •
These are normally seen as management issues:
• Planning:⋆ (xv) deciding what needs to happen in the future
⋆ (today, next week, next month, next year, over the next 5 years, etc.)
⋆ (xvi) and generating plans for action.
• Organizing:
⋆ (xvii) making optimum use of the resources
⋆ (xix) required to enable the successful carrying out of plans.
• Leading/Motivating:
⋆ (xx) exhibiting skills in these areas
⋆ (xxi) for getting others to play an effective part in achieving plans.
• Controlling:
⋆ (xxii) monitoring –
⋆ (xxiii) checking progress against plans,
⋆ (xxiv) which may need modification based on feedback.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 3 Lecture: 7. Slide: 323 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Formation of Business Policy •
• (xxvi) The mission of a business seems to be its most obviouspurpose – which may be, for example, to make soap.
• (xxvii) The vision of a business is seen as reflecting its aspirationsand specifies its intended direction or future destination.
• (xxviii) The objectives of a business refers to the ends or activityat which a certain task is aimed.
• The business policy is a guide that stipulates
⋆ (xix) rules, regulations and objectives,
⋆ (xxx) and may be used in the managers’ decision-making.
⋆ (xxxi) It must be flexible and easily interpreted and understoodby all employees.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 3 Lecture: 7. Slide: 324 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Formation of Business Policy ]
• The business strategy refers to
⋆ (xxxii) the coordinated plan of action that it is going to take,
⋄ (xxxiii) as well as the resources that it will use, to realize itsvision and long-term objectives.
⋄ (xxxiv) It is a guideline to managers, stipulating how theyought to allocate and utilize the factors of production to thebusiness’s advantage.
⋄ (xxxv) Initially, it could help the managers decide on whattype of business they want to form.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 4 Lecture: 7. Slide: 325 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Implementation of Policies and Strategies •
• (xxxvi) All policies and strategies are normally discussed withmanagerial personnel and staff.
• (xxxvii) Managers usually understand where and how they canimplement their policies and strategies.
• (xxxviii) A plan of action is normally devised for the entirecompany as well as for each department.
• (xxxix) Policies and strategies are normally reviewed regularly.
• (xxxvii) Contingency plans are normally devised in case theenvironment changes.
• (xl) Assessments of progress are normally and regularly carried outby top-level managers.
• (xli) A good environment is seen as required within the business.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 5 Lecture: 7. Slide: 326 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Development of Policies and Strategies •
• (xlii) The missions, objectives, strengths and weaknesses of eachdepartment or normally analysed to determine their roles inachieving the business mission.
• (xliii) Forecasting develops a picture of the business’s futureenvironment.
• (xliv) Planning unit are often created to ensure that all plans areconsistent and that policies and strategies are aimed at achievingthe same mission and objectives.
• (xlv) Contingency plans are developed — just in case !
• (xlvi) Policies are normally discussed with all managerial personneland staff that is required in the execution of any departmentalpolicy.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 6 Lecture: 7. Slide: 327 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Management Levels •
• A careful analysis has to be made by the domain engineer of how management isstructured in the domain being described.
• One view, but not necessarily the most adequate view for a given domain is thatmanagement can be seen as composed from
⋆ the board of directors (representing owners, private or public, or both),
⋆ the senior level or strategic (or top, upper or executive) management,
⋆ the mid level or tactical management,
⋆ the low level or operational management, and
⋆ supervisors and team leaders.
• Other views, other “management theories” may apply.
• We shall briefly pursue the above view.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 7 Lecture: 7. Slide: 328 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Resources •
• Management is about resources.
• A resource is any physical or virtual entity of limited availabilitysuch as, for example,
⋆ time and (office, factory, etc.) space,
⋆ people (staff, consultants, etc.),
⋆ equipment (tools, machines, computers, etc.),
⋆ capital (cash, goodwill, stocks, etc.), etcetera.
• Resources have to be managed
⋆ allocated (to [factory, sales, etc.] processes, projects, etc.), and
⋆ scheduled (to time slots).
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 8 Lecture: 7. Slide: 329 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Resource Conversion •
• Resources can be traded for other resources:
⋆ capital funds can be spent on acquiring space, staff andequipment,
⋆ services and products can be traded for other such or for monies,
⋆ etc.
