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Advanced Business Analysis Training
- 1. Advanced Business Analysis Training Comprehensive Object Oriented Business Process
- 2. Page 2Classification: Restricted BusinessImperatives Enterprise Modeling Stakehollders Value Chains BusinessProcesses BusinessEngineering SystemLevelModel Mapping to Layered Architecture Conclusion Agenda
- 4. Page 4Classification: Restricted Global Pressures - Local Problems CheaperFaster Better PROCESS Requires Cost Quality PRODUCT/SVC Time
- 5. Page 5Classification: Restricted Time 1950 1960 1970 1980 1990 2000 The Solutions Gap Acceptable deployment time The solution gap Time to build
- 6. Page 6Classification: Restricted Conventional Software Development Probllem Require- meennts Probllem Solution Time Business Domain Technical Domaiin
- 7. Page 7Classification: Restricted Business / I.T. faced with Globalization Demandsfor efficiency Demandsfor flexibility andrapid innovation Requirement for high quality and service Technology discontinuity RReesskiilllng 70%plus projects in consulting experience have reengineering element
- 8. Page 8Classification: Restricted Process focus Resource Organization Process 1950 1960 1970 1980 1990 2000 Generations of Business Modeling Simplifying operations Reducingcycle times Increasing addedvalue Cutting costs Improving reliability Tightening vendor relatiioonnsshhips Focusingon core competencies
- 10. Page 10Classification: Restricted In this module We will Seewhy Enterprise Modeling is useful Introduce Stakeholder andValue Chain concepts andmodels An approach to BusinessModeling from GMD iinGermaannyy A simple BusinessProcessModeling notation Laythe founddaationfor future BusinessEngiineering("BPR") You will Build astakeholder model Model anexisting business process
- 11. Page 11Classification: Restricted Enterprise Modelling Efficiency is doing things right Effectiveness is doing the right things Enterprise Modelling helps us to: Keep projjects anddevellopmentsalliignedwiith Corporate Goalls Identify highpaybackapplications to applyscarceresources Prioritise development from the perspective of businessneed andtechnicalimperative Scooppeeproojjeecctsaannddssyystems Variety of techniques including: Critical Success Factors (CSF's) [Rockart] Functional Decomposition [I.E., Tetrarch, Infomet, Method/1] Value CChhaaiinnAAnnaallysis[Porterr]] UseCases[Jacobson]
- 12. Page 12Classification: Restricted Stakeholder Perspective Client Share holder Money Capital Growth Dividends The EnterpriseGoods & Services Payment Investment Effort/Knowledge Employee Remuneration Benefits Goods & Services Supplier
- 13. Page 13Classification: Restricted Porter Value Chain model Information management Firm Infrastructure Human Resource Management Technology Development Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Margin SupportActivities
- 14. Page 14Classification: Restricted Value Chaiin cuts across functional boundaries Corporation Branch Sales Contract with client Mgmt Approve credit Collections Collect deposit Process payments Delivery Deliver goods Head Office Purchasing Buy goods Despatch Send to store 1 2 3 5 6 7 4 Business Process
- 15. Page 15Classification: Restricted A set of advanced tools Developed by Ulrich Frank and colleagues at GMD Strategic View Value chains. Goals. Corporate culture. Strategiic Options. Organisational View Tasks. Events. Offiice proced Objjects. Bus Roles. ures. iness rules. IS View Classes. Procedures. User interfaces. Associiations. Transactions. Object Model Designer Classes. Attributes. Constraiints. Default Widgets. Services. Associations. Value Chain Designer Value C Chaiin Resour hains. Vallue Activities. ces. Costs. Hypertext system Common Object Model Office Procedure Designer Activity Bllocks. Procedures. Documents. Rolles. States. User interface. Throughput.
