20140408 knowledge partners international iiba

© 2014 Knowledge Partners International LLC – www.kpiusa.com – www.thedecisionmodel.com
An enterprise enabled agile approach reducing risk
Delivering Change Successfully
in Five QuickSTEPs

Timeline
Founding of
Knowledge
Partners Inc.
Consulting
Company focusing
on Business Rules
Barbara and
Larry co‐edit
Business Rule
Revolution
Barbara and
Larry write
The Decision
Model
Barbara von Halle
early tester of DB2
and interfaced
often with Dr. Codd
Larry Goldberg
builds technology
based companies
on three continents
Barbara co‐authors
Handbook of
Relational
Database Design
2001 2006 2007 2009 2010prior 1989 1997
Enterprise‐grade
Software Application
developed by
Sapiens
Barbara and Larry
found Knowledge
Partners
International LLC
2010 20132011
Barbara authors
Business Rules
Applied
First Sapiens Client
Day
OMG commences
DMN specification
First adoption of
The Decision
Model by a
leading financial
institution
2012
Adoption by
leading global
financial
institutions

Modern Technology introducing an era of unprecedented innovation

Change Management
Business Transformation
Modern Technology introducing an era of unprecedented innovation
Competition Compliance

Change Management requires thinking “out‐of‐the‐box”
Business Improvement and
Software Maintenance is
in many cases PLAN DRIVEN and
COST FOCUSED

Waterfall Methodology
COTS Software products
Software Maintenance
Staff Augmentation
OutsourcingProject Plans
Business Improvement and
Software Maintenance is
in many cases PLAN DRIVEN and
COST FOCUSED

Business Transformation and
Change Management call for a new
VALUE DRIVEN and
REQUIREMENTS FOCUSED
approach!

What are the 5 QuickSTEPs?
1. Implement a rigorous framework
2. Align vision of stakeholders
3. Use a set of suitable models and techniques
4. Employ an enterprise enabled agile approach
5. Steer the project with experienced and successful mentors
An agile delivery service for change management software development projects

Why we Adopt a Rigorous Framework?
How do we know when we have a complete set of
requirements?

Align the Vision of Stakeholders (Scope): Row 1
• Represents the view of the “Executive”, i.e. the
Business Context Planner
• Each Column consists of “Scope Contexts”, i.e.
Scope Identification Lists
List of Inventory
Types
Concepts in the
Glossary within
Scope, e.g.:
Customer,
Vendor,
Inventory Item;
Loan
Property
Repayment Term
List of Process
Types
Specific high level
processes in the
scope, e. g.:
Assign Taxpayer
ID Number,
Initiate Taxpayer
Account, Process
Taxpayer Annual
Return, etc.
List of Distribution
Types
Locations of
consequence, e.g.:
Warehouses,
Primary Customer
locations, Network
Centers, other
location specific
cases
List of Responsibility
Types
External and
internal
Organizations
and Roles of
importance to
the business.
List of Time
Types
Important
Events, dates,
timelines, and
schedules of
importance.
Sequencing
information that
impact
processes and
events
List of Motivation
Types
Business
Motivations and
objectives and the
decisions by which
the objectives are
implemented.

Using the Zachman Framework to Select the Models: Row 2
• Represents the view of the “Executive” or “Business
Concept Owners”
• Each Column consists of “Business Concepts”, or
“Business Definition Models”
Inventory
Definition
Business Entity,
Business
Relationship e.g.:
Data Dictionary,
Glossary, Conceptual
Data Model
Process
Definition
Business Transform,
Business
Input/Output e.g.:
Silver Level 1
Business Processes;
User Stories;
Use Cases
Distribution
Definition
Business Location,
Business
Connections e.g.:
Logistic networks,
communication
networks, Geo‐
spatial relationships
Responsibility
Definition
Business Role,
Business Work
Product, e.g.:
Organization
Structures and
responsibilities,
Customer and Vendor
Networks, industry
organizations.
Timing
Definition
Business Interval,
Business moment
e.g. event models,
business schedules,
time lines
Motivation
Definition
Business End and
Business Means e.g.
Motivation Models,
Business Decision
Models, Quantitative
Business Models.
Strengths, Weaknesses,
Opportunities and
Limitations (SWOT)
Visualizations

