OMG VDML 1.1：企业价值交付的标准化分析设计语言

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OMG Value Delivery Modeling Language (VDML) V1.1 是一种专为分析和设计企业运营提供标准建模语言的工具，特别强调创造和交换价值的过程。VDML的目标用户主要是商业人士，包括执行官、业务架构师、分析师和管理者，旨在帮助他们将战略、商业模式与企业的日常活动、角色和能力紧密结合。该语言通过抽象层面向业务决策者，同时为业务分析师提供足够的细节，以便将高层理念转化为具体的实施蓝图。 VDML的1.1版本在2018年10月发布，其官方参考文档位于 OMG 的官方网站 <https://www.omg.org/spec/VDML/>。机器可读文件可以在 <https://www.omg.org/spec/VDML/20180201/vdml.xmi> 找到。该规范由 Agile Enterprise Design、Cordys Corporation B.V.、CSC 和 Object Management Group 共同制定，并受到版权保护。使用该规范时，应遵守 OMG 设定的条款、条件和通知，且明确指出这不构成对任何公司产品实施部分规范的承诺，所有内容均可能随时更新。 VDML的核心功能在于它允许设计者创建一个统一的框架来描述企业的价值创造流程，包括识别关键的价值驱动因素、业务流程、角色职责以及所需的技术和能力。它不仅有助于企业战略规划，还能作为信息系统分析师和设计师设计支持系统的基础，确保这些系统与企业的核心价值主张相一致。在使用过程中，用户可以根据VDML模型进行深入分析，如识别价值流中的瓶颈、优化资源分配、评估风险和机会，以及监控业务性能。同时，它还支持跨部门协作，促进不同层级的沟通，确保企业在变化快速的商业环境中能够灵活应对并持续创新。总结来说，OMG VDML V1.1 是一种强大的业务建模语言工具，它提供了一套标准化的方法论和语言结构，帮助企业有效地管理和提升价值交付能力。通过应用这个语言，组织可以更好地理解和管理复杂的业务过程，推动数字化转型和战略落地。

Value Delivery Modeling Language, v1.1 2

• Helps to more effectively identify, build, change and deploy shared

capabilities across multiple collaborations, business units, and

activities.

Given these challenges, VDML is designed to bring together the organization or network structure with the

creation and exchange of value and defines the capabilities that produce value. In particular, the VDML

metamodel has been developed to support value chain, value stream and capability analysis, and has been

refined to support Value Network Analysis (VNA), e

value modeling, REA (Resource Event Agent) analysis

and an owner/investor business model. Further, it is designed to support modeling of the human collaborations

and role-based interactions both within organizations and within networks that are required to support value

delivery. VDML can demonstrate the management of resources, assignment of people and roles, exchanges with

business partners and performance measures that help identify problems and opportunities to improve the

business.

Central to VDML is the concept of value. Value is a measurable factor of benefit delivered to a recipient in

association with a deliverable. Examples of value include the fitness of a product for a purpose, a measure of

product reliability, a probability of production defects, a commitment to future delivery of another deliverable, a

measure of product or brand prestige, information that provides a business advantage, or any other feature or

benefit that would affect the desirability of a product, service or economic exchange. VDML is designed to

support the optimization of stakeholder value for both internal and external facing business activities. VDML

supports value measurement from both operational and recipient satisfaction perspectives. It supports modeling

and analysis of both tangible and intangible business value and is compatible with resource management

frameworks utilizing intangible assets as well as traditional financial assets and resources.

Also central to VDML is the ability to model collaborative business relationships and role based business

networks. At the level of business partner interactions, VDML can represent the net exchange of value between

business entities (e.g., companies, agencies or consumers) or go into the detail of transactional exchanges for

achieving exchange agreements and managing the exchange of economic resources. These value exchange

models can support analysis of the overall effect of exchanges between multiple enterprises that enable each of

the participants to realize a perceived net gain to sustain the relationship. Such analyses also can be important

for understanding the costs, risks, and delays of these transactions and the viability of the business model.

For analysis of business operations, VDML supports a perspective of value-driven business design by focusing

on the activities and flow of deliverables that produce products or services and the delivery of tangible and

intangible values. The delivery of value can focus on end customers and external stakeholders as well as value

delivered to internal customers or the enterprise entity.

VDML can provide a framework and generate requirements for the design of business processes, but it provides

a view that is different from BPMN and other process modeling tools by focusing on the consumption and

production of deliverables and the statistical performance and contributions of value by activities including cost,

quality and duration. As such it provides a vital link between business strategy and enterprise value models and

business processes. However, VDML avoids the detail of the operational control aspects of business processes.

The focus is on delivery of value and the means to that end.

VDML scales from key operational activities to full industry level business models and large scale business

networks. It is appropriate for commercial and non-commercial endeavors as well as government agencies. A

VDML model can extend from product concept to full commercialization, delivery and customer support. It can

support the capture of measurements to assess the impact of performance of specific activities on the values of

end products or services. It aligns these concepts with business capabilities that can be managed, shared and

optimized from an enterprise perspective, and it links all of these with the responsible people, collaborations,

and organizations that manage and perform these capabilities.