- 16. Page 16Classification: Restricted Value Chain Attributes • Stakeholders Identity Contribution Expectation •Steps •Inbound Operations Outbound Marketiing and Sales Service Processes Products andServices Performance Levells Measure Current Required Problems andConcerns Oppppoorrttuunniitiieess
- 17. Page 17Classification: Restricted Linking Business and System Models ..scan.. Enterprise Level Value Chain Business Process System Level Event Models One One per Major Business Event One per Initiating Trigger
- 19. Page 19Classification: Restricted Sources of ideas Previous work on integrating Memo andMartin/Odell OOA method Stakehollder modells Value chain identificatiion (allaPorter) Businessprocess models (ala GMD) Integratiion to Martiin//Odeellllevent modeellss Design mappingto layered architecture basedupon MVC (Smalltalk/Xerox PARC) Classical BPRprinciples (Hammer, Champey, Davenport) DaavidTayylloor((EEnnterpriisseeEEnnggiinneess))ccoonnvveergentenggiineeeeriinnggapprooaacchh Inspired Architecture andStrategy work UML variant in ''98
- 20. Page 20Classification: Restricted Two apppprrooaacchheess:: Document current Then analyse and improve Pro's Can be evolutionary, non disruptive, low risk Don't change what we don't understand Allows attacking the real problem (80/20) Con's Can require much work, time Can incorporate too many current constraints Design new from scratch Top ddoowwnbbaasseedduuppoonnddeessiiredoouuttccoommeess Pro's "Blue sky" unconstrained by past experience Lateral "out of box" thinking New technology easily incorporated Con's Solving wrong problem Disruuppttiivveand risky Not understanding the complexities Modeling the Business Process
- 21. Page 21Classification: Restricted Only do what we have to Pareto principle Usegeneric models/patterns for standard processes Object maintenance(Add, Change,Delete, Query, Report) Well understood parts of domain (scheduling, least coosstanalysis,deliveryrouting...) Concentrate on core vallueaddiing processssess That consumesignificant resources Are critical to desired product/servviicceedelivery
- 22. Page 22Classification: Restricted Samenotation for current andfuture Show complete business process including manual, partiiallllycomputeriised and fully automated processes Indicate how process is initiated Identify actors involved Sequence anddependencies of activities Basedupon state of business objects affected Requires high level busiinessobject domain model (class diagram) Allow synchronous, asynchronous andparaallllellaacctiivviitiiess Show possibleoutcomes which cantrigger other steps Steeppssccaannreeppreessentothheerembedded processes Must be instrumented to allow analysis and improvement Business Process Model Requirements Student Complete Applic.Form for Degree Capture Form Verify complete & rules adherence Resolve missing info PostGrad Applic. Evaluate PostGrad Applic. Info missing PostGrad Evaluate UnderGrad Acceptance or rejection
- 23. Page 23Classification: Restricted Usablewith users, analystsand designers(and in JAD sessions) Familiar techniques Wide support in industry Object orientatiion CASEtool availability EEaassyttrraannssiitiioonnto riiggooroouusddeessiiggnn-- level models Ability to show location, reessppoonnssiibbiilliity Ability to link resources Business Process Model Desirements Student Complete Applic.Form for Degree Capture Form Verify complete & rules adherence Resolve missing info PostGrad Evaluate PostGrad Applic. Info missing PostGrad Evaluate Applic. UnderGrad Acceptance or rejection
- 24. Page 24Classification: Restricted Finding a home within UML We rejected Sequencediagrams - not easyto useiinJJADssessssiions,,no parallllelland asynchronous activity. More appropriate at "desiign"llevelldue to detail Collaboratiion diiagrams- siimiillarto above State diagrams - single object type..Busiinessprocesses affect manytypes of objects We chose activity diagrams Senseof flow and dependencies Show parallllellandasynchronous activiity eassiilly,,allsosynchroniisatiion wwhheerereeqquuiireedd Swim lanes allow geographic or organiizatiionall toppology to be aaddeed Represent processes requiriing mulltiple state changes across variiouss domain objects Closest to event models usedpreviiouslly CCoonnttrraryto UUMMLLaaddvviicceeto uusseethheessee""ffooriinnternnaallddeessiiggn" Supported by Fowler andScott in UMLDistilled
- 25. Page 25Classification: Restricted UML Activity Diagram Similar in concept to Odell event modellswiith iinnovation of "swim lanes" for events affecting aparticular class "Customer Pays" is an external activity in the process Ship Goods Process Payment Order Satisfied Receive Order Pick Product Invoice Customer Customer Pays Close Order [Order Accepted] [Order Rejected]