• The decisions as to who schedules, allocates and converts resources
• are made by strategic and tactical management.
• Operational management transforms abstract, general schedulesand allocations into concrete, specific such.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 9 Lecture: 7. Slide: 330 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Strategic Management •
• A strategy is a long term plan of action designed to achieve a particular goal.
• Strategy is differentiated from
⋆ tactics or
⋆ immediate actions with resources
at hand
• by its nature of being
⋆ extensively premeditated,
⋆ and often practically rehearsed.
• Strategies are used to make business problems easier to understand and solve.
• Strategic management deals
⋆ with conversion of long term resources involving financial issues
⋆ and with long term scheduling issues.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 9 Lecture: 7. Slide: 331 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Strategic Management ]
• Among examples of strategic management issues (in supply chain management)we find:
⋆ (xlvii) strategic network optimization, including the number, location, and sizeof warehouses, distribution centers and facilities;
⋆ (xlviii) strategic partnership with suppliers, distributors, and customers,creating communication channels for critical information and operationalimprovements such as cross docking, direct shipping, and third-party logistics;
⋆ (xlix) product design coordination, so that new and existing products can beoptimally integrated into the supply chain, load management;
⋆ (l) information technology infrastructure, to support supply chain operations;
⋆ (li) where-to-make and what-to-make-or-buy decisions; and
⋆ (lii) aligning overall organizational strategy with supply strategy.
• The problem, in domain modelling, is to find suitable abstractions of thesemundane activities.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 9 Lecture: 7. Slide: 332 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Strategic Management ]
• Strategic management
⋆ requires knowledge of management roles and skills;
⋆ have to be aware of external factors such as markets;
⋆ decisions are generally of a long-term nature;
⋆ decision are made using analytic, directive, conceptual and/orbehavioral/participative processes;
⋆ are responsible for strategic decisions;
⋆ have to chalk out the plan and see that plan may be effective inthe future; and
⋆ is executive in nature.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 10 Lecture: 7. Slide: 333 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Tactical Management •
• Tactical management deals with
⋆ shorter term issues than strategic management, but
⋆ longer term issues than operational management.
• Tactical management deals with
⋆ allocation and
⋆ short term scheduling.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 10 Lecture: 7. Slide: 334 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Tactical Management ]
• Among examples of tactical management issues (in supply chain management)we find:
⋆ (lx) sourcing contracts and other purchasing decisions;
⋆ (lxi) production decisions, including contracting, locations, scheduling, andplanning process definition;
⋆ (lxii) inventory decisions, including quantity, location, and quality ofinventory;
⋆ (lxiii) transportation strategy, including frequency, routes, and contracting;
⋆ (lxiv) benchmarking of all operations against competitors and implementationof best practices throughout the enterprise;
⋆ (lxv) milestone payments; and
⋆ (lxvi) focus on customer demand.
• The problem, in domain modelling, is to find suitable abstractions of thesemundane activities.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 11 Lecture: 7. Slide: 335 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Operational Management •
• Operational management
⋆ deals with day-to-day and week-to-week issues
⋆ where tactical management deals with month-to-month andquarter-to-quarter issues and
⋆ strategic management deals with year-to-year and longer termissues.
• (Operational management is
⋆ not to be confused with the concept of operational research
⋆ and operational analysis
⋆ which deals with optimising resource usage
⋆ (allocation and scheduling).
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 11 Lecture: 7. Slide: 336 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
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[ Domain Modelling, Management and Organisation, Management, Operational Management ]
• Among examples of operational management issues (in supply chainmanagement) we find:
⋆ (lxviii) daily production and distribution planning, including all nodes in thesupply chain;
⋆ (lxix) production scheduling for each manufacturing facility in the supplychain (minute by minute);
⋆ (lxx) demand planning and forecasting, coordinating the demand forecast ofall customers and sharing the forecast with all suppliers;
⋆ (lxxi) sourcing planning, including current inventory and forecast demand, incollaboration with all suppliers;
⋆ (lxxii) inbound operations, including transportation from suppliers andreceiving inventory;
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 11 Lecture: 7. Slide: 337 of 1334
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[ Domain Modelling, Management and Organisation, Management, Operational Management ]
⋆ (lxxiii) production operations, including the consumption ofmaterials and flow of finished goods;
⋆ (lxxiv) outbound operations, including all fulfillment activitiesand transportation to customers;
⋆ (lxxv) order promising, accounting for all constraints in thesupply chain, including all suppliers, manufacturing facilities,distribution centers, and other customers.