The measurements of a VDML model represent statistical figures for delivery of a product or service, for a

market segment, a product line, a product mix or a line of business or other operational variations. Where a line

Value Delivery Modeling Language, v1.1 3

of business involves similar but different product configurations, the measurements can represent a particular

product mix. Different scenarios may be used to analyze different products or product mixes that, for the most

part, use the same capabilities.

More detailed analysis that reflects variability of products and operating circumstances would require

simulation. VDML does not directly support simulation, but a VDML model can capture the fundamental data

needed to support simulation such as System Dynamics, Monte Carlo Simulation and Discrete Event

Simulation. Changes to a VDML model would then be directly incorporated into the simulation and results can

be incorporated to update or create a VDML scenario. While these simulation techniques are outside the scope

of VDML, it is expected that some implementers may want to include such capabilities with their products. The

design of the VDML metamodel is intended to be compatible with extensions to include simulation.

This specification includes a limited, normative, graphical notation. It is expected that notation will evolve as

users identify new ways to view their robust models. Implementations may implement non-normative views

that are familiar to users of existing techniques. It is expected that the graphical displays will be complemented

by tabular displays, some of which are suggested by the use cases.

This specification does not define the various measurements applicable to performance and value delivery

analysis. It is expected that these will be domain/industry-dependent and that industry or professional groups

will establish shared libraries to be imported as a basis for models in that industry. This specification

incorporates the SMM (Structured Metrics Metamodel) specification to represent the measure libraries and the

measurable properties of model elements.

The scope of a particular VDML model (a model created using VDML) will depend very much on the purpose

of the model. The expectation is that a VDML model can be applied to address specific problems, but then can

be maintained and grown to provide a sustainable, integrated abstraction of the operation of the enterprise so

that little need be added to the model to address problems and opportunities that are encountered in the future.

2 Conformance

2.1 Full VDML Conformance

A conformant implementation supports the normative graphical notation and imports and exports models that

conform to the VDML metamodel (Sub-clause 7.2) and the SMM (Structured Metrics Metamodel).

2.2 VDML Metamodel Conformance

A product can claim “VDML Metamodel Conformance” if it can import and export XMI that is consistent with

the VDML metamodel (Sub-clause 7.2) and the SMM (Structured Metrics Metamodel) but does not conform to

the VDML notation Clause 8). This is a subset of Full VDML Conformance (Sub-clause 2.1).

2.3 VDML Collaboration Modeling Conformance

This subset of the VDML metamodel can be implemented for modeling organizational structures and

relationships. A VDML Collaboration Modeling implementation conforms if it can import and export XMI that

is consistent with the SMM (structured Metrics Metamodel) and with VDML Metamodel Conformance (Sub-

clause 2.2) but implements only the following classes:

• ValueDeliveryModel (7.2.3.1.1)

• VdmlElement (7.2.4.1.1)

• MeasurableElement (7.2.4.1.4)

Value Delivery Modeling Language, v1.1 5

3 References

3.1 Normative References

BMM, Business Motivation Model, version 1.1, May 2010, OMG Document Number: ptc/2010-05-01,

http://www.omg.org/spec/BMM/1.1

BPMN, Business Process Model and Notation, version 2.0, June 2010, OMG Document Number: dtc/2010-06-

05, http://www.omg.org/spec/BPMN/2.0

CMMN, Case Management Model and Notation, version 1.0, May 2014, OMG Document Number:

formal/2014-05-05, http://www.omg.org/spec/CMMN/1.0/

MOF, Meta Object Facility, version 2.4.1, June 2013, OMG Document Number: formal/2013-06-01,

http://www.omg.org/spec/MOF/2.4.1

SMM, Structured Metrics Metamodel, version 1.2, November 2017, OMG Document Number: ptc/17-11-02,

http://www.omg.org/spec/SMM/1.2

SoaML, SOA Modeling Language, version 1.0, Release Date: March 2012,

http://www.omg.org/spec/SoaML/1.0/

UML, Unified Modeling Language, version 2.4.1, June 2013, OMG Document Number: formal/2011-08-06,

http://www.omg.org/spec/UML/2.4.1

3.2 Non-Normative References

Allee, V., The Future of Knowledge: Increasing Prosperity through Value Networks, Butterworth-Heinemann

2003.

Allee, V., Value Network Analysis and Value Conversion of Tangible and Intangible Assets, Journal of

Intellectual Capital, Volume 9, issue 1, pp 5-24, January 2008,

http://www.vernaallee.com/images/VAA-

VNAandValueConversionJIT.pdf .