- 26. Page 26Classification: Restricted Standard UML Notatiion A.Activity B.ExternallActiiviity C.Triggers D.Synchronisation Bar E.Annotation We useto note outcomes F.Start andTermiinate G.Swim lane A B A AF F D [OK] [NOT OK] G
- 27. Page 27Classification: Restricted Denoting activity types Extend by usingUML stereotype mechanism to denote type of activity Text <<manual>> <<supported>> <<automated>> <<embedded>> Icons We tend to userounded rectangles in place of ovals, since it easier to fit descriptive text.. Manual Computer Supported Manual Fully Automated Embedded + +
- 28. Page 28Classification: Restricted Agents, Inputs, Outputs Agents (actors) Internal External Inputs and Outputs Links between anAgent andanActivity normally involve input or output On high level moddeellss,wweeccaannjjuusstnamethem on the "fllow" On more detaiiled modellswe canshow them thus, anddefine their attributes indetail TTyyppeesdefinneethe mmeeddiume..gg..FFoorm,Online entry, Magnetic Card IO Type Course Result IO ID
- 29. Page 29Classification: Restricted A context or use case model Conduct Withdrawal Funds Check Bank Client Bank ATM Card Cash Advice Slip
- 30. Page 30Classification: Restricted Triggers Activities are triggeredby Input from Agent Outcome from another activity Time (reached or elapsed) End of Month Charge Interest
- 31. Page 31Classification: Restricted Outcomes (high level models) Expressedasanannotation emerging from anActivity to distinguish flow possibilities Canhaveaprobability e.g..2 or 20% An activity cangenerate several outcomes.. Sometimes these will bedisjoint ((ii..ee..oonnllyyoonneeooffsseevveeraallmmaayyooccccuur) We show this with asynchronisation bar Outccoommeessppeecciiffiiccaatiioonnwwiillllbbeemmore rigorous later.. AssessCredit Risk OK BAD Check Medical Accept .8 Decline .2 Info Request
- 32. Page 32Classification: Restricted Business Process Model Complete Applic.Form for Degree Capture Form Resolve missing info Evaluate PostGrad Applic. Evaluate PostGrad Applic. Info missing UnderGrad Student Relations Administration Academic Dept. Acceptance or rejection Verify complete & rules adherence Student Application .2 .6 PostGrad .2
- 33. Page 33Classification: Restricted Selective Invocation Either trigger could cause the statement to be produced. End of Month Statement Request Produce Statement Produce Statement will only be triggered if a statement is requested aannddtthheeaaccccoouunntthhaassa nnoonn--zzeerroo balance Although default is "AND", the control condition can contain any evaluation required (see Rules) Produce StatementStatement Request Update Account Account Balance <> 0
- 34. Page 34Classification: Restricted Rules Can be specified anywhere As simple text on high level models Or identified by diamond with reference to rule base Classnamesare highlighted All data items mentioned should be defined in domain model If StockOnHand < ReorderLevel and no PURCHASE ORDER issued then ... StockOnHand = PhysicalStock- CommittedStock When QuantityOnHand < TotalDailyOrders for PRODUCT issue to CUSTOMERS with PriorityStatus 1 first, place BACKORDERS for CUSTOMERS not satisfied
- 35. Page 35Classification: Restricted Resources Activities canconsume resources Resources canbespecified in activity properties but canalso beshown on the model if desired Link to activity SShhoowwtyyppeeiiffuusseeffuul Specifyconsumption per activity per pass Type or individual canspecify number available asa connsstraint Counter Assistant Resource Type 5 mins Fill Form
- 36. Page 36Classification: Restricted Swim lanes and bounding boxes Canbeusedto show Organizational responsiibiilliity Geographic location LogicalTransaction Start and Commit BusinessObjects Affected (system level models) Platform for deployment (designlevel models) CCoouullddhavesseevveerallllayersor overllaayyssppeermodell B A AF F D [OK] A [NOT OK] G
- 37. Page 37Classification: Restricted A real world example Open Application Record Application & AttachmentsApplicant Receive Postal Application Record Fees Received Validate for Completeness Record Return & Problem Fees No Fees Serious Omission Establish ID of Applicant Capture Initial Details for new ISIS person + Validate/Update Existing Details + Existing New Capture Application + TooLate (Policy) Note 1 Notes: 1. Name, What applied for, what attached, App form no, ID? 2. Capture supporting info, results, school history, Personal report Post School experience, applications (academic, housing, funding) Note 2 ISIS - Process Application Business Process Model - Dec 1996 Page 1 of 2 Deposit Fees Received + Post Back to Applicant
- 38. Page 38Classification: Restricted Process Properties Specified per diagram Volume per unit time Current experiiencedduratiionn (best, average, worst) Current cost per invocation Desired target duration andcost Process Owner Plusall that is apparent from contained symbols e.g.User community, related processes, inputs and outputs..