Sample of Appropriate Models

Introduction to The Decision Model
IT
Business Rule Technology
BUSINESS
Discover ManageValidate
Business System Business System Business System Business System
TimeMoney
Business Rules
• Business Policies
• Regulations
• Operational Decisions
Business Logic ????
?? ??
?? ??
?? ??
?? ??

BUSINESS
Value Proposition
IT
Business Rule Technology
Discover ManageValidate
Business System Business System Business System Business System
TimeMoney
Business Rules
• Business Policies
• Regulations
• Operational Decisions
Business Logic
Code Code Code

© 2014 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com                        20
Rule ID Rule Object Focus Conclusion subject Conclusion
1.1
Fraud Dept Account Block
All non‐financial transactions must be declined across all bank channels Account Fraud status Closure eligibility OK / HR
1.5
All non‐financial transactions must be declined across all bank channels Account Fraud status Closure eligibility OK / HR
1.8
11. A message must be displayed at account level in all front end user systems ‘Fraudulent Account – Refer to
Special Investigations Dept’ for non‐financial transactions Account Fraud status Mediated message requirement OK / HR
1.10
Fraud Account Block
'The current account statement must not be printed Account Fraud status Account statement eligibility OK / HR
1.11
Fraud Account Block
'No correspondence can be mailed to the customer
Account Fraud status
Account mailed correspondence
eligibility OK / HR
2.1
Lost Card
'IF in Branch/Over the counter transaction AND Lost card is used (Swiped)
THEN the transaction must initially be declined with the message "Warning ‐ Lost card  ‐ do you wish to
continue?"
Note. The bank user may choose to continue or abort the transaction Card Lost / stolen status Closure eligibility OK / SR
3.2
Stolen Card
IF in Branch/Over the counter transaction AND non financial transaction (excluding Enquiries)
AND Stolen card is used (Swiped)
THEN the transaction must initially be declined with the message "Warning ‐ Stolen card  ‐ do you wish to
continue?"
Note. The bank user may choose to continue or abort the transaction Card Lost / stolen status Closure eligibility OK / SR
5.5
Criminal Financial Court Order
Account Closure is not permitted.  Unless by an authorised SID user.
Note this will be achieved by the temporary removal of the inhibit by SID Account
Financial court
order status Closure eligibility OK / HR
6.8
Federal State Arrestment Order
'IF a Federal State Arrestment is in place
THEN an account must not be closed Account
Federal state
arrestment order
status Closure eligibility OK / HR
7.1
UN Sanction
Account Closure is not permitted.  Unless by an authorised SID user.
Note this will be achieved by the temporary removal of the inhibit by SID Account UN sanctions status Closure eligibility OK / HR
8.2
Missing Address Flag
IF a customer's account is locked because of Missing Address
OR a customer's card is locked because of Missing Address
THEN a message must be displayed on mediated systems
Note: a mediated system is defined as one which is operated by an authorised bank user (e.g. a bank
employee or an agent acting on behalf of bank)This system may or may not be in the presence of an bank
Customer. Customer
Missing Address
status Mediated message requirement OK / HR
Copyright ©2014 SAP. Reprinted with permission.
The Legacy Method of Maintaining Business Rules

82 rules
IF … AND mixed
with
IF … OR
Two rule types ‐
decisions &
procedural rules
Decision –
closure eligibility
Procedural rules
– for statements
and soft reject
messages
Posting locks –
accounts, cards
Customer
inhibits
(Missing
Address)
E‐products etc.
in continuation
…
Long free text rule
descriptions
Rules with different focuses – fraud,
lost/stolen cards, Federal State
Arrestment orders, UN sanctions …
Creating Data but not Information for the Business
Verdict: Rich in data but poor in information – due to lack of top‐down structure

