Analyzing Business Requirements in a Visible Enterprise

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  • Analyzing Business Requirements in a Visible Enterprise

    1. 1. Business Requirements Analysis in a Visible Enterprise With Metastorm Provision BPA
    2. 2. Today’s Challenge – Mind the Gaps <ul><li>Goals and objectives </li></ul><ul><li>Enterprise Models </li></ul><ul><li>Relationships & Future State </li></ul><ul><li>Modeling </li></ul><ul><li>Simulation </li></ul><ul><li>Optimization (Six Sigma, SCOR, ITIL…) </li></ul><ul><li>Design </li></ul><ul><li>Integration </li></ul><ul><li>Automation </li></ul><ul><li>Metrics and Monitoring </li></ul>Process Analysis & Optimization Strategy & Enterprise Architecture Process Execution & Management  2007 Metastorm Inc.
    3. 3.  2007 Metastorm Inc. Close the Gaps with a Common Language
    4. 4. Process-Oriented Management
    5. 5. Process Orientation
    6. 6. Process Thinking <ul><li>Cross-departmental: looking beyond functional silos </li></ul><ul><li>Optimization of end-to-end process cycle rather than local maxima </li></ul><ul><li>Focus on creating value for customers/shareholders </li></ul><ul><li>Enabling agility: built to change, not built to last </li></ul>
    7. 7. The Need for Process Improvement “… the idea of reexamining your processes from time to time to make them more effective and to wring out inefficiencies is more important now than ever.” “ A rule of thumb is that a lousy process will consume ten times as many hours as the work itself requires. A good process will eliminate the wasted time, and technology will speed up the remaining real work.” Bill Gates, “ Business @ The Speed Of Thought” , 1999 Business modeling enables improved performance.
    8. 8. Business Process Improvement – the Objective <ul><li>Improve a business domain’s business processes </li></ul><ul><li>Define the business requirements in support of the new business process </li></ul><ul><li>Identify an automated solution that implements the business requirements </li></ul>
    9. 9. A Typical Software Development Project
    10. 10. What is the cause of most failed System Development projects? <ul><li>“ If you don’t know where you are going, any road will get you there.” </li></ul><ul><ul><li>Inadequate requirements </li></ul></ul><ul><ul><li>Scope not defined </li></ul></ul><ul><li>Inadequate communication between Business and Information Technology personnel: </li></ul><ul><ul><li>Don’t understand each other’s language </li></ul></ul><ul><ul><li>Don’t understand each other’s needs </li></ul></ul><ul><ul><li>Process vs. Data </li></ul></ul><ul><ul><li>Ambiguity </li></ul></ul><ul><ul><li>Assumptions </li></ul></ul>
    11. 11. The Best Way to Gather Business Requirements <ul><ul><li>Capture requirements as a set of software models </li></ul></ul><ul><ul><li>Build a software repository from the models </li></ul></ul><ul><ul><li>Analyze the business first...and implementation second </li></ul></ul><ul><ul><li>Gain consensus of business process owners </li></ul></ul><ul><ul><li>Involve owners jointly in the analysis and design process </li></ul></ul>
    12. 12. Enterprise Architecture (EA) <ul><li>“An Enterprise has an Architecture even if it doesn't have Electricity…” </li></ul><ul><li>Anonymous </li></ul>
