Business Process Alignment
Group-3 Ltd
By
Djadja Sardjana

Elements of Group-3
Architecture
Models, diagrams, charts, narratives,
cross references, blueprints,…
Of:
A “Business” (an enterprise)
along with
the data and information the “business” needs
along with
the manual processes and automated applications, to
support the “business” and manage its data
along with
deployment in a “technology” platform
taken into consideration
security, access protections & privacy

Use simple classification
What How Where Who When Why
From six different perspectives:
Planner (Contextual)
Owner (Owner)
Designer (Logical)
Builder (Physical)
Sub-Contractor (Out-of-Context)
The functioning Enterprise itself

Zachman Framework

Background Strategy
Architecture
Assessment
Checklist &
Guidebook
Programs & Services, Information
Modeling Handbook,
Adaptive Infrastructure
Centre of Excellence
Project
EIA Project
Phase 2
Enterprise I&IT
Architecture (EIA)
Project Phase 1
I&IT
Strategy

Architecture Governance
Company Board of
Stakeholder
Proposed E-
Government Council
(ESD Planning)
I & IT Executive Leadership
Council Cluster CIO
Cluster Architecture
Architecture Review Review Board
Board
IT Standards Cluster Architecture
Architecture Core Council Core Team
Team
Cluster Domain
Domain Architecture Architecture Teams
Team Leads
Information
Technology
Application
Corporate Architecture
Business
& Infrastructure
Security
Cluster Projects
Projects (Change Initiatives)

Challenges
Involve the right parties
Consistency of usage (what level to target)
Ongoing need to demonstrate value
When you can not mandate a single customization of
one systems development methodology, how do you
ensure that you get what you need?
How do we pull together an effective architecture
review?
How do we establish enterprise architecture
methodologies that apply well across companies?
How do we get both business line owners and
systems developers to understand and be involved in
architecture?

Performance Management
Business Performance is measured by:
Market – Demand, Innovation
Customers – Quality, Value, Responsiveness
Shareholders – Financial Results
Suppliers
Alignment
Alignment
Challenge
Challenge
Employees
Communities
Operations Performance measures can provide
a quantitative view into Enterprise’s
execution capability and agility.