- 39. Page 39Classification: Restricted Properties per Activity Minimum, averageandmaximum duration (current, target) Leadtime before commencement Organizational responsibility Resources consumed type, unit of measure andconsumption (min maxavg) Number of servers Geograpphhiiccllooccaation(s) Cost of performing the activity once (current, target) For ttriggersemerggiinggfrom aanaacctiivviityy,,state fforeaachpath andprobability that it is followed(1=certainty)
- 40. Page 40Classification: Restricted Analysis Facilitated Determining duration of overall process Critical PathMethod techniques (ex. Project Management) Project Evaluation andReviewTechniques(PERT)can determine likelihood of various times For onlliine,take one ttranssactiion For batch,,callcullateruntime for all together Cost of performing the process SSeellecteeddccoossttiimmeessppaathproobbaabbiilliitiieess(1 timme)X volume to get overall costs
- 41. Page 41Classification: Restricted More Analysis Resources consumed Queuing effects canbe examined Queuing will occur if arriving requests take longer to processssthan the arrrriivvaalliinntervvaall Canlook at anaverageoverallllor iindiivviiduaall scenario Various alternative scenarios easily compared What if we replace mail with e-mail? What if we fully automate routiine cases?
- 42. Page 42Classification: Restricted Assurance Domain ModelEmp History Client Will Mar Type Enterprise Legal Person Real Person CCTrust Co P'ship Consultant Visit Dis- ability Invest- ment Life Cover Role With- drawal Proff.IndividGroup Foreign Collection Fin.Inst Attorney Insurer Med. Schem. Prov Fund Life Pension RAAnnuity Medical Unit Trust Term Life Stop Order Debit Order Children Spouse Doctor Medical Report Employer Attorney Co-Dir Partner e.g. Policy Owner Life Assured Payer Beneficiary 0..1 * * * * Occup. * * * * * * * * * * * 1 * * 1 Benefit * * Contract * * Role Type * Contract Type *
- 43. Page 43Classification: Restricted An Assurance Application Completeness Check Application Capture Poll Applications per Branch Capture Medical Underwrite Advise Client Credit Commission Assess Medical Rejected Low Risk Not OK Check Bank Details OK Issue Contract High Risk Load Premium Client Premises Complete Application Form Branch Office Application Head Office Client/ Agent Doctor Form App1 Initial Medical Report
- 44. Page 44Classification: Restricted Assurance Current Process Analysis BBeesstccaasseedduuratiioonn3 days38 mins Averageduratiion 3 dayss1 hr 1122miinnss Averagecost R326(about US$72) Longest delay:waiting for medical report No major savingsby speedingup headoffice processes FFuullyautomated functions much cheaper than computer supported ones Automation will save costs Head ooffffiicceeUnderwriting is uunnddeerstaffffed
- 46. Page 46Classification: Restricted In this module We will Look at the pressuresfacing business Identify some"classic" BPRapproaches Explore afew case studies Look at BPRprinciples andopportunities Explore the emergingconcepts of Convergent Engineering Linked Business/ITdevelopment SSuusstainnaabblleere--eennggineeriinngg Selfoptimizingprocesses Seehow to balanceinnovation andprocess improvement You will RRee--eennggiinneeeerabbuussiinneessssproocceessss,,reflectinggthheecchhaannggeessin a businessprocessmodel
- 47. Page 47Classification: Restricted The changing shape of the organization Slow Distorting Inefficient Lean Flexible Effective
- 48. Serial vs Parallel flow
- 49. Page 49Classification: Restricted Debunking the Myths Information can only be in one place at a time Shared Database Comms Only experts can perform complex work Expert Systems Must choose between centralised and decentralised Comms Networks Managers make all decisions DSS Empowered Staff Field offices required to support personnel and forms Wireless Comms Cellular Phones Notebooks PPeerrssoonnaalccoonnttaaccttwith clients is vital e-mail, tele / video conference, EDI Manual tracking of progress/ movement Tracking systems Transponders Plans revised on fixed infrequent cycle Ongoing adaptation Rapid Communication Adapted in part from Hammer & Champy, Reengineering the Corporation
