Your SlideShare is downloading. ×
0
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Slide 1 - ACS (Australian Computer Society) - Membership ...
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Slide 1 - ACS (Australian Computer Society) - Membership ...

520

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
520
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
24
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. BPM 4 BA’s Thor Harris MACS CPP Certified Process Professional CPM Certified Process Manager Six Sigma Black Belt [email_address] Mobile: 0403 945 999
  • 2. What Does A BA Do ? “ To Be” Future State Modelling (an essential step for most projects – but often overlooked) Pragmatism vs. Purism Doing the correct amount of “as is” current scenario modelling is dependant On the organisation process maturity And the project constraints
  • 3. BA Methodology & BPM Setting Objectives Scope Feasibility, Risk Detailed Analysis Develop Solutions Translate to functional, Technical Spec Implementation Testing Documentation Discovery /Elicitation Problem / Issues Gather and Identify Document AS IS Process
    • Compare to
    • Best in Class
    • Competition
    • Vision/Objectives
    CONDUCT GAP ANALYSIS Evaluate Recommendations MAP TO BE model
    • High Level :
    • 1. Determine Business Needs
    • 2. Understand Current Business Process
    • and architecture
    • 3. Develop Business Architecture
    • and Solution Vision
    • Detailed Requirements :
    • 4. Identify Solution Alternatives
    • 5. Define Target Business Process and rules
    • 6. Define Architectural Requirements to enable process
    • 7. Validate Solution Benefits
    • System + Implementation + Training + Testing + Transition
    • 8. Finalise Target Business Process and rules
    • 9. Undertake model functional analysis
    • and Service Orientation
    • 10. Finalise solution architecture requirements
    • and Transition PLAN
  • 4. BPM & Service Orientation UML2 models CAN MAP at a detailed Functional level To business process E.G. Activity, State Sequence, Use Case, State, Component, Class… Process Modelling to elicit requirements Then Verify Then Specify and detail
  • 5. Business Process Architecture
  • 6. Problems BA’s Face
    • Inadequate Stakeholder engagement
    • Handover BA doc’s to IT / Test / Train
    • Missed requirements cost 10 to 200 times more to detect and implement later in a project
    • Approx 60% of “bugs” trace back to inadequate or unclear requirements
    • Large detailed documents difficult to verify and signoff
  • 7. Practical Reality
    • Hold Workshops & include Process Modelling :
      • At all stages in the project to engage key stakeholders (that may change from phase to phase)
      • To elicit and detail requirements
      • To handover and communicate requirements
      • To verify and signoff requirements
    • Workshops:
      • Can be difficult to get several people booked but the results are far more productive than sequential interviews
    • Workshops are “business as usual” for BA’s
      • Facilitation skills to conduct workshops and achieve consensus and signoff is a core BA soft skill
    • How does a BA hold a good workshop ?.........
  • 8. Approach to Process Modelling Top Down Start WIDE & SHALLOW Then Slice NARROW & DEEP Start High Level and then decompose Into detail … That is IF YOU CAN DO TOP DOWN! But Sometimes - dependant on project Constraints and organisational process Maturity it is necessary to start Bottom up Modelling occurs at many levels from the high level organisation(s) Down to low level sub system components and procedures … # use the level Of modelling appropriate for your project ….
  • 9. Process Analysis 101 Inputs Outputs
    • Functions
    • Rules
    • Data + KPI’s
  • 10. Fundamental BA Questions …
    • What products or services do our customers want – what are the customers Moments of truth ?
    • How Do We orchestrate these business processes – who owns them – how are they organised – who monitors them ?
    • What are the detailed end-to-end business processes and business rules that deliver these products / services ?
    • What is the Business Case / improvement underpinning the decision to deliver these services ?
    • What Architecture & information systems enable these business processes ?
    • How do we transition, transform, change to implement these
    • processes ?
  • 11. Levels of Models
  • 12. Zachman ZACHMAN: Types of Models
  • 13. Business Process M&MMM’S
    • BP Mapping - simple diagrams
    • BP Modelling - tools & repositories
    • BP Measurement - KPI’s and metrics
    • BP Management - Ownership/improvement
    • BP Maturity - enterprise transformation & CMMI
    • BPM can mean anything from a simple diagram thru to change management and transformation of an entire organisation ……….
  • 14. Is a Picture a model ?
    • A Picture . . . .
      • Provides information
      • Has no enforceable rigour
    • A Model can be . . . .
      • Analysed
      • Reported on
      • Used to navigate through relationships
      • Used for simulation
      • Trigger workflows
      • Used to drive BPM suites
  • 15. Not Many People Know This !