Performance Excellence
Creating & Balancing Value for Stakeholders
Who
Customers Shareholders Suppliers Employees Communities
Increase
Revenue
What
Big Ys Growth Customer Loyalty Organizational Intangibles Cash Operating Earnings
Reduce
Costs
Doing the Doing the Right
Right Things Things Right
Planning Execution
A Vision Strategic Planning Process Key Acceleration
L Overall Strategic Planning Process
Change Teams (ACT)
I Strategy Global Marketing & Sales Group (GMSG) incl. Regions,Sector Strategy,Corporate Strategy
Planning Horizon
Month 4 Month 5 Month 6 Month 7
G Customer & Market
Analysis
Competitor
Analysis
Macro/Environmental
Risk Analysis
Short Term: 1 Year
Long Term: 3 Years PERFORMANCE LEADERSHIP
N
Launch Mtg Mid-course Mtg Commitment Mtg
Reviews Develop Teams Share Best Practices Make Decisions
Evaluate
Why We're H ere Reflections Reflections Reflections Opening/GRPI Reflections Reflections Opening/GRPI Rules of Project 6
Strategy of
Scorecards
Engagement
Reassess CEO Office G oals & Roles TPOV: T POV: Values Project Team Time Emo tional Business Performance Business Update Team Feedback
Senior Management
Record (4X / Year)
Rules of
Framework/Ideas
Benchmarking Spo nsor Meeting
Journeyline Framework Feedback
Opportunities &
Project 3
Sponsor Feedback
Strategy of E ngagement Fishbowl
T ransformational Team Feedback
TPOV: Best Time Team Contracts Concerns Project 4
Report-out by
Record Refine & Leadership Co nsolidate Leadership Project Linkages
Practices Management/
Perfect Diary
Spo nsor Feedback Rules o f Project 5 Senior Team
Journeylines Fishbowl Ideas Prepare for Preparatio n Engagement
Implement 360-Degree Project O bjectives
Project Planning
T POV:E3
Teaching
Assignments
Performance Project Updates
Spo nsor Feedback Project 1
Key Messages
Recognition
Feedback
Strategy Sector Staff
Feedback
Project T eam Time
Communication TPOV Team-o n-Team
Team Time to
Integrate Feedback
Workshop 3 Process Check
O
T eambuilding Plan Overview Project 2
Leader Dialog Consulting
Social Time
(5-6 X / Year) Project
Leadership Team Time
Team Time
Communicate Assignments:
* Scope Commitments Stakeholder
Executive Dialo g
& Implement Link Long * Deliverables
* Mission/Go als
Management
Prepare for Pro ject
Range/Annual Regions & Functional Update
B
Plans Groups
(4X / Year)
Digital Projects
How
Technology Supplier/Partner Other Functional Team #1
$$
J
(8 leaders)
Analysis Analysis Analysis
Team #2
Enhancement to (8 leaders) $$
Global Technology Supply Chain Operations Human Resources, IT
Cockpit
Development Group (GTDG) Group (SCOG) Finance, Legal, OBE* our response Team #3
Scorecards
$$
E
(8 leaders)
•Office of Business Excellence
Team #4
Page 6 (8 leaders)
$$
MOTOROLA CONFIDENTIAL PROPRIETARY
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other
product or servi ce names are the property of their respective owners. © Motorola, Inc. 2001.
Team #5 Cascade & Cascade & $$
(8 leaders)
C
Interim Mtg Interim Mtg
Team #6 (Alignment) (Alignment)
(8 leaders)
$$
The 2002 Scorecard $$$$
February 21, 2002 - Version 3.0 Final CGISS
T Communicate Vision
STRATEGIC DIRECTION
The 2002 Scorecard
Build on CGISS’ global strength as a
leading integrator of private radio 2002 FINANCIAL 3.0
Current-Year Initiatives
Final
PERFORMANCE MEASUREMENT
Business Processes
LEADERSHIP
Business Results
FINANCIAL
CGISS
Digital Cockpit Tracking
February 21, - Version
I
1) Win 2x share versus our closest • Leadership Supply: turn the Leadership Shareholder Value Creation through:
systems to become the trusted
integrator of complex communication STRATEGIC DIRECTION PERFORMANCE MEASUREMENT
competitor of the major digital Supply process into a competitive
• Achieve quarterly and annual financial
advantage H
& information Vision for public
solutions opportunitiesCurrent-Year Initiatives
worldwide A,B,C,E,F,H,I Business Processes for the sector Business Results
plans
sector & business The 2002 Scorecard
Buildcritical enterprise strength as a
on CGISS’ global
FINANCIAL STRATEGIC PLANNING LEADERSHIP • Sales A,1,2,3,4,5 FINANCIAL
customers leading integrator of private radio 2002 -/ Version 3.0
February CUSTOMER MARKET versus our•closest
21, Final CGISS
Staff Off Sites
Organizational specific Supply: turn the Leadership Profits A,1,2,3,4,5 Value Creation through:
• Leadership
V
systems to become the trustedMeet 1) Win 2x share • Shareholder
Strategic Objectives communicationour customer and programmajor digital
integrator of complex
2) STRATEGIC DIRECTION
