OMG XMI 2.5.1:最新版UML数据模型交换标准

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OMG (Object Management Group) 的 XML Metadata Interchange (XMI) Specification Version 2.5.1 是一个重要的技术标准,它于2015年6月更新,文档编号为formal/2015-06-07。XMI是MDA (Model Driven Architecture) 方法中的关键组件,它的目标是促进跨语言和开发工具之间的数据模型共享,特别是那些基于统一建模语言(UML)的项目。 XMI规范定义了如何将UML模型转换成XML格式,以便在不同的系统和工具之间进行标准化的交换。版本2.5.1提供了一系列机器可消费的规范文件,如XMI.xsd和XMI-model.xmi,这些文件确保了数据模型的结构一致性和互操作性。标准文档的网址为<http://www.omg.org/spec/XMI/2.5.1>,用户可以从这里获取完整的规格和示例。 该规范包含了多个组织的版权声明,包括但不限于88Solutions、Adaptive、Atego、Ceira Technologies、Compuware Corporation、Data Access Technologies、DSTC、Gentleware、Hewlett-Packard、IBM、IONA、MetaMatrix、NASA、NoMagic、Object Management Group、Softeam、Sparx Systems Pty Ltd、Sun、Telelogic AB、Unisys等,这反映了XMI作为业界广泛认可和使用的标准化接口的重要性。 使用本规范,开发者可以方便地将UML模型转换成XMI格式,以便在分析、设计、构建和测试过程中与他人协作,或是与不同工具链集成,从而提高软件开发的效率和一致性。XMI的普及对于支持MDA方法论,推动软件开发的模型驱动实践,以及跨工具间模型复用具有深远的影响。 遵循XMI 2.5.1,开发者需要了解如何正确解析和生成XMI文件,包括模型元素的命名空间、关系表示、以及可能的扩展机制。同时,也要注意遵守版权规定,确保在使用时尊重各组织的知识产权。随着软件工程领域对模型驱动开发的重视,XMI将继续发挥其核心作用,助力软件质量的提升和复杂系统的管理。
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Business Motivation Model V1.3.pdf Fundamental to the Business Motivation Model is the notion of ‘motivation.’ If an enterprise prescribes a certain approach for its business activity, it ought to be able to say ‘why ;’ that is, what result(s) the approach is meant to achieve. Sometimes it is difficult to uncover such motivation, especially in operations that have been going on for some time. All too often it turns out to be “...because we had to find a workaround for a system that didn’t do quite what was needed.” This may describe business work prac tice, information systems, or both. A cornerstone of any work addressing motivation has to be the enterprise’s aspirations (its Vision) and its action plans for how to realize them (its Mission). Refinements were intr oduced; Vision into Goals and Objectives, and Mission into Strategies for approaching Goals, and Tactics for achieving Objectives. The general term End was adopted to refer broadly to any of the ‘aspiration’ concepts (Vision, Goal, Objective) and the term Means to refer generally to any of the ‘action plan’ concepts (Mission, Strategy, Tactic). This conjunction of Ends and Means ‘being’ and ‘doing’ provides the core concepts of the Model 1 . An enterprise, however, cannot operate on this Model alone — the business needs to take into account the numerous Influencers that can hinder or assist its operation. These Influencers provide Oppor tunities that would help the enterprise operate, as well as Threats that would thwart it. Influencers also represent Strengths from within that the enterprise could exploit, or Weaknesses that it should compensate for. But is an Influencer inherently a Strength or Weakness — is it always a Threat or Opportunity? That determination comes from an Assessment of the impact of an Influencer on the st ated Ends and Means — an Assessment such as is developed in SWOT 2 analysis. In this commonly-used technique, Internal In fluencers (assessed to be Strengths and Weaknesses) and External Influencers (assessed to be O pportunities and Threats) are analyzed as a part of business plan development. Once an Assessment has identified relevant Influencers in terms of their impact on Ends and Means, Directives (Business Policies and Business Rules) can be put in place to govern and guide the enterprise Courses of Action. Directives keep the enterprise on course and moving toward its Desired Results. Because of their integr al role in guiding Courses of Action, Directives are included in the set of Means concepts. Business Rules are noteworthy in that regard. Business Rule s sharpen the Business Tactics be cause they make Courses of Action concrete at the operational level. Bu siness Rules can also provide specific remedies when a Course of Action fails, and specific resolutions to conflicts that inevitably arise amon g the Ends. In short, Business Rules provide the leverage needed for building effective, adaptable business solutions and systems.