The document discusses the role of the process analyst in bridging business and IT perspectives on a design team. It outlines how the process analyst must understand different components of abstract thinking and ensure all perspectives of team members are considered. The process analyst acts as an interpreter between subject matter experts focused on business concepts and enterprise architects focused more on technical context and content. The summary discusses skills process analysts need to effectively communicate with both business and IT teams, such as business knowledge, technical knowledge, and ability to define services and translate business models to system models.

1. Process Analyst
To Infinity and Beyond
Copyright © 2009 SentientPoint, Inc. All Rights Reserved

2. Presenter
Jack Hilty
Managing Principal, SentientPoint, Inc.
Jack Hilty is a Certified Business Architect CBA® and has 25 years of
enterprise-wide experience in providing overall leadership in the design
and development of Information Systems, specializing in business
process management, change management, project management,
service oriented and enterprise architecture. Jack is the Managing
Principal at SentientPoint, Inc. and teaches at Northwestern University
School of Continuing Studies and the University of Chicago Graham
School. Jack is a member of the Association of Business Process
Management Professionals (ABPMP), Executives’ Club of Chicago and
President of the Business Architects Association® and teaches Business
Architecture at DePaul University.

3. Agenda
 Key Issue
 The Evolution of the Design Team
 Past Roles
 Integrated Team
 The 3 C’s of Perspective
 Process Analyst Role
 Components of Abstract Thinking
 Perspective Cube
 Process Analyst as Pivot Point
 Skills, Experience and Personal Characteristics of a Process Analyst
 Communicating with the Business Team
 Communicating with the IT Team
 New Competency Levels for the Process Analyst
 Action Plan

4. Key Issue
In organizations in which a Business Process
Management approach have been adopted, teams are
made up of individuals with specific responsibilities and
expertise (business experts (SME), architects and
technical experts). Each team member has a perspective
framed by and directed to achieve his or her specific
goals. They do not necessarily take into account the
perspective of other team members with other
responsibilities.
The role of the process analyst is to ensure that all
perspectives are represented, considered and
accommodated.

5. The Evolution of the Design Team
Past Roles
Data Modeler Process Modeler
Process Model
Data Flow Model
Functional
Decomposition
CRUD Matrix
Dependency
Diagrams
Entity-Relationship
Attribute Model
Logical Data
Model
Physical Data
Model
Meta-Model
Dictionary
Services

7. Integrated Team
Business & System Objectives
Context Diagram
Business Scenarios
Process Models
Business Model Definitions
Enterprise Process Framework
Taxonomy and Metadata
Standards
Sequence Diagrams
Class Association Diagram
Class Hierarchy Diagram
Subject
Matter Expert
Process
Analyst
Business Knowledge
And Expertise
Enterprise
Architect

8. The 3 C’s of Perspective:
Concept – Business Process (ex: place an
order)
Content – Detail around the Process (i.e.
people, places, data, processes)
Context – Structure used to gather Content
(i.e. Process Models, etc.)

9. Process Analyst Role
Subject
Matter Expert
Process Analyst
Enterprise
Architect
Content
Context
Concept
Concept
Content
Context
Concept
Content
Context
Interpreter
Interpreter

10. Abstract Thinking
Thinking characterized by the ability to use
concepts (Concept) and to make and
understand generalizations, such as
properties (Content), or pattern shared by a
variety of specific items or events (Context).
--The Free Dictionary
How people naturally think.
--Jack Hilty

11. People/Role
Places
Things
Processes
Components of Abstract Thinking

12. People/Role
A person is defined as the role an individual plays. A
person may take on multiple roles, depending on the
business situation or context. For example, a single
person may be a customer, a salesperson, and a
manager.
Hint: When thinking about a role, focus on the characteristics of
the role played by someone or something.

13. Places
A place is an organizational designation (or grouping
of people)--such as company, department, division,
business unit, team--that is responsible for
performing a business function.

14. Things
A thing is a non-person tangible or intangible used or
created by a business function.
Examples: Products and Services, Data, Forms,
Systems.

15. Processes
A process is an activity performed to accomplish a
specific business transaction.
Examples: Order Inventory, Hire Employees, Contact
Customer.

16. The Perspective Cube
The
Perspective Cube
provides a way
to look at
collaborations/
responsibilities
from a variety
of perspectives.
Publication
Publisher
View
Reader
View
Advertiser
View

17. In terms of the responsibilities of a publication, there are
several different perspectives to consider.
•To the Advertiser, a publication is a medium in which to
place an ad to present a message to the public.
•To readers, a publication is a source of information.
•To the publisher, a publication is a source of revenue.
The challenge is to adopt the proper perspective for each
process.
The Perspective Cube

18. Process Analysts need be bi-lingual and
business- and techno-savvy to effectively perform
as interpreter between team members with
differing perspectives.
To do this, they should focus on acquiring and
enhancing skills, experience and personal
characteristics necessary to transition to a BPM
environment.
Process Analyst as Pivot Point