competitor of the Supply process into a competitive PERFORMANCEA,1,2,3,4,5 and annual financial
MEASUREMENT
• Achieve quarterly
• Free cash flow
Personal
FINANCIAL commitments A,B,C,F,H,I CUSTOMER & MARKET FOCUS
advantage H
& information Vision for public
solutions opportunitiesCurrent-Year Initiatives
worldwide A,B,C,E,F,H,I Business ProcessesA,1,2,3,4,5the sector Business Results
• RONA plans for
A) Average 15%+ annual sales growth,
sector & business critical enterprise strength as a
Build on CGISS’ global
FINANCIAL
• Establish a global safety and security LEADERSHIP
STRATEGIC PLANNING FINANCIAL
achieve / sustain 14%+leading integrator of private radio
customers
PBT and BUSINESSES CUSTOMER / MARKET solutions capability B,E,F,1,3,4,5 specific CUSTOMER • Sales A,1,2,3,4,5
/ MARKET
30% RONA systems to become the Systems - Develop and 2x share versus our•closest of TETRA systemSupply: turn the Leadership Profits A,1,2,3,4,5 Value Creation through:
1) Win Organizational• Leadership • Shareholder
E
3) Radio trustedMeet our customer and programmajority share
2) • Win a
Strategic Objectives
B) Profitably grow our International % of complex communication growthcompetitor of the major digital
integrator implement profitable awards A,F,1,2,3
Supply process •into a competitive
Market share B,C,D,E,F,1,2,3,4
• Free cash flow A,1,2,3,4,5 and annual financial
• Achieve quarterly
FINANCIAL by ’04
of total sales significantly information solutions for public commitments A,B,C,F,H,I advantage H
CUSTOMER & MARKET FOCUS
& strategies through expansion of opportunities worldwide A,B,C,E,F,H,I
• Strengthen and execute on plans to • RONA A,1,2,3,4,5the sector
plans for
Commitment
A) Average 15%+ annual sales growth,
CUSTOMER / MARKET sector & businessour portfolio & capabilities –
critical enterprise enhance competencies a global safety and security
• Establish in selling ISD STRATEGIC PLANNING BUSINESS SPECIFIC
C) Achieve global achieve / customers
sustain 14%+ PBT and
leadership in
developedBUSINESSES CUSTOMER • Sales A,1,2,3,4,5
/ MARKET regions capability B,E,F,1,3,4,5 specific customer satisfaction C,1,2,3,4MARKET
CUSTOMERsolutions in allsolutionsA,F,1,2,3
internally or by /
Month 1 Month 2 Month 3 Customer loyalty RONA
30% • Organizational • Improve • Profits A,1,2,3,4,5
Strategicacquisition3) Radio Systems - Develop and and programmajority share of TETRA system A,1,2,3,4,5 share B,C,D,E,F,1,2,3,4 cash flow A,1,2,3,4,5
S
2) Meet our customer • Win a
D) Ensure spectrum exists grow our International %
B) Profitably worldwide to Objectives A,B,C,D,F,H,I
implement profitable growthA,B,C,F,H,I awards / ANALYSIS • Releases • Market • Free
FINANCIAL commitments INFORMATION A,F,1,2,3 CUSTOMER & MARKET FOCUS
meet customer demands & significantly by ’04
of total sales fuel
strategies through expansion of • Flawlessly execute manufacturing strategy A,1,2,3,4,5
SENIOR TEAM ALIGNMENT PROCESS growth CUSTOMER / MARKET 4) CT / IT Solutions (ISD) - & capabilities –
A) Average 15%+ annual sales growth, • Organizational specific and executeaon plans to and security
• Strengthen • RONA
our portfolio enhance competencies inglobal safetycustomer or program impact A,2,3,4
• Establish selling ISD with no BUSINESS SPECIFIC
BUSINESSES Achieve global achieve / sustain 14%+ winning solutions
C) leadership in Execute a PBT and
developedBUSINESSES
internally or by solutions capability B,E,F,1,3,4,5
solutions in all regions A,F,1,2,3 • Meet key engineering programs C,1,2,3,4,5
CUSTOMER / MARKET
Customer loyalty RONA strategy with a common 3) Radio Systems - Develop and
30% • Improve customer satisfaction C,1,2,3,4
E) Expand offerings in the convergence HUMAN RESOURCES a majority share of TETRA system • Market share B,C,D,E,F,1,2,3,4
• Win
/
acquisition A,B,C,D,F,H,I
of the CTD) Ensure spectrum to: growarchitecture and successful implement profitable growth INFORMATION A,F,1,2,3 • Improve customer delivered quality
/ IT solutions B) Profitably worldwide to
space exists our International %
• Organizational specific awards / ANALYSIS • Releases A,1,2,3,4,5
Diagnostic Meeting 1 Meeting 2 Meeting 3 meet customer
- Achieve a major portion of sectorofdemands &deployment worldwide A,B,C,E,H,I
total sales significantly by ’04
fuel strategies through expansion of • Flawlessly execute manufacturing strategy
4) CT / IT Solutions (ISD) - • Organizational specific and execute on plans to
• Strengthen C,E,F,2,3,4,5
Interviews Build the Team Gain Alignment Prepare for PL revenue from growth CUSTOMER / MARKET