    • A business process model repository / tool is an accountable IT asset
    • Business Analysis Effort using BPM tools – is NOT an overhead – It will develop an asset that is accountable on the organisations books
    • Using the correct BPM TOOLS and TECHNIQUES will transform the way Business Analysis is viewed and utilised in the organisation
  • 16. BPM Scenario: Business Intelligence & Data Ware House 40% to 50% of BI / DWH projects are failing – usually avoidable by BPM ! Focus on the process and information/measurement for the process leads to agility. Organisation Success is dependant on understanding how information impacts Their processes – without BPM many BI systems fail to achieve ROI
  • 17. Business Rules & BPM From Simple to complex Applications …. Business Rules are organised to Support processes… Could be an additional Presentation ?
  • 18. We are always rediscovering Processes Projects grow More complex, More specialities, More Teams, More Communication, More Handovers, More Governance, More Traceability, More Testing, More Training…. Process is a logical unit of work for decomposing and managing large projects .. With.. large numbers of business rules, large numbers of test cases, large numbers of applications …… into manageable chunks
  • 19. Service Orientation
  • 20. BPM Scenario: SOX compliance …. General Ledger Significant Accounts Business Process (Process Owner) Key Process Controls (Control Owner) Supporting IT System (System Owner) Underpinning IT Controls (IT General Control Owner) 1 2 3 4 5 Security Change Management Facilities Operations Database Annual Report
  • 21. BPM Scenario: Modelling IT compliance Control Objectives for Information and related Technology : CObIT
    • 34 IT Processes
    • 318 Control
    • and Audit Points
  • 22. & lots more real applications
    • Call Centres & IVR
    • Supply Chain Manufacturing & Distribution
    • Counter Services – Govt. Banks. Etc.
    • E-Commerce & website navigation
    • Enterprise Service Bus Design
    • Back office services
    • Customer Focus
    • Process Improvement
  • 23. Useful Research & case studies: www.Gartner.Com
  • 24. Zero Defects TQM Lean Thinking BPM Kaizen EfQM Theory of Constraints BPRe Once You’ve defined Processes you can Measure and Improve them ….. Baldrige Deming Six Sigma DFSS ISO / TL / QS 9000 QMF 8 Omega
  • 25. Tools and Techniques Many Tools and techniques available to model, analyse, measure processes SIX SIGMA / Lean has a collection of hundreds of useful tools that a BA can Leverage…….. Here we just scratch the surface : Checkout: WWW.GOALQPC.COM
  • 26. Tools to identify problems and tools to analyse problems Process Model
  • 27. Evolving Technology & standards
    • BPMN
    • BPEL
    • XPDL
    • BPDM
    • SOA (SOA 2)
    • UML (UML 2)
  • 28. Process Mapping Tools $ to $$$$?
    • ARIS
    • iGrafx
    • DOORS / TAU
    • HOLOCENTRIC
    • VISIO / Powerpoint / Draw / Excel
    • SMARTDRAW
    • And Hundreds more – lots of “free” and “open source” & “trial evaluation” etc..
    Process Execution Tools $$$$$?
    • Web Methods
    • Savvion
    • Tibco
    • BEA
    • ULTIMUS
    • ARIS / IDS Scheer
    • And over 40 more ………
  • 29. BPMS
  • 30. Getting Started with BPM
  • 31. Where Does a BA start ?
    • Requirements Documents and templates should have a section included : as it / to be process
    • Scoping documents should use high level process maps and SIPOC
    • Simple modelling tools to clarify, communicate, verify
    • BA requirements Workshops that include process modelling as a tool
    • ASK Architects and IT about process modelling and Service Orientation
    • ASK the business about process improvement, customer focus opportunities
  • 32. How Does a BA start to use Process models ?
    • Understanding “As-Is”
      • portraying the current processes
    • Detailed Analysis
      • of the tasks, activities, problems and issues
    • Requirements Definition and Analysis
      • determine and assess requirements definition + GAP Analysis
    • Design and Development
      • obtain & verify design data, adjust parameters for optimisation
    • Process Options Comparison
      • evaluate alternatives against selection criteria
    • Testing and Evaluation
      • simulate the business process environment and evaluate test data
    • Operations
      • planning, operations, validation, logistics
    • Communication, Verification, Signoff
      • Publish and circulate models
    • Handovers to IT, Testing, Training, Governance, Project Management
      • Use models to pass on high level understanding
  • 33. Start Modelling at YOUR level
  • 34. Useful Tool: Scope / Context SIPOC(R)
  • 35. Useful Tool: Process Questionnaire
    • Can you name or describe the processes that enable your key services and/or products? (If yes, provide the name)
    • Do you know who owns each of the processes you have identified? (If yes, provide the owner’s name)
    • If yes to question 2, does your process owner take accountability for how well the process is performing?
    • What outputs does the process provide to your customer(s)? Please list them.
    • Do you know who the customer(s) of your process are? Please list them.
    • Do you meet with your customer(s) to review the process outputs? If yes, how often?
    • What inputs does your process require from your suppliers? Please list them.
    • Do you know who the supplier(s) of the inputs to your process are? Please list them.
