1. Organization modelling
   1. The analysis technique used to describe roles, responsibilities and reporting structures that exist within an enterprise
   2. Organization
      1. An autonomous group of people under the management of a single individual or board, that works towards common goals and objectives
         1. the boundaries of the group (who is in the group)
         2. the formal relationships between members (who reports to whom)
         3. the functional role for each person
         4. the interfaces (interaction and dependencies) between the unit and other units or stakeholders
2. Types of Organizational Models
   1. Functionally-oriented
      1. group staff together based on shared skills or areas of expertise and generally encourage a standardization of work or processes within the organization
      2. beneficial
         1. facilitate cost management
         2. reduce duplication of work
         3. prone to develop communication and cross-functional
   2. Market-oriented
      1. may be intended to serve particular customer groups, geographical areas, projects, or processes rather than grouping employees by common skills or expertise
      2. permit the organization to meet the needs of its customers
      3. are prone to developing inconsistencies in how work is performed
         1. duplicate work in multiple areas
   3. The Matrix Model
      1. separate managers for each functional area and for each product, service, or customer group
         1. is responsible for the performance of a type of work and for identifying opportunities for efficiency in the work
         2. to a market (or product, service, or project) manager, who is responsible for managing the product or service across multiple functional areas
      2. each employee has two managers (who are focused on different goals) and accountability is difficult to maintain
3. Roles
   1. Each role requires a certain set of skills and knowledge, has specific responsibilities, performs certain kinds of work, and has defined relationships with other roles in the organization
4. Interfaces
   1. Each organizational unit has interfaces with other organizational units
   2. may be
      1. in the form of communication with people in other roles
      2. work packages that the organizational unit receives from or delivers to other units
5. Organizational Charts
   1. The fundamental diagram used in organizational modelling
      1. Organizational Unit
         1. people
         2. teams
         3. departments / divisions
         4. may mix organizational units
      2. Roles and People
         1. the roles within an organization and the people assigned to each role
      3. Lines of Reporting
         1. accountability and control between units
         2. A line depicts
      4. A box depicts
6. Influencers
   1. . . . Determining all of the . One method of identifying influencers may be to ask stakeholders, “Who can I ask…” and note the answers.
   2. Organizational charts are the primary tool for beginning organizational modelling
   3. Organizational charts represent the formal structure of the organization
   4. Business analysts also identify informal lines of authority, influence, and communication which may not directly align with the formal organizational chart
   5. influencers is important in planning communication and making provisions for user acceptance
      1. how to identify
         1. may be to ask stakeholders
            1. “Who can I ask…” and note the answers
            2. may be a person everyone goes to for information, direction, and advice
         2. to note who speaks for the group in meetings
         3. RACI