Allee, V., Value Networks and the True Nature of Collaboration, ValueNet Works, 2011,

http://www.valuenetworksandcollaboration.com

Ballantyne, D., Varey, R.J., Frow, P. and Payne, A., Service-dominant logic and value propositions: Re-

examining our mental models, Otago Forum 2, Paper no: 5, 2008,

http://www.business.otago.ac.nz/marketing/events/OtagoForum/Final%20forum%20papers/Otago%20Forum%

20Paper%205_Ballantyne.pdf .

BPMM, Business Process Maturity Model, version 1.0, Object Management Group, Release Date: June 2008,

http://www.omg.org/spec/BPMM/1.0/PDF/

Brodie, L. and Gilb, T., Values for Value, AgileRecord, October 2010, http://www.gilb.com/dl448 .

Cummins, Fred A., Building the Agile Enterprise with SOA, BPM and MBM, Morgan Kaufman, 2009.

Cummins, Fred A., Building the Agile Enterpise (blog) includes several posts on VDML, 2011-2013.

Cummins, Fred A., and Henk de Man, VDML support for the Business Architecture Guild BizArch Viewpoint,

OMG document number bmi/2013-11-02, November, 2013, http://www.omg.org/cgi-bin/doc?bmi/2013-11-02

Cummins, Fred A., and Henk de Man, Analysis of the Relationships between VDML and BPMN, OMG

document number bmi/2013-11-01, November, 2013, http://www.omg.org/cgi-bin/doc?bmi/2013-11-01

Value Delivery Modeling Language, v1.1 6

Gane, C. and Sarson, T, Structured Systems Analysis: Tools and Techniques, Prentice-Hall Software Series,

Prentice-Hall, Englewood Cliffs, New Jersey, 1979.

Geerts, G. L. and W. E. McCarthy, An Ontological Analysis of the Primitives of the Extended REA Enterprise

Information Architecture. The International Journal of Accounting Information Systems, March 2002.

Gilb, T., Value Delivery in Systems Engineering, October 2007, Published and used by INCOSE with

permission, http://www.gilb.com/dl137

Gilb, T. and Gilb, K., Done should mean value delivered to Stakeholders, AgileRecord, October 2011,

http://www.gilb.com/dl484

GoldSim, Summary of Major New Features and Changes, version 10.1, GoldSim Technology Group, February

2010, http://www.goldsim.com/downloads/Documents/Version101Summary.pdf

GoldSim, Probabilistic Simulation Environment, User's Guide, version 10.5, GoldSim Technology Group,

December 2010, http://www.goldsim.com/downloads/Documents/Version101Summary.pdf

Gordijn, J. and Akkermans, H., Value based requirements engineering: Exploring innovative e-commerce ideas.

In Requirements Engineering Journal, Vol. 8(2):114-134, 2003,

http://e3value.few.vu.nl/docs/bibtex/pdf/Gordijn2003e3value.pdf

, or a popular version of it:

http://e3value.few.vu.nl/docs/bibtex/pdf/Gordijn2001e3value.pdf .

Grant, R. M.,The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation.

California Management Review, March 1991.

Harmon, Paul, Business Process Change: A Guide for Business Managers and BPM and Six Sigma

Professionals, Morgan Kaufman, 2007.

Hruby P., Kiehn J. And Scheller C.: Model-Driven Design Using Business Patterns, Springer-Verlag, 2006.

IBM, Component Business Modeling, http://www.haifa.ibm.com/projects/software/cbm/index.html .

ITIL, Service Design, ITIL version 3, August 2011, http://www.best-management-practice.com/Publications-

Library/IT-Service-Management-ITIL/ITIL-2011-Edition/Service-Design/ .

Johnson, M. W., Christensen, C. M., and Kagermann, H., Reinventing Your Business Model, Harvard Business

Review on Business Model Innovation, Harvard Business School Publishing Corporation, 2010.

Jones, D. and Womack, j., Seeing the Whole. Lean Enterprise Institute, March 2003, See an on-line chapter in

http://www.lean.org/Library/Seeing_the_Whole_Part1.pdf

. Online version of Final Draft, Journal of Intellectual

Capital, Volume 9, No. 1, 2008.

Lindgren, P. and Jørgensen,R., M.-S. Li, Y. Taran, K. F. Saghaug, Towards a new generation of business model

innovation model, presented at the 12th International CINet Conference: Practicing innovation in times of

discontinuity, Aarhus, Denmark, 10-13 September 2011

Martin, J., The Great Transition: Using the Seven Disciplines of Enterprise Engineering, AMACOM. New

York,1995.

McCarthy, W. E., The REA accounting model: A generalized framework for accounting systems in a shared

data environment, Accounting Review, July 1987.

McFarland, Daniel A., The Pursuit of Organizational Intelligence, Blackwell Publishers, Oxford, UK, 1999.

Osterwalder, A., The Business Model Ontology- A Proposition in a Design Science Approach, Thesis,

University of Lausanne, 2004, http://www.hec.unil.ch/aosterwa/PhD/Osterwalder_PhD_BM_Ontology.pdf

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