    • Is your process described in a document?
    • Can you measure how well your process is working? If yes, what are your measures?
    • Do you know if your process is being followed? If yes, what are your measures?
    • Is the process reviewed regularly to ensure it remains accurate? If yes, how often?
    • Are changes to your process managed and communicated to your stakeholders (users of the process, suppliers & customers)?
  • 36. Useful Tool: Detailed BPM /USE CASE …… (Interview, Workshop, Documentation) Notes: Source of truth / references Date / version Author Related Business Rule(s) Post-Condition(s) Pre-Condition(s) Assumption(s) Trigger(s): Extension Points: Exception Paths: Alternative Paths: Basic Course of Events: Actor(s): Summary: Task Activity Sub process Process
  • 37. Other Useful Techniques: www.skymark.com
  • 38. Useful best practices: WWW.isixsigma.com
  • 39. Useful book shop & courses www.GoalQPC.Com
    • N.B. hot tip:-
    • They sell
    • process & six sigma memory jogger “books” on a USB key for $100
  • 40. Example Process Map & Measures
  • 41.  
  • 42. Example Process Model : EPC
  • 43. Example Process Model & Swimlanes
  • 44. Example Swimlanes
  • 45. Publish Pull up work analysis Identify non-std tasks Match master sched Schedule Allocate to team Swim Lanes Chart Scheduler Agree to timing Account Manager Assembly Team Leader Schedule ‘ make’ Activity: Shows HANDOVERS Yes – could use UML diagrams activity / sequence etc to achieve the same ….. At this lower level …..
  • 46. Eventually The organisation will evolve up the CMMI
  • 47. Australian Business Excellence Framework Source: http://www.saiglobal.com/PROFESSIONALSERVICES/CONSULTING/ BUSINESS%20EXCELLENCE%20SOLUTIONS/ABEF/CONSULTING-BUSINESSEXCELLENCESOLUTIONS-ABEF.HTM
  • 48.  
  • 49. Just Start !
  • 50. Transformation / Roles Right process + wrong roles = fail Wrong process + Right roles = fail Wrong Process + Wrong roles = fail Right Process + Right Roles = SUCCESS Prior to BPM there was a 3 out of 4 chance of failure of enterprise transformation and restructure……… When Process is improved – Roles and Responsibilities need to change !!!
  • 51. Transformation, Transition, Change Management
    • KPI’s established
    • Roles Redefined
    • Teams restructured
    • Process Modelled
    • Strategic Realignment
    • Service Orientation
    • Enterprise Architecture
    • Process
    • automation
    • Business Rules
    • Workflow
    • Process
    • quality
    • frameworks
    • ITIL
    • CMMI
    • ISO
    • Process
    • Improvement
    • Business
    • Strategy
    • Six Sigma
    • Lean Manufacturing
    • Process TOOLS
    • Process Repository
    Business Process Management
    • Process captured
    • Process measured
    • Process is managed
  • 52. Customer Focus & BPM & SOA XXA XXB XXC XXE XXF
  • 53. Business Architecture / TOGAF / Programme of Requirements
  • 54. Business Architecture + Business Process Modelling + Business Analysis Business Process System/Application Data Technical Infrastructure High Level Detailed Level Current Model Target Model Transition Model 1 Transition Model 2 Transition Model 3 Transition Model ..n
  • 55. DADVICCI, 8OMEGA, BPMG, BENNU, CEMM
  • 56. Know where a BA fits in !
  • 57. Summary
    • We’ve looked at levels of models
    • We’ve Looked at the big picture : Enterprise architecture, Business Architecture, Process improvement, CMMI, Service Orientation and Process Applications …
    • We’ve focused on BA methodology + use
    • We’ve Addressed BA problems with real solutions
    • We’ve Reviewed some of the technology & tools
    • We’ve given examples of practical tools to get started
    • We’ve listed References to other technique sites
    • We’ve Looked at some process maps / models
  • 58. Interactive Discussion
    • I have a number of BPM books to give away to anyone with good questions or who is willing to share some of their BPM experience ……..
    • Any Questions or experiences to share ?
  • 59. Questions
    • What facilitation skills are required ?
    • How Do I get BPM training ?
    • How do I write business rules ?
    • What modelling styles are there ?
    • What change management and transformation skills do I need ?
    • How do I conduct stakeholder analysis ?
    • How do I SELL and introduce BPM ?
    • What Methodologies are there ?
    • How do I measure and introduce KPI’s ?
    • How many of these techniques do I need ?
    • What are the motivations for change ?
    • How do I overcome resistance to change ?
    • What templates and generic plans are there ?
    • How do I evaluate and select a Tool ?
  • 60. BPM 4 BA’s Thor Harris MACS CPP Certified Process Professional CPM Certified Process Manager Six Sigma Black Belt [email_address] Mobile: 0403 945 999

×