Linked e‐Products Orphan Status in
Relation to Sole Account Closure
_________________
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Additional Open Current Accounts held by
Account Holder Count
Linked e‐Products in Relation to Account
Closure Count
Linked e‐Products Orphan Status in
Relation to Joint Account Closure
_________________
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Additional Open Joint Current Accounts
held by Account Holders Count
Account Holder 1 Count
Account Holder 2 Count
Linked e‐Products held jointly by both
members in Relation to Joint Account
Closure Count
Linked e‐Products not held jointly by both
members in Relation to Joint Account
Closure Count
Linked e‐Bonds Orphan Status in
Relation to Joint Account Closure
_________________
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Additional Open Joint Accounts Held by
Same Account Holders Count
Linked e‐Bonds Held Jointly by Both
Members in Relation to Joint Account
Closure Count
Linked e‐Bonds Not Held Jointly by Both
Members in Relation to Joint Account
Closure Count
Linked e‐Bonds Orphan Status in
Relation to Sole Account Closure
_________________
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Additional Open Sole Accounts held by
Account Holder Count
Linked e‐Bonds Count in Relation to
Account Closure Count
Overall decision
Locks Pending items
Linked e‐products /
e‐bonds
Customer
locks
Account
locks
Card locks
Orphaned e‐
bonds
Orphaned e‐
products
Sole account
Sole
accounts
Joint
accounts
Joint
accounts
Simplifying Complexity

Account Closure  Simulation Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message
1 1 is in
{Active, not yet used; Active,
used}
Is Eligible is eligible Is
Contract
Present Date
is in
{Close,
Close and log}
is Eligible
2 1 is in
used}
Contract
Present Date
is soft reject is Soft reject
3 2 is in
{Active, not yet used;
Active, used}
Is Not Eligible is Not Eligible
There is a lock on the account &1 which
prevents account closure
4 1 is in
Active, used}
Is Soft Reject is eligible Is
Contract
Present Date
is in
{close, Close and
log, Soft reject}
is Soft Reject There is a lock on the account &1
5 3 is in
{In Release, Process, Created;
Being Terminated; Terminated}
is Not Eligible Account &1 is already terminated
6 4 is in
Active, used}
is Not eligible is Not Eligible
Closure not possible ‐ Outstanding
Pending Items
7 5 is in
Active, used}
Is Not
Contract
Present Date
is Not Eligible
Specified Value Date &1 should be the
same as A/C Presence date &2
Conclusion Messages
Account Closure
Simulation
Pending Items
Account Closure
Simulation Account
Closure Date
Account Closure
Simulation linked e‐
product capability
Account Closure Simulation Account
Status
Account Closure
Simulation Lock
Eligibility
Conditions
Account Closure
Simulation Eligibility
Drilling Deeper…

Account Closure Simulation Lock Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message Class 2
1 1 is Eligible is Eligible is Eligible is eligible
2 1 is Soft Reject is not Not Eligible is not Not Eligible is Soft Reject Lock on customer &1 Do you wish to proceed?
3 1 is not Not Eligible is Soft Reject is not Not Eligible is Soft Reject Account lock &1 Do you wish to proceed?
4 1 is not Not Eligible is not Not Eligible is Soft Reject is Soft Reject Lock on Card &1 Do you wish to proceed?
5 2 is Not Eligible is Not Eligible Closure not possible due to customer lock &1
6 3 is Not Eligible is Not Eligible Closure not possible due to account lock &1
7 4 is Not Eligible is Not Eligible Closure not possible due to card lock &1
Account Closure
Simulation Lock
Eligibility
s Conclusion Messages
Account Closure
Simulation
Customer lock
Account Closure
Simulation
Account Lock
Account Closure
Simulation Card Lock
Status Eligibility
…and Deeper…