• The problem, in domain modelling, is to find suitable abstractions of thesemundane activities.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 12 Lecture: 7. Slide: 338 of 1334
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[ Domain Modelling, Management and Organisation, Management ]
• Supervisors and Team Leaders •
• We make here a distinction
⋆ between managers, “on one side”, and
⋆ supervisors and team leaders, “on the other side”.
• The distinction is based on
⋆ managers being able to make own decisions without necessarily having toconfer or discuss these beforehand or to report these afterwards, while
⋆ supervisors and team leaders normally are not expected to make owndecisions:
⋄ if they have to make decisions then such are considered to be of “urgency”,
⋄ must normally be approved of beforehand, or,
⋄ at the very least, reported on afterwards.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 12 Lecture: 7. Slide: 339 of 1334
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[ Domain Modelling, Management and Organisation, Management, Supervisors and Team Leaders ]
• Supervisors basically
⋆ monitor that work processes are carried out as planned
⋆ and report other than minor discrepancies.
• Team leaders
⋆ coordinate work in a group (“the team”)
⋆ while participating in that work themselves;
⋆ additionally they are also supervisors.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 13 Lecture: 7. Slide: 340 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management ]
• Description of ‘Management’ •
• On the last several slides (320–339) we have outlined conventionalissues of management.
• The problems confronting us now are:
⋆ Which aspects of domain management are we to describe ?
⋆ How are we describe, especially formally, the chosen issues ?
• The reason why these two “leading questions” questions are posedis that the management issues mentioned on slides 320–339
⋆ are generally “too lofty”, “too woolly”,
⋆ that is, are more about “feelings”
⋆ than about “hard, observable facts”.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 13 Lecture: 7. Slide: 341 of 1334
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[ Domain Modelling, Management and Organisation, Management, Description of ‘Management’ ]
• We, for example, consider the following issues for “too lofty”, “too woolly”:
⋆ Item (xix) Slide 322;
⋆ Item (xx) Slide 322;
⋆ Item (xxi) Slide 322;
⋆ Item (xxvii) Slide 323;
⋆ Item (xxviii) Slide 323;
⋆ Item (xxxi) Slide 323;
⋆ Item (xxxiii) Slide 324;
⋆ Item (xxxiv) Slide 324;
⋆ Item (xxxv) Slide 324;
⋆ Item (xxxvi) Slide 325;
⋆ Item (xxxvii) Slide 325;
⋆ Item (xxxix) Slide 325;
⋆ Item (xli) Slide 325;
⋆ Item (xlii) Slide 326;
⋆ Item (xliii) Slide 326;
⋆ etcetera.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 13 Lecture: 7. Slide: 342 of 1334
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[ Domain Modelling, Management and Organisation, Management, Description of ‘Management’ ]
• As we see from the above “quick” analysis
⋆ the problems hinge on our [in]ability to
⋄ formally,
⋄ let alone informally
describe many management issues.
⋆ In a sense that is acceptable
⋄ in as much as ‘management’ is clearly accepted as anon-mechanisable process,
⋄ one that requires subjective evaluations: “feelings”, “hunches”,
⋄ and one that requires informal contacts with other managerialpersonnel and staff.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 13 Lecture: 7. Slide: 343 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Description of ‘Management’ ]
• But still we are left with the problems:
⋆ Which aspects of domain management are we to describe ?
⋆ How are we describe, especially formally, the chosen issues ?
• Our simplifying and hence simple answer is:
⋆ the domain engineer shall describe
⋄ what is objectively observable
⋄ or concepts that are precisely defined
◦ in terms of objectively observable phenomena
◦ and concepts defined from these and such defined concepts.