- 50. Page 50Classification: Restricted Business Re-Engineering Looks at waysin which businesscanbe changed... to be more effffectiivveeiinnddeelliivveeriinnggvvaalluueeaannddsseervviicceto customers enhancingbenefits for other stakehollders through...... innovatiion improved quality greater efficiency faster response rapid adaptability Loookkssat technology asanenabler to implement, support andaccelerate these changes Cuts across traditional Organizational andsystem boundaries FFooccuusseesson the ccuusstoommeer,stakeholders andthe value chain(s) produciing vallueto these groups Slow Business is No Business !
- 51. Page 51Classification: Restricted Ford Purchase Management - Before Purchasing Supplier Materials Accounts Payable Head Office Plant Purchase Order 2 Payment 7 Invoice 5 Receipt 6 Goods 4 Request 1 Purchase Order 3 500 staff Complex reconcilliation Very slow
- 52. Page 52Classification: Restricted Ford Purchase Management - After Supplier Plant Head Office Materials Rejections Purchase Order Cheque Goods Staff reduction by 75% Quality of delivery ++ Very quick turnaround Computer System Inventory Database Production Schedule
- 53. Page 53Classification: Restricted Hammer''s BPR Principles •Organiize around outcomes, not tasks •Havethose who usethe output of the process perform the process •Subsume informatiion processiing work iinto the reall work that produces the information • Treat geographically dispersed resources asthough they were centraliised •LLiinnkkppaaraalllleellaacctiivviitiieess iinnssteeaaddooffintegrating their results • Put the decision point where the work •is perfformed, and buiilld control into the process •Capture iinfformatiion once,, and at the source
- 54. Page 54Classification: Restricted BPR at Mutuall Beneffiit Liiffe Case Manager Case Manager Case Manager Underwriter Phsyician Expert System Expert System Expert System Databases PCs MF Case Managers have full autonomy Good turnaround - 4hrs Avg 2 - 5 days 100 field office positions eliminated Double volume of work handled Source: M Hammer, HBR, 1990
- 55. Page 55Classification: Restricted Five Steps in BPR Davenport& Short,SloanManagementReview,1990 suggest: Develop businessvision andprocess objectives Identify processes to beredesigned Understand andmeasurethe existing processes Identify I.T. levers Design andPrototype the new process TToowwhhiicchhwweeaaddd: Ensureconsultation andbuy-in of affected parties Measure effectiveness of new process as"proof of concept" Ensurescalability andrepeatability MMaarketand routiinniizze
- 56. Page 56Classification: Restricted A re-engineered process ISIS - Progress/Review Application Business Process Model - Dec 1996 Deposit Arriving Record Deposit Examine overall status of application. Advise parties on change in status Offer Accepted Funding Confirmed Missing Information Received Results Received Change of Application Capture Acceptance Record Funding Capture Information + Update Affected Applicants Issue new ofer Application Recorded AcademicHousing Individual Deposit External Funding University Sources 12 2 3 4 7 6 5 9 8 11 1 10DAILY Rules Change Offer Status Withdraw Offer Advise Applicant + Refer Decisions + This process should be about 2/3 Automated moving up to about 85% with full implementation of AARP. Routine Decisions to be grouped , exceptions highlighted for attention
- 57. Page 57Classification: Restricted Divergent Models of Business and Software Leads to inaccurate translation Long project times Unresponsive to Business Difficult to change
- 58. Page 58Classification: Restricted Adaptive Software Devellopment TecchniiccaallDomaiin Time Opera- tions Opera-- tions Support ssyystem Support SSyysstem Adapted from Dr David Taylor, Enterprise Engines Inc. Business Domain Requires: Rich Models High Fidelity, Rapid Conversion of Models to Executable systems Ability to "Simulate the Business"