solutions by ’03 our portfolio & capabilities – BUSINESS SPECIFIC
Execute a winning solutions PROCESS MANAGEMENT competencies in selling ISD customer or program impact A,2,3,4
enhance with no
- Expand market share worldwide inglobal leadership in
BUSINESSES Achieve TECHNOLOGY
C)
strategy with a common internally or by
developed solutions in all regions A,F,1,2,3 • Meet key engineering programs C,1,2,3,4,5
• Improve customer satisfaction C,1,2,3,4
ICC & mobile applications Customer5) Drive the advanced technologies
loyalty
Performance
Why We're Here Reflections Opening/GRPI E) Expand offerings in the convergence acquisition The Big 9 Initiatives A HUMAN RESOURCES
• A,B,C,D,F,H,I
G
Opening/GRPI Reflections
Rules of Managing Change Review Feedback LEA Finalize Business - Apply public safety solutionsolutions space to: to support our growth successful
of the CTD) Ensure spectrum exists worldwide to
/ IT skills
required
architecture and
• Organizational specific
• Improve engineering productivity INFORMATION / ANALYSIS
E,F,2,3,4,5
• Releases A,1,2,3,4,5
• Improve customer delivered quality
Engagement from Interim Mtgs Framework to enterprise - Achieve a major portion of strategies in&deployment worldwide A,B,C,E,H,I (ISD) -
markets worldwide customer demands collaboration with / IT Solutions
meet sector fuel
4) CT • Organizational specific C,E,F,2,3,4,5 • Flawlessly execute manufacturing strategy
Building a
Revise:
Teambuilding
F) Differentiate system offeringsgrowth by ’03
revenue from solutions
in with no customer or program impact A,2,3,4
Leadership
Journeylines
Business
Framework * Case for Change Critical Issues Revise Project
Scoping
BUSINESSES Motorola Labs (HSD, Security,
order to maintain 3X relative share worldwide in TECHNOLOGY
- Expand market
INNOVATION
Execute a winning solutions PROCESS MANAGEMENT
WLAN,etc) A,C,D,F,G,H,I strategy with a common specific
• Organizational • Meet key engineering programs C,1,2,3,4,5
* Business Project Selection Documents of APCO E) Expand offerings in the convergence advanced technologies
market share ICC & mobile TETRA
and applications 5) Drive the • The Big 9 Initiatives A HUMAN RESOURCES
O
architecture and successful
Reviews
360-Degree Critical Issues • Improve customer delivered quality
Feedback
Framework
Select Participants G) Launch one new business eachthe solutionsolutions space to: to support our growth
- Apply public safety CT / IT skills
of
required • Organizational specific
• Improve engineering productivity E,F,2,3,4,5
Operationalizing * Values to enterprise - in 5
Achieve a major portion of sector
year with a potential of $1Bmarkets worldwide deployment worldwide A,B,C,E,H,I
strategies in collaboration with ASSESSMENTS C,E,F,2,3,4,5
GRPI the Values Form Project
years F) Differentiate system offerings solutions by ’03
revenue from in
Teambuilding Energy & Edge Teams Motorola Labs (HSD, Security, Performance Excellence PROCESS MANAGEMENT
• Extend INNOVATION
H) Institutionalize a highto maintain 3X relative share worldwide in TECHNOLOGY
order performance market
- Expand leadership (all) Organizational specific
WLAN,etc) A,C,D,F,G,H,I •
Case for Change Interim Assignment culture which market share ICC & mobile TETRA
optimizes employee and applications
of APCO 5) Drive the advanced technologies • The Big 9 Initiatives A
A
TPOV G) Launch one new business each solution skills
contributions - Apply public safety required to support our growth • Improve engineering productivity E,F,2,3,4,5
I) Maximize Performance Excellence of $1Bmarkets worldwide
to enterprise in 5
year with a potential strategies in collaboration with ASSESSMENTS
years F) Differentiate system offerings in
Motorola Labs (HSD, Security, Performance Excellence
• Extend INNOVATION
CGISSH) Institutionalize a hightoshare of APCO and TETRA WLAN,etc) A,C,D,F,G,H,I leadership (all) Organizational specific
GMSG order performance relative SCOG
maintain 3X
GTDG •
culture which market employee
optimizes
L
TPOV G) Launch one new business each
contributions
360-Degree I) Maximize Performance Excellence of $1B in 5
year with a potential ASSESSMENTS
years • Extend Performance Excellence
Reward &
Feedback
Case for Change CGISSH) Institutionalize a high performance
GMSG GTDG SCOG leadership (all)
culture which optimizes employee
Values
S
contributions
Strategic Business I) Maximize Performance Excellence
Framework
CGISS GMSG GTDG SCOG
Recognition Senior Leader
Coaching Interim Meeting Organizational
Alignment Meeting
Clear Ownership Performance Management

