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How many activities are there on a diagram Sometimes it may be necessary to have a complex set of activities all represented on a single diagram This may be necessary to provide one logically cohesive ow on the activity diagram In most cases, though, activity diagrams should not have more than 14 activities on one diagram I am doubling the span of control (seven) number here, because activities depict dependencies rather than a static structural view Furthermore, activity diagrams are at a lower level of granularity than use case diagrams Therefore, it may be aesthetically acceptable to have more activity elements on an activity diagram than, say, use case elements on the use case diagrams Figure 411 contains seven activities, as does Figure 412 If more activity details have to be shown, there is still space on these two diagrams to show them.

Nov 10,2000 Nov15, 2000 Nov 22, 2000 Nov 30, 2000

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The use of decision points, as well as forks and joins, must be considered from the aesthetic viewpoint Are the decision points confusing This becomes important especially when the decision points show the control of ow going back to a previous activity It is not uncommon for more than two decisions to come out of a decision point However, more than four decisions ( ows) coming out of a decision point will become inelegant and confusing Having partitions in an activity diagram is not mandatory However, if partitions are shown, they should be limited to approximately four More than four partitions will reduce the comprehensibility of the diagram If more partitions are needed, an additional activity diagram should be considered How many activity diagrams are associated with a use case Usually just one activity diagram will represent pictorially what is happening in the use case.

For a complex use case depicting a complex ow, two or three activity diagrams may be associated with the use case If more than three activity diagrams are needed to represent what is happening within a use case, one should seriously consider factorizing the use case itself Activity diagrams are not restricted to representing the ow within use cases They could also represent an overall ow within a business process Check to see if there are activity diagrams in MOPS that represent the business context There should not be more than two such context activity diagrams These context activity diagrams are at the highest level of the model, and they represent what happens overall in the system More than two such diagrams, and the purpose of having them at the highest level, representing the business context, will be lost.

p M o d R e f = p p C u r r e n t P r o c e s s I d ->pExeMODREF } else // We were passed a specific // Scan through the process's M O D R E F list, HMODULE to look for.

challenge for partnerships is that partners feel they have a proprietary stake in the firm, which can hamper their ability to be efficient and equitable managers In addition, partners report to, and are appraised by, other partners, which clashes with the underlying concept of equal ownership by peers To overcome these risks requires a conscious effort to incorporate effective checks and balances into the organization model One place to start is to look at some of the good lessons learned from corporations about governance For example, partnerships often have outside boards that can help by playing the role that shareholders would play in a publicly owned company A good outside board can help keep a firm on track, keep it from becoming too insular and provide objective, third-party advice that is in the best interests of the entity.

Check if suf cient notes have been added, and that these notes are all placed in a readable format in the activity diagram Consider our earlier discussion on placing the notes in a partition of their own when describing business activities in MOPS..

It is a good idea to include members of the firm s leadership team on the board Booz Allen has an outside board that includes internal members from across the company The internal leadership team, which meets regularly on operational matters, also has membership on the board The external board helps to keep individuals or small groups from wielding disproportionate power over critical firm decisions, and provides invaluable outside guidance and direction setting In most partnerships, it is also the case that there are differing levels of partner rank For example, Booz Allen has established three levels of partnership: entry level, lead partners, and senior partners Partners progress based on how they perform against a set of pre-defined, agreed-upon partnership characteristics, as well as how much business they develop or facilitate for the firm Senior-level partners have a higher equity stake than junior partners.

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