BPM 4 BA’sThor Harris MACS

CPP Certified Process Professional

CPM Certified Process Manager

Six Sigma Black Belt

THOR@ACSMAIL.NET.AU Mobile: 0403 945 999

2

What Does A BA Do ?PLAN

Detailed Requirements

TEST DEPLOY ROI

Business Case

ProjectCharter

ScopeSIPOC

Define AS IS

Scenario

Synthesise

TO BEScenario

DocumentProject

ReviewSign off

Hand over

Business Process

Modelling

BusinessRules

UI Design

GlossaryOf Terms

NON FUNCTIONAL

REQUIRMENTS

IntegrationSpecification

“To Be”

Future State Modelling

(an essential step for most projects – but often overlooked)

Pragmatism vs. PurismDoing the correct amount of “as is” current scenario modelling is dependant On the organisation process maturityAnd the project constraints

3

BA Methodology & BPM

Setting Objectives

Scope Feasibility, Risk

DetailedAnalysis

Develop SolutionsTranslate to functional,

Technical Spec

ImplementationTesting

Documentation

Discovery /Elicitation

Problem / Issues

Gather and Identify

Document AS IS

Process

Compare to•Best in Class•Competition•Vision/Objectives

CONDUCTGAP

ANALYSIS

Evaluate Recommendations

MAP TO BE model

• High Level :

1. Determine Business Needs2. Understand Current Business Process and architecture3. Develop Business Architecture and Solution Vision

• Detailed Requirements :

4. Identify Solution Alternatives5. Define Target Business Process and rules6. Define Architectural Requirements to enable process7. Validate Solution Benefits

• System + Implementation + Training + Testing + Transition

8. Finalise Target Business Process and rules9. Undertake model functional analysis and Service Orientation10. Finalise solution architecture requirements and Transition PLAN

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BPM & Service OrientationANALYSIS DESIGN Development

IT A

pp

licat

ion

Dev

elo

pm

ent

IT A

pp

licat

ion

Dev

elo

pm

ent

Bu

sin

ess

An

alys

isB

usi

nes

s A

nal

ysis

Business Process Modelling(requirements)

Business Process Modelling(functional specifications)

BUSINESS ARCHITECTURE(Process, Workflow, User Interface, Business

Rules)

SOLUTIONS ARCHITECTURE(service orientated SOA)

SYSTEMS ARCHITECTURE (OO Design)

Application Design

Application Design

UML2 models CANMAP at a detailed Functional levelTo business process

E.G. Activity, StateSequence, Use Case, State, Component, Class…

Process Modelling to elicit requirements

Then Verify

Then Specify and detail

5

Business Process ArchitectureProduct

SCO

Manual Business

Rules

BusinessProcesses

Business Requirements

Automated Business

Rules

Services /Components

INFRASTRUCTURE

V

APPLICATION

§ Business Architecture§ Technical Architecture§ Process Architecture§ Continuous Improvement

· Business Architecture· Business Process Modelling· Process Improvement· Business Process Domain

Modelling BPDM (data)

§ Business Process Modelling§ BPMN, BPEL, XPDL§ SOA Servive Orientated

Architecture§ Solutions Architecture§ DATA Architecture§ Technical Architecture

DATA

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Problems BA’s Face

• Inadequate Stakeholder engagement• Handover BA doc’s to IT / Test / Train• Missed requirements cost 10 to 200 times

more to detect and implement later in a project

• Approx 60% of “bugs” trace back to inadequate or unclear requirements

• Large detailed documents difficult to verify and signoff

7

Practical Reality• Hold Workshops & include Process Modelling :

– At all stages in the project to engage key stakeholders (that may change from phase to phase)

– To elicit and detail requirements– To handover and communicate requirements– To verify and signoff requirements

• Workshops: • Can be difficult to get several people booked but the results are far more

productive than sequential interviews

• Workshops are “business as usual” for BA’s • Facilitation skills to conduct workshops and achieve consensus and

signoff is a core BA soft skill

• How does a BA hold a good workshop ?.........

