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
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
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
Best in Class
CONDUCT GAP ANALYSIS Evaluate Recommendations MAP TO BE model
High Level :
1. Determine Business Needs
2. Understand Current Business Process
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
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
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
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 ?.........
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 ….
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
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
Business Rules & BPM From Simple to complex Applications …. Business Rules are organised to Support processes… Could be an additional Presentation ?
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
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
BPM Scenario: Modelling IT compliance Control Objectives for Information and related Technology : CObIT
Useful Research & case studies: www.Gartner.Com
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
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
Tools to identify problems and tools to analyse problems Process Model
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)?
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
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 …..
Eventually The organisation will evolve up the CMMI
Australian Business Excellence Framework Source: http://www.saiglobal.com/PROFESSIONALSERVICES/CONSULTING/ BUSINESS%20EXCELLENCE%20SOLUTIONS/ABEF/CONSULTING-BUSINESSEXCELLENCESOLUTIONS-ABEF.HTM
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 !!!
Business Architecture / TOGAF / Programme of Requirements
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