• This makes the domain description task a reasonable one,
⋆ one that can be objectively validated
⋆ and one where domain description evaluators can objectively judge
⋄ whether (projected) requirements involving these descriptions
⋄ may be feasible and satisfactory.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 344 of 1334
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[ Domain Modelling, Management and Organisation, Management ]
• Review of Support Examples •
• There are three examples
⋆ (i) a grossly simplifying abstraction:
⋄ the enterprise function,
⋄ which focuses on the abstract
⋄ interplay between management groups, workers, etc.; and
the formal model is expressed in a recursive function style;
⋆ (ii) a grossly simplifying abstraction
⋄ the enterprise processes,
⋄ which focuses on the sequential, non-deterministic
⋄ processes with input/output messages that
⋄ communicate between management groups, workers, etc.;
the formal model is expressed in the CSP style.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 345 of 1334
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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples ]
⋆ The Enterprise Function ⋆
• The enterprise function is
⋆ narrated on Slides 882–885,
⋆ and formalised on Slide 886;
⋆ the formalisation is explained and commented upon onSlides 887–895.
• Here we shall just briefly discuss meta-issues of domain
⋆ description,
⋆ modelling and
⋆ abstraction.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 346 of 1334
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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Function ]
• The description is grossly ‘abstracted’:
⋆ it leaves out any modelling of what distinguishes
⋄ strategic management,
⋄ tactic management,
⋄ operations management,
⋄ supervisors,
⋄ team leaders and
⋄ workers.
⋆ Emphasis has been put solely on
⋄ abstractions of their intercommunication
⋄ in order to achieve a “next step” state.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 347 of 1334
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[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Function ]
• The formalisation of enterprise is, formally speaking, doubtful.
⋆ The semantics of the formal specification language, RSL, does notallow such recursions,
⋆ or rather, put far too severe restrictions on the state space Σ,
⋆ for the definition to be of even pragmatic interest.
⋆ Thus the definition is really a fake: at most it hints at what goeson, such as outlined on Slides 887–895.
• Why is the definition a fake?
⋆ Or rather: Why do we show this “definition”?
⋆ The next slide will discuss this.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 348 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Function ]
• In order for a recursive function definition, enterprise, (as here overstates Σ) to make sense
⋆ the type Σ must satisfy some ordering properties
⋆ and so must the component types whose values are involved inany of the auxiliary functions invoked by enterprise.
⋆ Since we have not specified any of these types
⋆ we take the position that function definition, enterprise, is just apseudo function.
• It is indicative of “what is going on”, and that is why we bring it!
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 349 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Review of Support Examples ]
⋆ The Enterprise Processes ⋆
• The enterprise processes are
⋆ narrated and formalised, alternatively, on Slides 896–928,
• Here we shall just briefly discuss meta-issues of domain
⋆ description,
⋆ modelling and
⋆ abstraction.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 350 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Processes ]
•
• to be written
•
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 1, § 14 Lecture: 7. Slide: 351 of 1334
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/home/db/tseb/kap2/kap2-2-2.tex Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
[ Domain Modelling, Management and Organisation, Management, Review of Support Examples, The Enterprise Processes ]
•
• to be written
•
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 2 Lecture: 7. Slide: 352 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
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Domain Modelling, Management and Organisation
Organisation
Characterisation 66 (Domain Organisation) By domainorganisation we mean
• the structuring of management and non-management staff levels;
• the allocation of
⋆ strategic, tactical and operational concerns
⋆ to within management and non-management staff levels;
• and hence the “lines of command”:
⋆ who does what and
⋆ who reports to whom —
⋄ administratively and
⋄ functionally
.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 2 Lecture: 7. Slide: 353 of 1334
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[ Domain Modelling, Management and Organisation, Organisation ]
•
• to be written
•
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 5, Subsubsect. 2 Lecture: 7. Slide: 354 of 1334
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[ Domain Modelling, Management and Organisation, Organisation ]
.
Director
Board
Staff bStaff a Manager
Staff 1 Staff 2 Staff 3
Unit
A Matrix OrganisationA Hierarchical Organisation
Board
Director
Unit
Unit Unit
UnitUnit
Unit
Unit
Manager Manager Manager
Functional
Functional
Functional
Admin. Admin. Admin.
Manager
Manager
Manager
.....
.....
.......... .....
Figure 2.2: Two organisational structures
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Chap. 2, Sect. 9, Subsect. 6 Lecture: 7. Slide: 355 of 1334
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[ Domain Modelling ]
Rules and Regulations
• Human stakeholders act in the domain, whether
⋆ clients,
⋆ workers,
⋆ managers,
⋆ suppliers,
⋆ regulatory authorities,
⋆ or other.