8

Approach to Process ModellingTop DownStart WIDE & SHALLOWThen Slice NARROW & DEEPStart High Level and then decompose Into detail …

That is IF YOU CAN DO TOP DOWN!

But Sometimes - dependant on projectConstraints and organisational processMaturity it is necessary to startBottom up

Modelling occurs at many levels from the high level organisation(s)Down to low level sub system components and procedures … # use the level Of modelling appropriate for your project ….

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Process Analysis 101

Inputs Outputs

•Functions•Rules•Data + KPI’s

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Fundamental BA Questions …• What products or services do our customers want – what are

the customers Moments of truth ?

• How Do We orchestrate these business processes – who owns them – how are they organised – who monitors them ?

• What are the detailed end-to-end business processes and business rules that deliver these products / services ?

• What is the Business Case / improvement underpinning the decision to deliver these services ?

• What Architecture & information systems enable these business processes ?

• How do we transition, transform, change to implement these processes ?

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Levels of Models

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ZachmanZACHMAN:

Types of Models

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Business Process M&MMM’S

• BP Mapping - simple diagrams• BP Modelling - tools & repositories• BP Measurement - KPI’s and metrics• BP Management - Ownership/improvement• BP Maturity - enterprise transformation & CMMI

BPM can mean anything from a simple diagram thru to change management and transformation of an entire organisation ……….

14

Is a Picture a model ?

A Picture . . . .

Provides information

Has no enforceable rigour

A Model can be . . . .

Analysed

Reported on

Used to navigate through relationships

Used for simulation

Trigger workflows

Used to drive BPM suites

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Not Many People Know This !

• A business process model repository / tool is an accountable IT asset

• Business Analysis Effort using BPM tools – is NOT an overhead – It will develop an asset that is accountable on the organisations books

• Using the correct BPM TOOLS and TECHNIQUES will transform the way Business Analysis is viewed and utilised in the organisation

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BPM Scenario: Business Intelligence & Data Ware House

Operating the business

Controlling the business

Improving the business

ETL

BUSINESS INTELLIGENCE

REPORTING

Operational Database(S)

&ESB

DWHOLAP

DWH Lifecycle

Improve

40% to 50% of BI / DWH projects are failing – usually avoidable by BPM !Focus on the process and information/measurement for the process leads to agility.

Organisation Success is dependant on understanding how information impactsTheir processes – without BPM many BI systems fail to achieve ROI

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Business Rules & BPM

Business Rules

Test Cases Workflow Systems Decision supportRules EngineSystems Design

Business ProcessModelling

Business RuleSpecification

BusinessScenarioModelling

Model Driven Architecture

From Simple to complexApplications …. BusinessRules are organised to Support processes…

Could be an additional Presentation ?

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We are always rediscovering Processes

Projects growMore complex,More specialities,More Teams,More Communication,More Handovers,More Governance,More Traceability,More Testing,More Training….

Process is a logical unit of work for decomposing and managing large projects .. With..

large numbers of business rules,

large numbers of test cases,

large numbers of applications

…… into manageable chunks

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Service OrientationModel Driven Architecture

Scope Business Scenario Modelling Systems Modelling Development TEST

Project InitiationScoping

(SIPOCR)High Level Modelling

&Architecture

Current BusinessScenario

Model

Scenario Problem

Identification

Scenario Solution Option

Synthesis

Scenario Solution Option

Recommendations

Target (solution) BusinessScenario

Model

Existing Sytems

ArchitectureModel

Target Systems

ArchitectureModel

Systems Solution Option

Synthesis

Systems Solution Option

Recommendations

Specification

Test Cases

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BPM Scenario: SOX compliance ….