Business Direction Model
BSC BSC
Strategic Direction Performance
Measurement
Strategic Objectives
Current-Year Initiatives Business Processes
Business Results

Business View Meta-Model
Market Model Enterprise Directions
possesses pertains to
Model
Need Business
Market Environment
Relationship Model Mission Vision Goal
Segment
Brand Stakeholder
exists addresses Strategic
applies Policy
in targets to Driver
operates
benefits
Market establishes
Region Solution
offers
Resource Model
operates Provider Customer Enterprise
in
receives/
provides contains is Location
receives situated
at
Product Model Product/ manages
Service moves
provides Facility Campus
Market Market through
contains
Region Segment receives/
provides contains
serves
targets Supplier
uses Facility
contains
Channel Work
Equipment
Channel Brand Center
operates
accommodates
offers consumes
sold/serviced
through consists uses
Product/ of Product Worker
Supplies
Service Line Class consumes
© Proact Business Transformation, Inc. 2005

Performance Analysis
Operating Profile
Business Strategy Competitive Analysis
Situation Analysis & Metrics
Strengths & Weaknesses
Strategic Options
Architect and Align
Operational Context Integrated Functional Model
Information Model
Systems
Technologies
Capability Assessment Business & IT Assessment Workshop
At Objective
Below Objective Organization / Functional Capability (processes)
Information Quality (available, managed, accurate)
Prioritization System Performance
Technology Performance
Solution Alternatives
Aligned Capability Roadmaps
• Organization / Process / Information
• System
Roadmaps •Technology

Roadmap Development
Real-
Real-World
Constraints
Vision & Goals Strategies, Thrusts
($$$, time,
and Priorities
technology…)
LEVERAGE LEVERAGE IDENTIFY DEVELOP TARGET
ENTERPRISE REFERENCE & ASSESS ARCHITECTURE
ARCHITECTURE ARCHITECTURE OPPORTUNITIES and Migration
FRAMEWORK (Unconstrained) Strategy
ASSESS Context for
Current BASELINE Design, Acquisition
Situation CAPABILITIES and Deployment
(Only where Programs
needed!)
Opportunity Assessment and Prioritization is performed in context of process, information and systems.
Source: Proact Business Transformation

Benefit Dependency Structure
…Read Right to Left
Tools, “One-off” changes New ways of doing Benefits derived Objectives and
processes, or necessary to adopt work; from new ways of Initiatives from
systems that you new ways of doing doing work; the Balanced
(E.g. managing the
must implement work Scorecard
business to new Benefits Measures
in order to create
(E.g. defining new processes, and Benefits Owners
the enabling
jobs, roles, processes, performing new roles) shall be defined for
changes;
components that will each item.
Stakeholders shall be
Owners shall be be used in the new
defined for each item.
defined for each work);
item. Improve
Owners shall be development
cycle time
defined for each item. Meet
customer
expectation
s and
Estimate based on commitment
data s for quality
Create repository of C1
estimation data Increase project
SLIM estimation
estimatio accuracy
n tool Define process for Populate, maintain,
populating, and audit estimation
maintaining, and data repository
auditing estimation
data repository
Business Investment
Enablers Enabling Changes Business Changes Benefits/Results Objectives
Source: Cranfield School of Management, 1997

Service Function
Reference Architecture
1
Major Functions Strategic Business
Planning & Mgmt
2
Marketing &
Product
Management
3 4
Supply Chain Sales & Customer
Management Care
5
Enterprise Support
& Resource Mgmt
Source: Proact Business Transformation, Inc; Manufacturing Reference Model
(This and subsequent models used with permission)