• Their actions are guided and constrained by rules and regulations.
• These are sometimes implicit, that is, not “written down”.
• But we can talk about rules and regulations as if they wereexplicitly formulated.
For examples of narratives of domain rules and regulations we refer toappendix Examples 1–2 (Slides 957–958).
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 6 Lecture: 7. Slide: 356 of 1334
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[ Domain Modelling, Rules and Regulations ]
• The main difference between rules and regulations is that
⋆ rules express properties that must hold and
⋆ regulations express state changes that must be effected if rules are observedbroken.
• Rules and regulations are directed
⋆ not only at human behaviour
⋆ but also at expected behaviours of support technologies.
• Rules and regulations are formulated
⋆ by enterprise staff, management or workers,
⋆ and/or by business and industry associations,
⋄ for example in the form of binding or guiding
⋄ national, regional or international standards,
⋆ and/or by public regulatory agencies.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 1 Lecture: 7. Slide: 357 of 1334
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Domain Modelling, Rules and Regulations
Domain Rules
For examples of narratives of domain rules we refer to appendixExamples 1–2 (Slides 957–958).
Characterisation 67 (Domain Rule) By a domain rule wemean
• some text
• which prescribes how people or equipment
• are expected to behave when dispatching their duty,
• respectively when performing their functions
.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 1 Lecture: 7. Slide: 358 of 1334
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[ Domain Modelling, Rules and Regulations, Domain Rules ]
• Usually the rule text, when written down, appears in some, notnecessarily public documents.
⋆ It is not our intention to formalise these rule texts,
⋆ but to formally define the crucial predicates
⋆ and, if not already formalised, then also the domain entities overwhich the predicate ranges.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 2 Lecture: 7. Slide: 359 of 1334
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Domain Modelling, Rules and Regulations
Domain Regulations
For examples of narratives of domain regulations we refer to appendixExamples 1–2 (Slides 957–958).
Characterisation 68 (Domain Regulation) By a domainregulation we mean
• some text
• which prescribes what remedial actions are to be taken
• when it is decided that a rule has not been followed according to itsintention
.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 360 of 1334
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[ Domain Modelling, Rules and Regulations, Domain Regulations ]
• Usually the regulation text, when written down, appears in some,not necessarily public documents.
⋆ It is not our intention to formalise these rule texts,
⋆ but to formally define the crucial functions
⋆ and, if not already formalised, then also the domain entities overwhich these functions range.
Formalisation of the Rules and Regulations Concepts
• Rules, as already mentioned, express predicates, and regulationsexpress state changes.
• In the following we shall review a semantics of rules and regulations.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 361 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rules and Regulations Concepts ]
• There are, abstractly speaking, usually three kinds of languagesinvolved wrt. (i.e., when expressing) rules and regulations(respectively when invoking actions that are subject to rules andregulations).
⋆ Two languages, Rules and Reg, exist for describing rules,respectively regulations; and
⋆ one, Stimulus, exists for describing the form of the [alwayscurrent] domain action stimuli.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 362 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
• A syntactic stimulus, sy sti, denotes a function, se sti:STI: Θ → Θ,from any configuration to a next configuration
• A syntactic rule, sy rul:Rule, has as its semantics, its meaning,rul:RUL,
⋆ a predicate over current and next configurations, (Θ × Θ) →Bool,
⋆ where these next configurations have been caused, by thestimuli. These stimuli express:
⋆ If the predicate holds then the stimulus will result in a valid nextconfiguration.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 363 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
typeStimulus, Rule, ΘSTI = Θ → ΘRUL = (Θ × Θ) → Bool
valuemeaning: Stimulus → STImeaning: Rule → RUL
valid: Stimulus × Rule → Θ → Boolvalid(sy sti,sy rul)(θ) ≡ meaning(sy rul)(θ,(meaning(sy sti))(θ))
valid: Stimulus × RUL → Θ → Boolvalid(sy sti,se rul)(θ) ≡ se rul(θ,(meaning(sy sti))(θ))
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 364 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
• A syntactic regulation, sy reg:Reg (related to a specific rule), standsfor, i.e., has as its semantics, its meaning,
⋆ a semantic regulation, se reg:REG,
⋆ which is a pair.