General Ledger

Sig

nif

ica

nt

Ac

co

un

ts

Business Process(Process Owner)

Key Process Controls(Control Owner)

Supporting IT System(System Owner)

Underpinning IT Controls(IT General Control Owner)

12

3

4

5

SecurityChange

ManagementFacilities Operations Database

Annual Report

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BPM Scenario: Modelling IT compliance

Control Objectives for Information and related Technology : CObIT

CONTROLIT Processes

Which SatisfyBusiness

Requirements

Is enabled byControl

Statements

ConsideringControl

Practices

34 IT Processes

318 Control and Audit Points

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& lots more real applications

• Call Centres & IVR• Supply Chain Manufacturing & Distribution• Counter Services – Govt. Banks. Etc.• E-Commerce & website navigation• Enterprise Service Bus Design• Back office services• Customer Focus • Process Improvement

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Useful Research & case studies: www.Gartner.Com

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Once You’ve defined Processes you can Measure

and Improve them …..

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Tools and Techniques Many Tools and techniques available to model, analyse, measure processesSIX SIGMA / Lean has a collection of hundreds of useful tools that a BA can Leverage…….. Here we just scratch the surface : Six Sigma Tools

MEASUREMEASURE ANALYSEANALYSE IMPROVEIMPROVE CONTROLCONTROLDEFINEDEFINE

Targetsetting

Project Scope Charter

TAKTanalysis

Touch Timeanalysis

Baseline Data

Voice Of Customer

BPMValue stream

Mapping

Interview Guidelines /

Walkthru

Flow Diagnostic

SIPOC

WasteElimination

OPE

ErrorRate

Spaghettidiagram

Process Diagnostic

Demand Map

Demand Mix

Demand Diagnostic

Issue Lists

Kaizen

Problemsolving

Process Design

Idea Lists

SMED

5-S

POKAYOKE

PhysicalLayout

Flow

LineBalance

Load Balance

CapacityScheduling

DemandForecast

Model

Heat Maps

Visual Management

ImprovementLists

Most of the analysis tools

ProcessDesign

Capacity Scheduling

DemandForecast

model

Heat Maps

Visual Management

RiskMitigationControl

Plan

RolloutModel

RolloutPlan

Checkout: WWW.GOALQPC.COM

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Tools to identify problems and tools to analyse problems

Process Model

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Evolving Technology & standards

• BPMN

• BPEL

• XPDL

• BPDM

• SOA (SOA 2)

• UML (UML 2)

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Process Mapping Tools $ to $$$$?• ARIS• iGrafx• DOORS / TAU• HOLOCENTRIC• VISIO / Powerpoint / Draw / Excel• SMARTDRAW• And Hundreds more – lots of “free” and “open source” & “trial evaluation” etc..

Process Execution Tools $$$$$?• Web Methods• Savvion• Tibco• BEA• ULTIMUS• ARIS / IDS Scheer• And over 40 more ………

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BPMS

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Getting Started with BPM

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Where Does a BA start ? • Requirements Documents and templates should

have a section included : as it / to be process• Scoping documents should use high level

process maps and SIPOC • Simple modelling tools to clarify, communicate,

verify • BA requirements Workshops that include

process modelling as a tool• ASK Architects and IT about process modelling

and Service Orientation • ASK the business about process improvement,

customer focus opportunities

32

How Does a BA start to use Process models ?Understanding “As-Is”

• portraying the current processesDetailed Analysis

• of the tasks, activities, problems and issuesRequirements Definition and Analysis

• determine and assess requirements definition + GAP AnalysisDesign and Development

• obtain & verify design data, adjust parameters for optimisationProcess Options Comparison

• evaluate alternatives against selection criteriaTesting and Evaluation

• simulate the business process environment and evaluate test dataOperations

• planning, operations, validation, logisticsCommunication, Verification, Signoff

•Publish and circulate modelsHandovers to IT, Testing, Training, Governance, Project Management

•Use models to pass on high level understanding

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Start Modelling at YOUR level

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Useful Tool: Scope / Context SIPOC(R)

Business Analysis Continuous Process Improvement

RequirementsRequirementsInputsInputs High LevelProcess

High LevelProcess OutputsOutputs CustomersCustomersSuppliersSuppliers

Stakeholders (1.1.0)