19. Category
Trait
Skill (S),
Experience (E),
Or Personal
Characteristic (C)
Competency
Required
in a BPM
Environment
Analytical C Abstract Thinking/ Multiple
Perspectives
Mastery
Analytical C Problem-Solving Mastery
Analytical E Business Knowledge Intermediate
Organizational S Planning Mastery
Leadership C Social Skills Intermediate
Leadership C Conflict Resolution Intermediate
Technical E Keep Pace with Technology
Advances
Intermediate
Communication S Interviewing Mastery
Communication S Writing / Documentation Mastery
Communication S Facilitation Intermediate
Communication S Presentation Intermediate
Skills, Experience & Personal
Characteristics of a Process Analyst

20. Speaking a “Shared Language” and bridging the gap
between business and IT benefits the organization by:
 Rapid development of business models designed from solid
business processes
 Development of standards and best practices to create stable,
scalable infrastructures with repeatable processes, procedures
and policies
 Solutions dictated by business needs, rather than technology-
driven
 Maximum return on technology, tools and personnel
Organizational Benefits

21. Communicating with the Business Team
Subject Matter Expert
Content
Context
Concept
Concept
Content
Context
Interpreter
Process Analyst
To successfully translate business needs into business models, the
Process Analyst needs intimate knowledge of the business functions
from a business process perspective – as well as the organization’s
strategic objectives.

22.  Visualization: Envision a solution from a business
process point of view rather than strictly a technology
perspective; formulate and analyze multiple business
perspectives (data, process, event, responsibility);
employ creative thinking
 Focus: Understand the appropriate and realistic
technologies needed to solve a business problem; see
the big picture, yet still be detail-oriented; think beyond
existing constraints and evaluate options
 Communication: Work with business experts;
effectively communicate through pictures and words;
facilitate design sessions using shared language
To communicate effectively with the business team, the
Business Analyst must be adept in the following areas:

23.  Coalescence: Use ideas from past experiences and
modify or extend them based on current business
situations
 Decomposition: Simplify business processes and not
be intimidated by complexity; identify and separate non-
essential details for later review and resolution;
organize and prioritize
 Action-oriented: Act as a conductor; keep the team
on task and in sync and working together

24. Communicating with the IT Team
To successfully translate a business model into a system solution, the
Process Analyst must communicate a process-centric solution using
service oriented design techniques to the architects.
Given the more detail oriented, systematic and deductive mindset of
the typical technologist, the Process Analyst must transition from
abstract to linear thinking.
Process Analyst
Concept
Concept
Content
Content
Context
Context
Interpreter
Enterprise Architect

25. To effectively communicate with the architects
and technical team, the Process Analyst must
be:
 Bi-lingual: Able to work with architects and
developers; effectively communicate through business
models; facilitate design sessions using shared
language
 Techno-savvy: Know the capabilities and limitations of
the technical environment; understand UML techniques
and technical design standards and practices

26. New Competency Level Expectations
for the Process Analyst
 The Process Analyst needs to learn new skills, master
them to greater degrees of competency and gain
additional experience.
 The Process Analyst must have business knowledge (a
deep understanding of company business goals and
processes) and technical knowledge (understanding the
value of where to apply new and current technologies).

27.  The Process Analyst must be able to define services
and incorporate them into service oriented processes.
 The Process Analyst must be able to work with Subject
Matter Experts and Architects to translate – or interpret
- business models into system models.
New Competency Level Expectations for
the Process Analyst

28. Action Plan
Given the proper learning situation and resources, a Process Analyst will
rapidly develop the skills and competencies necessary for success.
The most successful organizational learning environment is one where
accelerated learning is encouraged and rewarded and is comprised of the
following four proven approaches:
Provide high quality training coursework and materials to drive new skill
acquisition
Provide opportunities to practice new skills under the guidance of a proven
expert and mentor
Provide opportunities to work on current initiatives so that new skills can be
applied immediately in a real-world situation and refined based on hands-on
experience
Augment the development team on initial projects with outside experts who
can mentor in-house staff until they attain the appropriate level of competency
on necessary skills.

29. About SentientPoint, Inc.
SentientPoint, Inc. is a Chicago-based firm that delivers business
consulting, education, and mentoring services to large complex
businesses that need to improve Business and IT integration.
Jack Hilty is a Certified Business Architect CBA ® and has 25 years of
enterprise-wide experience in providing overall leadership in the design
and development of Information Systems, specializing in business
process management, change management, project management,
service oriented and enterprise architecture. Jack is the Managing
Principal at SentientPoint, Inc. and teaches at Northwestern University
School of Continuing Studies and the University of Chicago Graham
School. Jack is a member of the Association of Business Process
Management Professionals (ABPMP), Executives’ Club of Chicago and
President of the Business Architects Association® and teaches Business
Architecture at DePaul University. jhilty@sentientpoint.com
www.SentientPoint.com 312-925-6841