Case study focus on communicating with business people and using BPMN to resolve modelling challenges

1. Can you explain
that so I can
understand it?!
Helping business connect
with process modelling &
the value of BPMN!
IIBA
O&awa-­‐Outaouais
Chapter
January
2013
Michael Lachapelle!
Business Model Fulcrum!

2. 1
Objectives!
Capturing the business story
to be modelled!
Understanding that business,
unlike programming, is often
neither logical nor linear!
Traits of BPMN that are
'business' friendly!
2
3

3. Nd and Sr isotopic data back for
some Larvik Plutonic complex
rocks indicates a Bulk Silicate
Earth mantle source!

4. It was a good start for Gul, full ball
angled in on middle that swerved
in late. Kohli dabs it to mid-off.!

5. The analystʼs view – schema-based!
Is it a complete process?!
Is it a sub-process?!
What are the activities and decisions?!
What are the inputs and outputs?!
Itʼs what I do!
The business view – experience-based!
The challenge is more than language!

6. Our Project!

7. The problems:!
1!The
departmental
IT
solu4on
for
contract
solicita4on
&
management
needs
to
be
replaced.
2!
The
processes
across
a
large
department
are
fractured,
inconsistent,
and
out
of
synch
with
management’s
understanding
and
clients’
needs

8. Hurdle #1!
Who!

9. Focus on
operational
perspective –
real time
experience!
Needed to change the approach!

10. Hurdle #2!
Connecting
experience
and
modeling
schemas !

11. Using
a
narra4ve
as
an
anchor
to
link
decisions
and
ac4ons
in
everyday
business

12. Facilitator
Business
Analysts
Wri4ng
wall
Working space structure!
Recorders

13. The Story Structure!
Pre-meeting work!
Requirements
Procurement
Strategy
Bid
Solicita4on
File
Close-­‐out
Bid
Selec4on
Contract
Award
Contract
Administra4on

17. … so what did we learn!

19. Event driven – not always linear!
Can occur at an unspecified /
unexpected time, or can put a
process on hold!
Can trigger a separate process!
Can interrupt or terminate a
process !

20. … how did BPMN help!

21. 5
Core components of BPMN!
Ac4vi4es
(7)
Gates
(5)
Flows
(4)
Events
(11)
Ar4facts
(4)

22. !
1st
Law
of
Simplicity
The
simplest
way
to
achieve
simplicity
is
through
thoughAul
reducCon
John
Maeda
-­‐
The
laws
of
simplicity
To engage the business people we
needed to simplify our jargon!

23. ACTIVITIES!
Ac4vity
Collapsed
Subprocess
Loop
The
work
performed
Broken
down
into
component
ac4vi4es
on
another
map
Must
be
completed
before
moving
on

24. Ac4vity
Complete or correct before moving on!
Complete
yes
no
Loop
✔

25. Where are the bottlenecks?!

26. EVENTS!
Things
that
happen
while
the
work
is
performed
During
Start
End
message
4me
error
link

27. Interruptions and limitations!

28. GATEWAYS!
How
a
flow
splits
and
joins
Parallel
–
ac4vi4es
on
all
paths
must
be
completed
Inclusive
–
ac4vi4es
on
any
path
must
be
completed

29. Mapping multiple options!
yes
no
no
no
yes
yes
Op4on
1
Op4on
2
Op4on
3
D1
D3
D2
✔

30. Splitting, joining paths!

31. FLOWS!
Connec4ng
objects
and
ac4vi4es
Op4onal
–
may
happen
as
choice
or
with
a
condi4on
Default
–
to
be
followed
unless
condi4on
applies
Message
flow
–
when
you
have
external
pool
or
swimlane

32. Following the flow of work!

33. ARTIFACTS!
Objects,
data,
informa4on
and
grouping
Text
Annota4on
Data
Objects
Grouping
of
items
Informa4on
about
the
model
or
an
aspect

34. Grouping around a time frame!

35. Grouping around a time frame!

36. Recap!
Engagement of business people is
often about the story (narrative)
linking activities and decisions!
Business doesnʼt always flow
sequentially or in logical steps,
sometimes itʼs messy !
BPMN has added approaches and
notation that make documenting the
business experience more effective !
1
2
3

37. Business Model Fulcrum
Thanks….
Michael
Lachapelle
m
-­‐
613-­‐447-­‐3948
e
-­‐
michael@businessmodelfulcrum.com
t
-­‐
@mike_lach
s
-­‐
michael_lachapelle
l
-­‐ hcp://ca.linkedin.com/in/michaellachapelle
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