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TABLE 1.9 System Classi cation by Magee and de Weck (2004) Major Process of Operand Matter Transform or Process Transport or Distribute Store or House Exchange or Trade Control or Regulate Manufacturing Plant Package Delivery Company Dam Internet Auction Company Health Care Company Major Output Energy Power Plant Power Grid System Dam Energy Market Energy Agency Information Computer Chip Telecommunication Network Public Library News Agency Value Mint Banking Network Bank Stock Trading Market Mondtary Regualtor

Page 113: Rick Levine, Christopher Locke, Doc Searls, and David Weinberger, The Cluetrain Manifesto: The End of Business as Usual (New York: Basic Books, 2000).

Detailed architectural discussions and modeling should not be left up to this single simple diagram. A more detailed diagram should be drawn separately for architectural and deployment needs. Also, a simple deployment diagram without proper use of notes and stereotypes will lead to confusion and inadequate architectural modeling.

Yield: 1 qt (1 L)

If packages are shown with a stereotype, then check that the stereotype conforms to the UML notation for stereotypes. If present, check for notes explaining the packages. Check if the packages are more than just subsystems. They can be technical packages, as in the Java programming language. In that case, packages specify a directory structure telling the compiler where to nd the class les. For most of the work in MOPS, this will not be an issue, but it should be kept in mind in naming and dealing with packages. Semantic Checks for the LUCKY Package Diagram

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Remove power discrepancies between 1/3 and 2/3 Walsh cover Adds the two Walsh cover streams into one.

out how the plans worked. Interesting, said Kunkin. If it doesn t con ict with the pension plan, we might be able to do it. Let me think about it. Wanting to be prepared in case he got the thumbs-up, O Connor started calling fund companies to get information. He chose only brand-name companies Merrill Lynch, T. Rowe Price, Vanguard, and Strong because he wanted people to feel as comfortable as possible with the idea. Right away O Connor dropped some brochures from the potential providers on his boss s desk. Every couple of days O Connor would stop by Kunkin s of ce and ask if he d had a chance to look over the materials. I was kind of relentless; I wasn t going to let it drop, O Connor remembers. Finally, Kunkin said they could go ahead. The selection process went smoothly. A committee made up of O Connor, Kunkin, the chief nancial of cer, and the controller reviewed the companies. All were close on costs, but Strong made the best presentation. For an annual $2,000 in administrative fees, plus about $25 per participant, the committee could select six Strong funds.

You already know that a successful sales effort brings signi cant change in how clients do business. Because of that, your ability to guide the client through change is as important to the sale as the quality of your service offer. And you can see why: In the past, too many clients witnessed the erosion of promised value when a seller s implementation approach resulted in delays or, worse, project failures. Clients learned this lesson well. Now, they re not just asking questions about what will change, they also want to know what you will do to minimize the disruption. Today s sellers must in uence not only what must change, but also how that change will come about. That s why your service offer must include a well-organized approach to change, including communication programs, education initiatives, job redesign, and approaches for measuring postimplementation performance. Some sellers claim that an approach to change is the signature feature of their services offers, but history tells another story. The business lore is full of initiatives that failed to meet their objectives because the important issue of leading change wasn t handled with appropriate care. Being a change leader means that you work with the client in an open and honest way to assess every aspect of change and offer practical approaches for guiding the client through the change. The payoff for this behavior is far more valuable than a near-term sale. You earn goodwill and trust, which will lead to winning the second sale and many more.

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