Subject Matter Experts

(5.2.0)

SCR’s (1.3.0)

Project Methodology

(2.8.0)

Project Templates (2.3.0)

BSG (1.4.0)

IT (1.5.0)

Testers (1.6.0)

Requirements (3.2.0)

Specification (3.3.0)

Design & code (3.4.0)

TEST (3.5.0)

Business RuleGuidelines

(4.1.0)

UML DiagrammingGuidelines

(4.2.0)

TemplatesAnd

Tools (4.3.0)

Methodology Guidelines

(4.4.0)

BSS (1.7.0)

PMO (1.8.0)

BSG (5.3.0)

IT(5.5.0)

Testers(5.6.0)

Stakeholders (5.1.0)

Business Architecture

(2.7.0)

Test Methodology (2.6.0)

SPECIFICATION GUIDELINES

(2.4.0)

IT SPECIFICATIONS

(2.5.0)

SCR’s(5.4.0)

BSS(5.7.0)

PMO(5.8.0)

BUSINESS RULES

(2.2.0)

BUSINESS PROCESS

MANAGEMENT (2.1.0)

Subject Matter Experts

(1.2.0)

Scope (3.1.0)

BusinessArchitecture

(3.6.0)

1.0 Current Scenario

2.0 Vision

3.0 OPTIONs

3.1 Recommendations

3.2 Risk Assessment

3.3 Costs

3.4 Tools

3.5 Rollout

3.6 Training3.7 Business Architecture

4.0 Short Term Plan

5.0 Pilot Strategy Options

6.0 Medium & Long Term Plans

35

Useful Tool: Process Questionnaire• Can you name or describe the processes that enable your key services and/or products? (If yes, provide

the name)

• Do you know who owns each of the processes you have identified? (If yes, provide the owner’s name)

• If yes to question 2, does your process owner take accountability for how well the process is performing?

• What outputs does the process provide to your customer(s)? Please list them.

• Do you know who the customer(s) of your process are? Please list them.

• Do you meet with your customer(s) to review the process outputs? If yes, how often?

• What inputs does your process require from your suppliers? Please list them.

• Do you know who the supplier(s) of the inputs to your process are? Please list them.

• Is your process described in a document?

• Can you measure how well your process is working? If yes, what are your measures?

• Do you know if your process is being followed? If yes, what are your measures?

• Is the process reviewed regularly to ensure it remains accurate? If yes, how often?

• Are changes to your process managed and communicated to your stakeholders (users of the process, suppliers & customers)?

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Useful Tool: Detailed BPM /USE CASE …… (Interview, Workshop, Documentation) Process

Sub process

Activity

Task

Summary:

Actor(s):

Basic Course of Events:

Alternative Paths:

Exception Paths:

Extension Points:

Trigger(s):

Assumption(s)

Pre-Condition(s)

Post-Condition(s)

Related Business Rule(s)

Author

Date / version

Source of truth / references

Notes:

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Other Useful Techniques:www.skymark.com

38

Useful best practices: WWW.isixsigma.com

39

Useful book shop & courses www.GoalQPC.Com

N.B. hot tip:-

They sell

16 process & six sigma memory jogger “books” on a USB key for

$100

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Example Process Map & Measures

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Example Process Model : EPC

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Example Process Model & Swimlanes

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Example Swimlanes

Model Driven Architecture

SCOPE ANALYSIS Design / Development Testing

Sol

utio

n A

rchi

tect

Sol

utio

n A

rchi

tect

Tes

ter

Tes

ter

Bus

ines

s A

naly

stB

usin

ess

Ana

lyst SIPOCR

Business Rules

Process Model

UI Design

Design Specification

Test Scenarios

Executable test cases

45

Publish

Pull up work analysis

Identify non-std tasks

Match master sched

Schedule

Allocate to team

Swim Lanes Chart

Scheduler

Agree to timing

Account Manager Assembly Team Leader

Schedule‘make’

Activity:Shows HANDOVERS

Yes – could use UML diagrams activity / sequence etc to achieve the same ….. At this lower level …..