Functional Hierarchy
3
Supply
Chain
Management
3.2
3.1 3.4 3.5 3.7
Purchasing 3.3 3.6
Supply Chain Production Inbound/ Materials
Exec & Demand Production &
Planning & Execution & Outbound Handling &
Material Req Planning Configuration
Collaboration Support Logistics Warehousing
Planning
3.1.1 3.2.1 3.4.1 3.5.1 3.6.1 3.7.1
Capacity Purchase Production Transportation Fabrication & Receiving &
Planning Order Engineering Scheduling Assembly Put Away
Management
3.1.2
Inventory
Planning
…
…
…
…
…
…
3.4.4 3.5.3 3.6.9
3.1.4 3.2.3 Shop Floor
Equipment Logistics, 3.7.6
Logistics Replenishment Execution &
Design & Customs & Shipping
Planning Control Performance
Selection Clearing
Mgmt

Hierarchy + Service Flow Context
Describes the unique
Functions required to
External
Serve the Enterprise. Service
Provider
(eg Sales, Mfg, R&D)
Hierarchical, Aggregate Business
Contextual View of Service
Function
Major Service
Providers, Service
Consumers & Service
Flows Business
Service
Flow
Unconstrained,
independent of
Organization &
Customer
Process.
Model remains stable
Source: Proact

Basic Function Model
The Basic Function
(lowest level) is
defined by
• Information Usage
• Service Performance
• System of Record
• …other attributes Information Information
Used Created
(Owned)
The Basic Function is
a Receiver and
Services Services
Supplier of Enterprise Received Supplied
Services
4.2.3
Sales Proposal
Operational Management
Scenarios are
built with BSFs

Process Architecture
The Enterprise Architecture Reference Model
provides a structured approach for modeling
high level process requirements:
Business Context
Functional Scope
Information Scope
Interface Specifications
Key Performance Metrics
Business Process Management is the
disciplined approach to managing the
Performance of Processes.

Process Management Framework
Operational
Mode
Modes and Phases Nurture &
Continuously
Improve
Implement
Develop
Design Mode Renew
Realization Mode
Understand
Vision
BPMS
Architect
Business and Align
Context
EA Tool Source: Business Process Management,
Strategy Mode Profiting From Process, Roger Burlton

Process Design –
Architectural Alignment
Orientation,
•Business Problem Scope-
•Success Criteria Note Impacted
•Constraints
Service Functions &
Information
Affinity Analysis
Describe What needs
to be done-
not how it needs to
be done Review Reference Model for
Contextual Requirements,
Dependencies &
Constraints
Can you see the big picture?
Do you know where your solution Perform
fits? Architectural
Alignment

Capability Assessment
2.5 Channel Development & Management
Example
Issue: Increase the
efficiency of supporting the
Dealer Partner
organizations; Product
knowledge level of the
Dealer Sales Force.
Action: Re-organize
Motorola territory Dealer
Partner support teams.
Dealer Road Shows –
Product Introductions.
Impact: Better Alignment
of Resources and Touch-
Points between Motorola
and Dealer Partners;
Increase Dealer Sales Rep
Competency.
Invite Business Partners to Rate
Information Quality & Functional Performance

Target Operations Model
Scenario: Dealer Distribution
Optimization
2.2
Customer Channel Preferences 2.1
Market Sales Channel Capabilities
Requirements Product Life
Planning Cycle
Management
Market & Customer Analysis
1.4.1 2.5
1.2.1
Needs Assessment Channel Channel Strategy Channel
Market
Partner Development
Strategy
Strategy &
Development Channel Relationship Mgmt Ext. Sales, Service &
Development Management
Distribution Channels
Customer Inquiries & Wants Financial Evaluations Promotional Campaigns
Define Performance
4.4
Customer 1.7.2 2.6 Product
at key interface
Request
Handling &
Financial
Analysis
& Service
Promotion points
Management
Validate Target Operations Model
Against Performance Goals

Operational Scenario
Sequence
Event
Popkin - Proact

Operational Sequence
Sequence
Event
Popkin - Proact

Performance Metrics
CRSD Commit Response 96 hours 24 hours
CRSD Commit Quality BTO 5-day mean variance BTO 1-day mean variance
Capture Functional Performance Metrics in EA-
Use as a Process Design Requirement to provide
visibility and control to the desired
Performance Level
Popkin - Proact

