1. Three Levels of Business Logic
Business Logic can be divided at three levels
• Strategic: In a Strategic Architecture EA decides on High Level Capabilities inside the organization and consider the interoperability concerns (Business Logic) how the end customer will be served utilizing these capabilities; At Strategic level business logic is nothing but Business Model to make profit.
• Segment: At segment level EA considers the individual Business Units inside the organizations and it further considers Business Processes supporting the end capabilities and we can call them Business functions and we devise business rules supporting business processes. Architecture at segment level supports Strategic level capabilities. At segment level (Program and Portfolio Level) business logic supports business functions (Business, Data, Application, Technology).
• Capability: At capability level EA considers actual implementation of capabilities where environment, technology, applications, databases come into picture that is generating a capability to support Segment and Strategic Level. EA considers capability increments based on developed business logic. This comprises of Application capabilities, logical data models, Infrastructure to support Business functions which further support Business Services at Strategic level. At capability level EA considers interoperability concerns for Solution Architectures using business logic.
2. Three Views of Business Logic
Business logic comprises business rules that express business policy (such as channels, location, logistics, prices, and products); and workflows that are the ordered tasks of passing documents or data from one participant (a person or a software system) to another. Business logic, comes in three, partly overlapping views.
- Information. EA looks to see if enough
information is coming in and going out. Very importantly, EA checks to see
if information is in or out of balance and whether there is sufficient for
optimized operation and also what informational investments you have that
will support operation and growth.
Business rule is a rule of a business, company, or corporation. It is a rule that defines
or constrains some aspect of business and always resolves to either true
or false. Business rules are intended to assert business structure or
to control or influence the behavior of the business. Business rules
describe the operations, definitions and constraints that apply to an
organization. Business rules can apply to people, processes,
corporate behavior and computing systems in an organization, and are put
in place to help the organization achieve its goals. Business logic should
* Decision rules: entail responsibility of human agents, architectural footprint.
* Constraints and computation rules: can be fully supported, no architectural footprint.
* Control rules: can be fully supported, architectural footprint.
- Objects. Usually only the information and rules are supported by tools, while the object is the most powerful and flexible view, and can provide models for the business information and business rules.
3. Integration Logic
At segment or capability level of business logic, integration logic tends to be the thorniest, as this is where semantic mismatches between systems come into play. Business logic usually does not come into play at the strategic level at all. The actual business logic is a bit too detailed in nature to be addressed at a strategic level. It starts to come into play at the operational level but the real detailed business logic tends to get captured in solution architecture models.
The main responsibility of enterprise architects is to have a holistic picture of Business Logic of the whole enterprise, mostly not in the level of part of the organization. Without that whole picture, separate parts of the organization will care for their own part and maybe for interfaces and not more. If the logic is clear enough, it can be captured and automated via coding, within process logic, there's data logic, application logic., etc. Integration logic needs to be captured to ensure organization as a whole is superior than sum of pieces.