⋆ This pair consists of
⋄ a predicate, pre reg:Pre REG, where Pre REG = (Θ × Θ) →Bool,
⋄ and a domain configuration-changing function,act reg:Act REG, where Act REG = Θ → Θ,
⋄ that is, both involving current and next domain configurations.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 365 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
⋆ The two kinds of functions express:
⋄ If the predicate holds,
⋄ then the action can be applied.
• The predicate is almost the inverse of the rules functions.
• The action function serves to undo the stimulus function.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 366 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
typeRegRul and Reg = Rule × RegREG = Pre REG × Act REGPre REG = Θ × Θ → BoolAct REG = Θ → Θ
valueinterpret: Reg → REG
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 367 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
• The idea is now the following:
⋆ Any action of the system, i.e., the application of any stimulus,
⋄ may be an action in accordance with the rules,
⋄ or it may not.
⋆ Rules therefore express whether stimuli are valid or not in thecurrent configuration.
⋆ And regulations therefore express whether they should beapplied, and, if so, with what effort.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 368 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
• More specifically,
⋆ there is usually, in any current system configuration, given a set of pairs ofrules and regulations.
⋆ Let (sy rul,sy reg) be any such pair.
⋆ Let sy sti be any possible stimulus.
⋆ And let θ be the current configuration.
⋆ Let the stimulus, sy sti, applied in that configuration result in a nextconfiguration, θ
′, where θ′ = (meaning(sy sti))(θ).
⋆ Let θ′ violate the rule, ∼valid(sy sti,sy rul)(θ),
⋆ then if predicate part, pre reg, of the meaning of the regulation, sy reg, holdsin that violating next configuration, pre reg(θ,(meaning(sy sti))(θ)),
⋆ then the action part, act reg, of the meaning of the regulation, sy reg, must beapplied, act reg(θ), to remedy the situation.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 3 Lecture: 7. Slide: 369 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
axiom∀ (sy rul,sy reg):Rul and Regs •
let se rul = meaning(sy rul),(pre reg,act reg) = meaning(sy reg) in
∀ sy sti:Stimulus, θ:Θ •
∼valid(sy sti,se rul)(θ)⇒ pre reg(θ,(meaning(sy sti))(θ))⇒ ∃ nθ:Θ • act reg(θ)=nθ ∧ se rul(θ,nθ)
end
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 4 Lecture: 7. Slide: 370 of 1334
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[ Domain Modelling, Rules and Regulations, Formalisation of the Rule and Regulation Concepts ]
• It may be that the regulation predicate fails to detect applicabilityof regulations actions.
• That is, the interpretation of a rule differs, in that respect, from theinterpretation of a regulation.
• Such is life in the domain, i.e., in actual reality
On Modelling Rules and Regulations
• Usually rules (as well as regulations) are expressed in terms ofdomain
⋆ entities, including those grouped into “the state”,
⋆ functions,
⋆ events, and
⋆ behaviours.
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Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 4 Lecture: 7. Slide: 371 of 1334
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[ Domain Modelling, Rules and Regulations, On Modelling Rules and Regulations ]
• Thus the full spectrum of modelling techniques and notations may be needed.
• Since rules usually express properties one often uses some combination of
⋆ axioms and
⋆ well-formedness predicates.
• Properties sometimes include temporality and hence
⋆ temporal notations (like Duration Calculus or Temporal Logic of Actions )
are used.
• And since regulations usually express state (restoration) changes one often uses
⋆ state changing notations (such as found in B, RSL, VDM-SL, and Z).
• In some cases it may be relevant to model using some constraint satisfactionnotation or some Fuzzy Logic notations.
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SOFTWARE ENGINEERING: The Essentials Nov. 2008 Lectures: TU Graz
Chap. 2, Sect. 9, Subsect. 6, Subsubsect. 4 Lecture: 7. Slide: 372 of 1334
c© Dines Bjørner, 2008Fredsvej 11DK-2840 HolteDenmark October 31, 2008, 15:20
Phone: +45 4542 2141, E-mail: [email protected], URL: www.imm.dtu.dk/˜db
End of Lecture 7