- 59. Page 59Classification: Restricted A Layered Architecture SALES SERVICING PRODUCT DEVELOPMENT Views & Controls Business Models Legacy Systems Models must fully express business objects, rules Must be modifiable in real time Include: Information, Workflow/Process, Integration with Legacy, Business rules/constraints, Financial and other measures Concurrent "now" and "alternate" scenarios Consistent model must support: Representation, Simulation, Execution
- 60. Page 60Classification: Restricted A "flat" design A design with "chunks" Architecture Approach reducess complexity
- 61. Page 61Classification: Restricted Design of complete business process including manual, partially computerised andfully automatedprocesses Control mechanisms (constraints, responsibilities (of individuals and workgroups)) andestimated tiimiingaand costs of activities - allow comparison of alternative approaches Use concept of outcomes and document states, where "documents" canbe rich hypertext or compossiite documents including avariety of classes andabstraacctdatatypes Business Process Design Student Complete Applic.Form for Degree Verify Capture complete Form & rules adherence Resolve missing info PostGrad Applic. Evaluate PostGrad Applic. Info missing PostGrad Evaluate UnderGrad Acceptance or rejection
- 62. Page 62Classification: Restricted Automated dispatching andqueuing of documents to clerks andother agents canlater be supported viiaworkffllow toolls A procedure manager can monitor performance andhandle exceptions: - think about how to tell if the process is working effectively from a bbuussiinneessssperssppeecctive Performance model can be built to determiine what iinfformatiion is needed to perform eachprocess optimally Above two elements should be added to Domain Model Business Process Design Student Complete Applic.Form for Degree Capture Form Verify complete & rules adherence Resolve missing info Evaluate PostGrad Applic. Evaluate PostGrad Applic. Info missing PostGrad UnderGrad Acceptance or rejection
- 63. Page 63Classification: Restricted Complete Application Form Capture Medical Underwrite Advise Client Credit Commission Assess Medical Rejected Low Risk High Risk Not OK Check Bank Details OK Issue Contract Load Premium Client Premises Head Office Client/ Agent Doctor Doctor Premises Branch eliminated Reps have notebooks and cellphones Medical reports via internet Later Head Office processes fully automated Best case duration 2 hr 27 min Average cost reduced to R213 (US$ 47) Substantial resource savings Reengineered Assurance Process
- 64. Page 64Classification: Restricted Why BPR can fail Lackof management commitment andfollow through Targeting too manyareas Lackofmeasurement Jobsare threatened Lossof corecompetencies No changefrom command andcontrol to empowerment Lackof adequate or timely I.T.support Lackof involvement by stakeholders at all levels Internall rather than external ffocus Not doing the necessarytraining, counselling Not cchhanggiinnggthheiinncceenntiivvessyyssteemmss
- 65. Page 65Classification: Restricted Innovation New Ideas Radical n x change Unreliable Invasive High Risk "Western" BPR RAD
- 66. Page 66Classification: Restricted Continuous Improvement - Kaizen Sustainable Slow, incrementall improvements .ntimes improvement Reliable Not disruptive TQM Sw Eng CMM
- 67. Page 67Classification: Restricted Combiiniing ffor sustaiinablle,, rapiid improvement One-time radiicallchange leading to.. Framework Innovation in isolated cells Kaizen in cells andin oovveeraallllproocceessss Prove innovations viapilot before deployment
- 68. Page 68Classification: Restricted Defined Process Defined Product Perform Process Quality Check Collect Results, Measure Norms and History Review and Revise Evaluate Pilot Measure Integrate Innovations Sustainable Innovation Model Research Group n people Process & Methods Support 2n people Project Teams 20n people