46

Eventually The organisation will evolve up the CMMI

47

Australian Business Excellence Framework

Source: Source: http://www.saiglobal.com/PROFESSIONALSERVICES/CONSULTING/BUSINESS%20EXCELLENCE%20SOLUTIONS/ABEF/CONSULTING-BUSINESSEXCELLENCESOLUTIONS-ABEF.HTMBUSINESS%20EXCELLENCE%20SOLUTIONS/ABEF/CONSULTING-BUSINESSEXCELLENCESOLUTIONS-ABEF.HTM

48

49

Just Start !

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Transformation / Roles

Right process + wrong roles = failWrong process + Right roles = failWrong Process + Wrong roles = fail

Right Process + Right Roles = SUCCESS

Prior to BPM there was a 3 out of 4 chance of failure of enterprise transformation and restructure………

When Process is improved – Roles and Responsibilities need to change !!!

51

Transformation, Transition, Change Management

•Process automation

•Business Rules•Workflow

•Processqualityframeworks

•ITIL•CMMI•ISO

•Process •Improvement•Business•Strategy

•Six Sigma•Lean Manufacturing •Process TOOLS•Process Repository

Business ProcessManagement

•Process captured•Process measured•Process is managed

•KPI’s established•Roles Redefined•Teams restructured

•Process Modelled

•Strategic Realignment•Service Orientation•Enterprise Architecture

52

Customer Focus & BPM & SOA

XXA XXB XXC XXE XXF

53

Business Architecture / TOGAF / Programme of Requirements

54

Business Architecture + Business Process Modelling + Business Analysis

Business Process

System/Application

Data

Technical Infrastructure

High Level

Detailed Leve

l

Cur

ren

t Mo

del

Ta

rge

t M

od

el

Tra

nsi

tion

Mo

del 1

Tra

nsi

tion

Mo

del 2

Tra

nsi

tion

Mo

del 3

Tra

nsi

tion

Mo

de

l ..n

55

DADVICCI, 8OMEGA, BPMG, BENNU, CEMM

56

Know where a BA fits in !

Strategy PLAN DELIVERY

Tran

sfor

mat

ion

Tran

sfor

mat

ion

ITITB

usin

ess

Bus

ines

s

Business Strategy

IT StrategyEnterprise

Architecture

BusinessArchitecture

Pro

blem

sS

cope

Req

uire

men

tsFu

nctio

nal

Spe

cific

atio

nIm

plem

ent

Business Process

TOOLSRequirementsBusiness

RulesTest Cases

Visual Modelling

Requirements Modelling

Solutions Modelling

Project (s)Process

Improvement Programme

57

Summary

We’ve looked at levels of models We’ve Looked at the big picture : Enterprise

architecture, Business Architecture, Process improvement, CMMI, Service Orientation and Process Applications …

We’ve focused on BA methodology + use We’ve Addressed BA problems with real solutions We’ve Reviewed some of the technology & tools We’ve given examples of practical tools to get started We’ve listed References to other technique sites We’ve Looked at some process maps / models

58

Interactive Discussion

I have a number of BPM books to give away to anyone with good questions or who is willing to share some of their BPM experience ……..

Any Questions or experiences to share ?

59

Questions• What facilitation skills are required ?• How Do I get BPM training ?• How do I write business rules ?• What modelling styles are there ?• What change management and transformation skills do I need ?• How do I conduct stakeholder analysis ?• How do I SELL and introduce BPM ?• What Methodologies are there ? • How do I measure and introduce KPI’s ?• How many of these techniques do I need ?• What are the motivations for change ?• How do I overcome resistance to change ?• What templates and generic plans are there ? • How do I evaluate and select a Tool ?

BPM 4 BA’sThor Harris MACS

CPP Certified Process Professional

CPM Certified Process Manager

Six Sigma Black Belt

THOR@ACSMAIL.NET.AU Mobile: 0403 945 999