Account Closure Simulation Card Lock Status Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message Class 2
1 1
is
Not
in
{Lost Card,
Stolen Card}
is Eligible
2 2 Is in
{Lost Card,
Stolen Card}
Is Active Is Nucleus is Not Eligible Closure not possible ‐ Lock &1
3 2 Is in
{Lost Card,
Stolen Card}
Is Active Is BOSS is Soft Reject
Card Lock&1 on account &2 Do
you wish to proceed?
4 3 Is in
{Scheduled,
Inactive, Closed}
is Eligible
5 4
Is Not
in
{BOSS,
Nucleus}
is Not Eligible
You cannot close an account in
channel &1
Conditions Conclusion Messages
Card Lock Status
Type
Account Closure Lock
Status
Account Closure
Channel
Account
Closure
Simulation
…Reaching the end of the Branch of Logic

Account Closure  Simulation Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message
1 1 is in
used}
Contract
Present Date
is in
{Close,
Close and log}
is Eligible
2 1 is in
used}
Contract
Present Date
is soft reject is Soft reject
3 2 is in
Active, used}
Is Not Eligible is Not Eligible
There is a lock on the account &1 which
prevents account closure
4 1 is in
Active, used}
Is Soft Reject is eligible Is
Contract
Present Date
is in
{close, Close and
log, Soft reject}
is Soft Reject There is a lock on the account &1
5 3 is in
{In Release, Process, Created;
Being Terminated; Terminated}
is Not Eligible Account &1 is already terminated
6 4 is in
Active, used}
is Not eligible is Not Eligible
Closure not possible ‐ Outstanding
Pending Items
7 5 is in
Active, used}
Is Not
Contract
Present Date
is Not Eligible
Specified Value Date &1 should be the
same as A/C Presence date &2
Conclusion Messages
Account Closure
Simulation
Pending Items
Account Closure
Simulation Account
Closure Date
Account Closure
Simulation linked e‐
product capability
Account Closure Simulation Account
Status
Account Closure
Simulation Lock
Eligibility
Conditions
Account Closure
Simulation Eligibility
Account Closure Simulation Card Lock Status Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message Class 2
1 1
is
Not
in
{Lost Card,
Stolen Card}
is Eligible
2 2 Is in
{Lost Card,
Stolen Card}
Is Active Is Nucleus is Not Eligible Closure not possible ‐ Lock &1
3 2 Is in
{Lost Card,
Stolen Card}
Is Active Is BOSS is Soft Reject
Card Lock&1 on account &2 Do
you wish to proceed?
4 3 Is in
{Scheduled,
Inactive, Closed}
is Eligible
5 4
Is Not
in
{BOSS,
Nucleus}
is Not Eligible
You cannot close an account in
channel &1
Conditions Conclusion Messages
Card Lock Status
Type
Account Closure Lock
Status
Account Closure
Channel
Account
Closure
Simulation
Account Closure Simulation Lock Eligibility
Row
ID
Rule
Pattern
Message
Class 1
Message Class 2
1 1 is Eligible is Eligible is Eligible is eligible
2 1 is Soft Reject is not Not Eligible is not Not Eligible is Soft Reject Lock on customer &1 Do you wish to proceed?
3 1 is not Not Eligible is Soft Reject is not Not Eligible is Soft Reject Account lock &1 Do you wish to proceed?
4 1 is not Not Eligible is not Not Eligible is Soft Reject is Soft Reject Lock on Card &1 Do you wish to proceed?
5 2 is Not Eligible is Not Eligible Closure not possible due to customer lock &1
6 3 is Not Eligible is Not Eligible Closure not possible due to account lock &1
7 4 is Not Eligible is Not Eligible Closure not possible due to card lock &1
Account Closure
Simulation Lock
Eligibility
s Conclusion Messages
Account Closure
Simulation
Customer  lock
Account Closure
Simulation
Account Lock
Account Closure
Simulation Card Lock
Status Eligibility
Seeing it in Context