- 69. Page 69Classification: Restricted System level models
- 70. Page 70Classification: Restricted Data andProcessareintegrateedd FinancialModelscanbeintegrated directly in behaviour of business objects Simulationcanbeachieved by usingacopy of amodel with simulated inputs, or achangedcopy of amodel with real inputs Work flowmodels are easiillyiimpllemented andallllowtasks to evolve from being manualto automated over time Layeringhelps isolate effects of changes Wrapperingallows usto leverage or squeezeout legacy ccoommppoonneenntsoovveertime whilleemmaaiinntaininggsseervviiccee Objects help integrate models
- 71. Page 71Classification: Restricted Outcomes (system level models) We needto rigorously consider the effectof activities on underlying objects (domain, andat a designlevel,techniicall) Expressedasanannotation emerging from an Activity of the fform: [Object Type][State] All sucheffects areexpressed Activities which affect the state offmore thaannone object type are ffurrtthheerddeeccoomppoosseeddtiillllthheeyydo affect jjuusstoonneeoobbjjeeccttype Discrete states potentially reached by agivenobject type are linked by asynchronisatiion bar All Object Typesnamedmust exist in the domain model Capture Application Client Created Application Recorded
- 72. Page 72Classification: Restricted Activity decomposiitiion examplle Process Sale + Reorder Stock Stock Ordered Transaction Recorded Stock Below Reorder Level Customer Updated Transaction Recorded Decrease Stock Stock Below Reorder Level Debit Customer Customer Updated Generate Invoice Record Transaction Client Purchase Request
- 73. Page 73Classification: Restricted Pre- and Post-Conditions It is inefficient andcognitively messyto haveall the invokersof an operation check the parameters passed. The checking should be done in the receiver,where it occurs once. If the Preconditions are not met, the receiiver retur nssan errrror messageanddoes nothingelse. This provides very good modullarity iisffaaiill--ssaaffeeaanndd promotes reeuussee...... ... leading to economical, conceptually simpler software... ... which ismore reliable andeasier to maintain. Request Result Preconditions form a filter
- 74. Page 74Classification: Restricted Typical Outcomes (Event Types) An object is created An object is deleted An object is reclassified Instances of collections are addedor dropped The stateof anobject is changedby updatingattributes An externaleventis processed e.g.We get input from the screen or the user clliicksson anobjject Event
- 75. Page 75Classification: Restricted Design Level Models Add technical events Showinputs andoutputs to/from userinterface Makeuseof frameworks andinfrastructurecomponents e.g.workflow, logging,controls Decompose so no activities affect more than one object type =>methods AAddllooggicaltraannssaactiioonbboouunnddaries Canindicate platform allocation or geographic split With resources andvolumes canbe usedfor capacity planning, performance estimating Accommodate existing systemanddata assets
- 76. Page 76Classification: Restricted Mapping to Layered Architecture Design
- 77. Page 77Classification: Restricted In this module We will Explore the Model, View andController approach to design Introduce concepts of how to Maprequirements (captured in the systemlevel event models) onto the MVC layered architecture This is aform of "responsibility driven design" which helpsus place behaviour in the right classes The BusinessObject Domain Model will beennhhaanncceeddwith behaviours on the existing cllassesandyou wiilllldeffiinenew classesto managebusiinessprocessssess Legacycomponents will beincorporated viawrappering
- 78. Page 78Classification: Restricted Model, View and Controller View Controller Model Object Storage Windows, Display Objects, Visual Components Business Process Logic, Rules Transaction Logic, Current State Business Domain Objects PPeerrssiisstteennttOObbjjeeccttss Enduring Business (integrity constraints and rules)