    13. 13. Zachman Framework TM e.g. DATA Builder SCOPE (CONTEXTUAL) MODEL (CONCEPTUAL) ENTERPRISE Designer SYSTEM MODEL (LOGICAL) TECHNOLOGY MODEL (PHYSICAL) DETAILED REPRESEN- TATIONS (OUT-OF- CONTEXT) Sub- Contractor FUNCTIONING ENTERPRISE DATA FUNCTION NETWORK e.g. Data Definition Ent = Field Reln = Address e.g. Physical Data Model Ent = Segment/Table/etc. Reln = Pointer/Key/etc. e.g. Logical Data Model Ent = Data Entity Reln = Data Relationship e.g. Semantic Model Ent = Business Entity Reln = Business Relationship List of Things Important to the Business ENTITY = Class of Business Thing List of Processes the Business Performs Function = Class of Business Process e.g. Application Architecture I/O = User Views Proc .= Application Function e.g. System Design I/O = Data Elements/Sets Proc.= Computer Function e.g. Program I/O = Control Block Proc.= Language Stmt e.g. FUNCTION e.g. Business Process Model Proc. = Business Process I/O = Business Resources List of Locations in which the Business Operates Node = Major Business Location e.g. Business Logistics System Node = Business Location Link = Business Linkage e.g. Distributed System Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics e.g. Technology Architecture Node = Hardware/System Software Link = Line Specifications e.g. Network Architecture Node = Addresses Link = Protocols e.g. NETWORK Architecture Planner Owner Builder ENTERPRISE MODEL (CONCEPTUAL) Designer SYSTEM MODEL (LOGICAL) TECHNOLOGY MODEL (PHYSICAL) DETAILED REPRESEN- TATIONS (OUT-OF CONTEXT) Sub- Contractor FUNCTIONING MOTIVATION TIME PEOPLE e.g. Rule Specification End = Sub-condition Means = Step e.g. Rule Design End = Condition Means = Action e.g., Business Rule Model End = Structural Assertion Means =Action Assertion End = Business Objective Means = Business Strategy List of Business Goals/Strat Ends/Means=Major Bus. Goal/ Critical Success Factor List of Events Significant Time = Major Business Event e.g. Processing Structure Cycle = Processing Cycle Time = System Event e.g. Control Structure Cycle = Component Cycle Time = Execute e.g. Timing Definition Cycle = Machine Cycle Time = Interrupt e.g. SCHEDULE e.g. Master Schedule Time = Business Event Cycle = Business Cycle List of Organizations People = Major Organizations e.g. Work Flow Model People = Organization Unit Work = Work Product e.g. Human Interface People = Role Work = Deliverable e.g. Presentation Architecture People = User Work = Screen Format e.g. Security Architecture People = Identity Work = Job e.g. ORGANIZATION Planner Owner to the Business Important to the Business What How Where Who When Why SCOPE (CONTEXTUAL) Architecture e.g. STRATEGY ENTERPRISE e.g. Business Plan Process Activity
    14. 14. The Enterprise Architecture Framework View Why
    15. 15. Business Requirements Analysis – Project Plan
    16. 16. Business Requirement Deliverables
    17. 17. Business Domain Profile Business Interaction Model Goal Model Organization Model Process Model
    18. 18. Business Requirements Models Workflow Model Use Case Model Business Class Model Statechart Model
    19. 19. Business Requirements Models Requirements Model Storyboard Model Sequence Model Operation Model
    20. 20. Creating Process Scenarios
    21. 21. Performing Simulations
    22. 22. Activity-Based-Costing Analysis Resource Utilization Analysis – Identifying Bottlenecks Analyzing Results
    23. 23. From Workflow Model to Use Case Model
    24. 24. User Interface Identification
    25. 25. Navigation Grids & Reports
    26. 26. From Business Class to Activity (CRUD)
    27. 27. Publishing
    28. 28. Traditional Vs. BPM Developing BPM enabled applications is a vastly different approach to traditional systems development methodologies © BPM Focus Inc., 2006 – All Rights Reserved
    29. 29. The Spiral Approach BPM Enabled Application Development © BPM Focus Inc., 2006 – All Rights Reserved
    30. 30. Iterative BPM Lifecycle - a Simplistic View © BPM Focus Inc., 2006 – All Rights Reserved
    31. 31. Recommended <ul><li>Alec Sharp, Advancing Data Management through Process Orientation </li></ul><ul><li>Case Study in Sony: How Business Process Mapping Saved an IT Project </li></ul><ul><li>Peter Fingar, The MBA is Dead, Long Live the MBI </li></ul><ul><li>BPM Intro </li></ul>

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