Entropy Increases!
Avoids the Loss of Knowledge Over Time

A Model of Models….Application Visualization
• Business analysts, product
managers & UE professionals
assemble visualizations of
possible solutions
• Business and IT stakeholders
“test drive” & provide feedback
in rapid, interactive explorations
• Discussions are more focused &
engaging
• Visualization dramatically
improves communication
between business & IT

Problems Solved using Visualizations

Applying Lean Principles to Software Development
Traditional Process
50 %
done?
Analysis
Design
Code
Test
T
i
m
e
T
i
m
e

Applying Lean Principles to Software
Development…cont.
End-to-End small
slices of work
A better way of doing the same
20 % done = 100 % usable
TimeTime

Lower cost of change through higher quality
software
Agile system cost profile
Traditional cost profile
Time spent:
• Finding defects
• Fixing Defects
• Regression Testing
• Deploying
More defects
found
& corrected –
causes lower cost
of defect
correction

Iterative Development
Fix / Integrate $
$
Test
Code
Release 1
$Release 2
$
Release 3
Release 4 $
Design
Specifications
Use Cases /
Functional Specs
Requirements Gathering
Project Plan/Estimation
Level Stories
Vision & High-
Project Estimates:
• Agile gives more accurate estimates earlier in the
project
• Progress measured by tested software
Development Productivity:
• Agile teams work with their tools for
longer and become more proficient
• Seasoned Agile teams produce
software very rapidly
Architecture:
• Agile proves out architecture
sooner - significant reduction
of technical risk
End-User Feedback:
• Validates business benefits
• Makes execution more
successful
• Reduces “false features”
• Drives high IT value
Software in Production:
• Agile approach reduces time-to-
market
• Business decides when to go live
• Reduces risk of failure due to
early exit/reduction of project
scope

Agile Value Proposition
Business Value
Deliver small
chunks
Deliver
frequently
Deliver what is
“done”
Focus team on
customer value
(stories)
Visibility
Iteration
demos/reviews
High customer
engagement
Continuous
feedback
Visual
information
radiators
Risk
Frequent visibility
into what is
“done”
Automate testing
Focus on quality
Inspect and
adapt the plan
Adaptability
Adapt to
customer’s
changing needs
Focus on
delivering highest
value
“Just‐in‐time”
details
Value drivers adapted from VersionOne.

Benefits Realized from Agile Adoption
VersionOne State of Agile Survey 2011

Requirements and Project Life Cycle…
…Lets Put It All Together

Project Life Cycle (Development)
Iteration Zero Activities (back log)
1. Scope (Z. Row 1)
2. Select A Set Of Suitable Models and Techniques (Z. Row 2)
3. Build The First Iteration of  the Models
4. Create  High‐Level User Stories
5. Build High Level Visualizations (Analysis Level)
6. Document Non‐Functional Requirements
7. Size User Stories
8. Prioritize User Stories (functionality)
9. Assign User Stories To Releases
10. Establish Release Schedule
Iteration Zero Standard Iterations
Analysis
Design
Analysis
Design
Code
Test
TimeTime

Analysis
Design
Analysis
Design
Code
Test
TimeTime
1. Scope (Z. Row 1)
•High level processes in scope
•Concepts in the glossary in scope
•Locations of consequence
•External and internal organizations and roles
of importance
•Important events, dates, timelines and
schedules
•Business motivations and objectives and the
decisions by which the objectives are
implemented

Analysis
Design
Analysis
Design
Code
Test
TimeTime
1. Scope (Z. Row 1)
•Glossary
•ER Diagram
•Conceptual Data Model
•Data Flow Diagram
•Process Model (Silver Level 1)
•Use Cases
•Concept Diagrams
•Timing Diagram
•Decision Models
•Other Models As Needed