- 79. Page 79Classification: Restricted View Responsible for providing the user interface Contains instances of systemor vendor provided classesor customized components Handles basicevents which are related to GUIIor iinterffaacceeoonnllyy Minimize, maximise, drag, sizeawindow Scroll alist or page Popup amenuetc Commmmuunniiccaateessbbuussiinneessssevents to thheeCCoonnttrroollllerllaayyeer Once screen is full, pressingthe "OK" button Menu item selection Drag drop in direct manipulation interfface
- 80. Page 80Classification: Restricted Controller Creates the user iinterffaaccee((vviieew))llaayyeeraannddaacctiivvaateessit Waiitsfforeveents Processesbusinessevents Implements transactioncontroll Coordiinates effects by ssendiingmessagesto thheemoddeell,,aannddreessuulltsbbaacckkto thhee view Canbeat two llevells:: Start Create Tx Sale Customer A Debit Agent1 Branch10 PayCommission AddSale ProductX End decreaseStock Tx Technical (normally provided by framework or classlibrary) Technology specific Could be GUI, text interactive or batch interface Business(normally userwritten) Not technology specific ham McLeod June1999
- 81. Page 81Classification: Restricted Model Contains the Domain Class Objects User developedclasses Models the businessviasimulation Objects are persiistent Normally live on adatabase Mayimplement enduring business consttrraaiinntss//ruulleess Cancontain legacycomponents via "wrapperss""
- 82. Page 82Classification: Restricted Business Processes Domain Objects Process Application Legacy Systems Wrapper Persistent Objects GUI desktop clients Intranet Internet Views & Controls Pay Commission Client Object Application Server Gatew ay Legacy Relational Data ObjectStorage Layered Application Architecture
- 83. Page 83Classification: Restricted Models and the architecture Process Application Legacy Systems Wrapper Persistent Objects GUI desktop clients Intranet Internet Pay Commission Client Gateway Domain Model not avail available Receive Reservation Request Advise Client Book Seat Seat Reserved Logic of process Individual Method Responsibilities System Event Model Proto Type Class Structure and Relation- ships Layered Design
- 84. Page 84Classification: Restricted Multiple "Controllers" The controller layer maybe further subdivided into additional layers In one approach we separate platfform dependent issuesiinto a "technical controller" andbusinesslogic into anotherlayer Improves portabiilliity andeaseoffchangiingbusiinessllogiic The samebusinesslogic layer cansupport various interfaces, e.g.GUI, Internet Browser and Batch For large systems,we will not haveamonolithic controller with many methods, but define new classesper business process. These can encapsulate the necessarystatussiinfformaationn,,hhoollddthheemeethhooddssto implement the businessprocess,,andiimpllement the ""process mmaannaaggeer"ccoonncceeppt.BusinessProcess CCllaasseswill be aadddedto the Object Model built during domain modeling
- 85. Page 85Classification: Restricted Conclusion The approach presented hasevolved over some7 yearsoffresearcchaand consulting practice It hasproven capablleandpractical for useby averagedevellopersin commercial organiizatiions It iisaccessiiblleto bussiinessssperssonnellwiithout aheavytechniicallbackground..The essenceof models canbebuilt quickly in interactive facilitated (JAD) sessionswith groups of users and anallysts The approach addressesseveralareasnot well covered by other popular OO methods, viz: System dynamics MMooddeellingbeyondthe "syyssteemmssbbooxx""to incclluuddeebusinessissues Businessandprocess engineeriing Inclusion of inputs,,outputs andresources at abusinesslevel Rigorous mappingof dynamicsto domaiinmodell Seamlessmappingof systemdynamicmodelsto layered design archiitecture We hhaavveeddeevveellooppeeddaprototyyppeeCCAASSEEtoooollto iimmppllementthheeccooremmooddeelliinngg approaches