Operational View Meta-Model
Service Function Model Organization Model
Basic Service Function Model
Basic
is responsible for (RASCI) Organization
Enterprise Stakeholder Service
contains
Function Information Model
is
receives/
comprised
provides provides/
of
receives Information
provides/
Service receives
Service contains
Function creates,
provides/ modifies, &
contains receives/
receives uses
provides
is Process Model (BPMN)
comprised
of
Supplier Customer Information generates
Process Message
is Data is
triggers/ comprised Object associated
triggers/ contains
processes of with receives
processes
triggers/ connects
processes
Event Pool:
Sequence • Enterprise
Event Flow • Customer
triggers/ is
connects • Stakeholder
processes associated performs
Service
Basic with connects contains
Service
Function
Lane:
Gateway
Operational Sequence Model • Organization
• Worker Class
• Work Center
Operational Scenario Model
© Proact Business Transformation, Inc. 2005

Detailed Process Design
Maintain EA
Functional
Alignment;
Add Activities,
Business Logic,
People, Rules…
Savvion Process Modeler

Standardized Notation
Architecture Alignment Implementation Environment
High Level Design Detailed Design
Savvion BPMN
PAM
Popkin - Proact Common Taxonomy
BOST Framework Amberpoint
WSM

Service Oriented
Process Design
Scenario Sequence
Maintain Functional Context! Swimlane
Describe as a Service
(trigger / response)
Evolve from Workflow
to Service delivery
Achieve Service Orientation
into the Process System

Reality Check
You are not starting from scratch
You are working from existing process models
Various notations
You are concerned about automating many
processes in your shiny, new BPMS.
You worry about: Process applications developed without
Redundancies Architecture-
Overlap Could result in more complexity than IT is
Integration issues fighting in the System Landscape
You want service components
Enter the Process Reverse-Engineer…….

Reverse Engineering
1) Pull out the Functional Components and Information Subjects
Seek the right level- map back
Differentiate between Service Function and Activity.
Function: What
Activity: How
2) Model Service Flows between Functions
Attempt to do a logical process model before getting down into the detail
Pay close attention to service delivery / receipt
No circular service flows please!
3) Model the Information Architecture
Only key information that crosses functional boundaries
Allocate ownership of Information to a single Function
Model information usage for each function (Create, Use, Modify)
4) Model an event, triggering a service, that is a group of
functional activities
Challenge yourself, model the service

Strategic Enterprise
Marketing & Sales &
Business Supply Chain Support &
Product Customer
Planning & Management Resource
Management Care
Mgmt Mgmt
EA Info Subject EA Info Subject
EA Info Subject EA Info Subject Integrated Functional Architecture
Basic 170 EA Functions Functional Information Architecture
Service
650 Info Subjects Models System Architecture
Function Managed in an
object-based Data Architecture
+Gaps (eg Returns) repository
SCOR Info Item Reusable Business Objects
Process Models
SCOR Info Item
Technology Architecture
SCOR Process
168 SCOR Processes SC Process
SCOR Info Item 234 Info Items Ref Model
Plan Source Make Deliver
Enable Return

Pulling SCOR into the
Architecture
Reverse Engineering:
• Validated Functional Architecture
• Refined Information Architecture
• Closed Gaps in EA (eg Returns)
• Assessed SCOR Coverage
Functional Modeling:
• Information allocation to function
• Functional allocation to system
• Simplified SCOR documentation
• SCOR integration with EA
…Other Mappings
CobiT
Baldrige
eTOM

Summary
Business – IT Capability Assessment
Structured Approach using Reference Models (Business, Operations,
Systems…)
Performance Target-Driven Capability Assessments (People, Process,
Technology, Data)
Capability as Strategic Enabler (prioritizing for Strategic Relevance)
Achieving Business – IT Roadmap Alignment
Benefits Management (Business Objectives, Business Change, Enablers)
Business Capability Roadmap
IT Capability Roadmap
Model Business Requirements for Process Solution Design Validation
Proact Business View Models
Model Process Architecture for Process Integration
Proact Operational View Models
Reverse Engineer Processes into a Service Function Architecture
Achieving Service Orientation at the Process Layer
Evolving from Workflow to Event-Driven Service Delivery