Analysis
Design
Analysis
Design
Code
Test
TimeTime
1. Scope (Z. Row 1)
Setting Priorities Blends:
•Business Priority and,
•Technology Priority

Analysis
Design
Analysis
Design
Code
Test
TimeTime
1. Scope (Z. Row 1)
Weekly Demonstrations.  Attendees
Include; Executives, Stakeholders
and Extended Team

Analysis
Design
Code
Test
Standard Iterations

Analysis
Design
Analysis
Design
Code
Test
TimeTime
1. Scope (Z. Row 1)
Iteration Activities:
•Create:
•Detail User Stories
•High Fidelity Visualizations
•Completed Decision Models (includes testing and
approval)
•New Models as Needed
•Update:
•Glossary
•Data Models
•Process Models
•All Other Models As Needed

1. Scope (Z. Row 1)
Analysis
Design
Analysis
Design
Code
Test
TimeTime
Iteration Deliverables:
•Detail User Stories
•Glossary and Data Models
•Process Models
•Decision Models (Tested and Approved)
•High Fidelity Visualizations
•Other Models As Needed

1. Scope (Z. Row 1)
Analysis
Design
Analysis
Design
Code
Test
TimeTime
Budget 20% of the business team’s time to
answer developer questions

Project Life Cycle (Off‐The‐Shelf)
1. Scope (Z. Row 1)
2. Prepare and Send RFI to Identify Suspects
Analysis
Design
TimeTime
Vendor Selection
Off-The-Shelf Solution
Analysis
Design
Code
Test

Analysis
Design Vendor Selection Activities
1. Prepare RFP (Using High Level User Stories)
2. Identify Potential Vendors and Send RFP
3. Prepare Scoring Matrix
4. Use Sores To Select Vendor Finalists
5. Prepare Scenarios (Epic User Stories)
6. Vendor Demonstrations and Interviews
7. Select Vendor/s
8. Prepare and execute a proof‐of‐concept
9. Create Gap analysis and prepare Development Plan
1. Size Gap User Stories
2. Prioritize Gap User Stories
10. Prepare Implementation Plan
3. Vendor Software Implementation Plan
Vendor Selection
Analysis
Design
Code
Test
TimeTime

Analysis
Design
TimeTime
Vendor Selection
Analysis
Design
Code
Test
Standard Iterations
Analysis
Design
Vendor Selection
Activities and Deliverables are Identical to a
Custom Software Project
Analysis
Design
Code
Test

Iteration Deliverables Cross Reference
Visualization Process Models
Glossary
Unknown Systems
(TBD)
Business Decision
Management System
BPMS (Deal and Non-Deal
workflow)
Decision
Mgmt Process
Contract Publishing
Service
Contract
Publishing
Process
TOB & nonTOB
Text & Data
Work Queue
Alerts / Requests
Enterprise
Data
Dictionary
Fact Type
Approval
Seller
Servicer
Guide
SSG Text
Process
Models
BPMN
Process
Models
Rule Requirements
(Rule Family Table
Views)
Performance
Metrics
Reporting
(Automated)
Performance
Metrics
Agreement
Data
Business
Intelligence &
Objectives
(Multiple
Sources TBD)
Business
Metrics
Guide
Bulletins
Business Decision Mgmt Future State
Rules Mgmt MISMO Release 2
Views into Negotiated Terms & Repository of Record
Deal & Non-Deal
Management
Workflow Process
Business
Decision
Views
Deal &
Non-Deal
Data
Repository
Customer
Data
Rules Mgmt
Pricing
Engine
(PMA)
Credit
Enhancements
Rule Requirements
(Rule Family Tables)
Fact Type
Request
Customer Eligibility
Criteria, TOB tie down &
Negotiated Terms
Deal
Data
Available
Negotiated
Terms
BRMS
Business
Rules Engine
(iLog)
V0.9
Pricing Workflow
Process
Business
Intent
Decision
Models
Std & Neg
Legal
Language
Components
Customer
Operational
Summery &
Views
Eligibility
Profile
Pricing
Decision
Model
Business Decision Repository
& Extensible Business Objects
Extensible
Business
Objects
Contracting
Decision Views
Contracting Views
Cust
Display
of
Pricing
Contract
Terms
Display
Cust
Decision
Views
Contract
Repository
Attribute
Definition System
(ADS)
Rule Family
Testing &
Deployment
Feedback
Test
Cases
Context Diagrams
State Diagrams
Master Committement Terms
Primary Key
"Agreement Id" [PK1] [FK]
"Master Committment Terms No" [PK2]
Non-Key Attributes
"TOB Id" [FK]
"Master Committment Terms Effective Date"
"Master Committment Terms Expiration Date"
Negotiated Terms of Business
Primary Key
"TOB Id" [PK1]
Non-Key Attributes
"TOB Assigned No"
"TOB Version No"
"TOB Description"
"TOB Effective Date"
"TOB Expiration Date"
Master Committment
Primary Key
Non-Key Attributes
"Master Committment Assigned N o"
"Master Committment Verions No"
Agreement
Primary Key
"Agreement Id" [PK1]
Non-Key Attributes
"Party Id" [FK]
"Agreement Effective Date"
"Agreement Expiration Date"
Master Agreement Terms
Primary Key
"Master Agreement Terms No" [PK2]
Loan Purchase Contract Terms
Primary Key
"Loan Purchase Contract Terms No" [PK2]
Loan Purchase Contract
Primary Key
Master Agreement
Primary Key
Agreement Seller/Servicer
Primary Key
"Party Id" [PK2] [FK]
Seller
Primary Key
Agreement (Entity Relation Subject Area)
System Architect
Tue Nov 17, 2009 15:15
Data Models
Data Flow Diagrams
Decision Models
User
Story
Epic User Story

What Happens If Agile Cannot Be Used?
Analysis
Design
Iteration
Zero
Analysis
Design
Detail
Requirements
Code
Test
T
i
m
e
T
i
m
e
Analysis
Design
Iteration
Zero
Analysis
Design
Detail
Require
ments
Code
Test
Vendor
Selection Off-The-Shelf …
T
i
m
e
T
i
m
e

KPI’s Role and Responsibilities
Domain Responsibilities
Process  Lead the engagement;
 Design and execute training interventions during the course of the
assignment;
 Facilitate all meetings which are part of the Agile Methodology (daily
stand‐ups, demonstrations, retrospectives);
 Lead release planning, sprint planning, and sizing;
 Mentor and coach team members on improving the adoption and
effectiveness of the process;
 Provide knowledge transfer to enable self‐reliance.
Engineering  Train and coach on the continuous integration framework and
structuring of automated builds;
 Advocate simple design for reduced complexity and increased scalability;
 Establish and enforce test‐driven development.
Quality  Train and mentor on best practices for testing and testing automation;
 Establish and enforce test rigor.

Engagement Model
Agile about Agile
• The training/consulting engagement
itself will be iterative
• Continuous cycles of small steps,
leading to adoption success
• Time spent across most of the major
activities throughout the duration
• Allow for recalibration of approach by
way of periodic assessment of the
Adoption and the Team
• High visibility to client at all times

A Real Life…
…Success Story

Meet Sara Jones at Blue Chip Corporation

The day the project was assigned
REGULATORY COMPLIANCE
PROJECT

Sara faces a challenge

Sara faces a challenge
TIME REMAINING TO
COMPLETION OF PROJECT:
11 MONTHS AND 12 DAYS

Sara’s first exposure to KPI’s QuickSTEP service product

QuickSTEP 1 ‐ Align Stakeholders: Scoping & Modeling
How
Where
Who
When
What
Why

QuickSTEP 2 – Implement a rigorous framework

Models
QuickSTEP 3 – Use a set of suitable models and techniques
Business Decision Models
Business Process Models
Visualization
Master Committement Terms
Primary Key
"Master Committment Terms No" [PK2]
Non-Key Attributes
"TOB Id" [FK]
"Master Committment Terms Effective Date"
"Master Committment Terms Expiration Date"
Negotiated Terms of Business
Primary Key
"TOB Id" [PK1]
Non-Key Attributes
"TOB Assigned No"
"TOB Version No"
"TOB Description"
"TOB Effective Date"
"TOB Expiration Date"
Master Committment
Primary Key
Non-Key Attributes
"Master Committment Assigned N o"
"Master Committment Verions No"
Agreement
Primary Key
"Agreement Id" [PK1]
Non-Key Attributes
"Party Id" [FK]
"Agreement Effective Date"
"Agreement Expiration Date"
Master Agreement Terms
Primary Key
"Master Agreement Terms No" [PK2]
Loan Purchase Contract Terms
Primary Key
"Loan Purchase Contract Terms No" [PK2]
Loan Purchase Contract
Primary Key
Master Agreement
Primary Key
Agreement Seller/Servicer
Primary Key
Seller
Primary Key
Agreement (Entity Relation Subject Area)
System Architect
Tue Nov 17, 2009 15:15
Conceptual Data Models
Unknown Systems
(TBD)
Business Decision
Management System
BPMS (Deal and Non-Deal
workflow)
Decision
Mgmt Process
Contract Publishing
Service
Contract
Publishing
Process
TOB & nonTOB
Text & Data
Work Queue
Alerts / Requests
Enterprise
Data
Dictionary
Fact Type
Approval
Seller
Servicer
Guide
SSG Text
Process
Models
BPMN
Process
Models
Rule Requirements
(Rule Family Table
Views)
Performance
Metrics
Reporting
(Automated)
Performance
Metrics
Agreement
Data
Business
Intelligence &
Objectives
(Multiple
Sources TBD)
Business
Metrics
Guide
Bulletins
Business Decision Mgmt Future State
Rules Mgmt MISMO Release 2
Views into Negotiated Terms & Repository of Record
Deal & Non-Deal
Management
Workflow Process
Business
Decision
Views
Deal &
Non-Deal
Data
Repository
Customer
Data
Rules Mgmt
Pricing
Engine
(PMA)
Credit
Enhancements
Rule Requirements
(Rule Family Tables)
Fact Type
Request
Customer Eligibility
Criteria, TOB tie down &
Negotiated Terms
Deal
Data
Available
Negotiated
Terms
BRMS
Business
Rules Engine
(iLog)
V0.9
Pricing Workflow
Process
Business
Intent
Decision
Models
Std & Neg
Legal
Language
Components
Customer
Operational
Summery &
Views
Eligibility
Profile
Pricing
Decision
Model
Business Decision Repository
& Extensible Business Objects
Extensible
Business
Objects
Contracting
Decision Views
Contracting Views
Cust
Display
of
Pricing
Contract
Terms
Display
Cust
Decision
Views
Contract
Repository
Attribute
Definition System
(ADS)
Rule Family
Testing &
Deployment
Feedback
Test
Cases
Context Diagrams

QuickSTEP 4: Employ an enterprise enabled agile approach

QuickSTEP 4: Employ an enterprise enabled agile approach
Release 1
Release 2

TIME REMAINING TO
COMPLETION OF PROJECT:
2 MONTHS AND 9 DAYS
QuickSTEP 5: Steer the project with experienced and successful mentors

Change delivered
• Delivers Change!
• Provides continual visibility to all stakeholders
• Software in production at 3 months
• KPI’s proven success track record
Release 1
Release 2
Release 3

Questions?
Thank you!
KPI, 2014

20140408 knowledge partners international iiba

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