1

Business Requirements Analysis

in a Visible Enterprise

With Metastorm Provision BPA

2

Today’s Challenge – Mind the Gaps

• Goals and objectives

• Enterprise Models

• Relationships & Future State

• Modeling

• Simulation

• Optimization (Six Sigma, SCOR, ITIL…)

• Design

• Integration

• Automation

• Metrics and Monitoring

Process Analysis &

OptimizationStrategy & Enterprise

Architecture

Process Execution & Management

2007 Metastorm Inc.

32007 Metastorm Inc.

Close the Gaps with a Common Language

4

Process-Oriented Management

5

Process Orientation

6

Process Thinking

• Cross-departmental: looking beyond functional silos• Optimization of end-to-end process cycle rather than local

maxima• Focus on creating value for customers/shareholders• Enabling agility: built to change, not built to last

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

Business Process Improvement – the Objective

• Improve a business domain’s business processes• Define the business requirements in support of the new

business process• Identify an automated solution that implements the

business requirements

9

A Typical Software Development Project

10

What is the cause of most failed System Development projects?

• “If you don’t know where you are going, any road will get you there.”

– Inadequate requirements

– Scope not defined• Inadequate communication between

Business and Information Technology personnel:– Don’t understand each other’s

language– Don’t understand each other’s

needs– Process vs. Data– Ambiguity– Assumptions

11

The Best Way to Gather Business Requirements

• Capture requirements as a set of software models

• Build a software repository from the models

• Analyze the business first...and implementation second

• Gain consensus of business process owners

• Involve owners jointly in the analysis and design process

12

Enterprise Architecture (EA)

“An Enterprise has an Architecture even if it doesn't have Electricity…”

Anonymous

13

Zachman FrameworkTM

e.g. DATA

Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer

SYSTEMMODEL(LOGICAL)

TECHNOLOGYMODEL(PHYSICAL)

DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

FUNCTIONINGENTERPRISE

DATA FUNCTION NETWORK

e.g. Data Definition

Ent = FieldReln = Address

e.g. Physical Data Model

Ent = Segment/Table/etc.

Reln = Pointer/Key/etc.

e.g. Logical Data Model

Ent = Data EntityReln = Data Relationship

e.g. Semantic Model

Ent = Business EntityReln = Business Relationship

List of Things Importantto the Business

ENTITY = Class ofBusiness Thing

List of Processes theBusiness Performs

Function = Class ofBusiness Process

e.g. Application Architecture

I/O = User ViewsProc .= Application Function

e.g. System Design

I/O = Data Elements/Sets

Proc.= Computer Function

e.g. Program

I/O = Control BlockProc.= Language Stmt

e.g. FUNCTION

e.g. Business Process Model

Proc. = Business ProcessI/O = Business Resources

List of Locations in which the Business Operates

Node = Major BusinessLocation

e.g. Business Logistics System

Node = Business LocationLink = Business Linkage

e.g. Distributed System

Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics

e.g. Technology Architecture

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. Network Architecture

Node = AddressesLink = Protocols

e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING

MOTIVATIONTIMEPEOPLE

e.g. Rule Specification

End = Sub-condition

Means = Step

e.g. Rule Design

End = Condition

Means = Action

e.g., Business Rule Model

End = Structural AssertionMeans =Action Assertion

End = Business ObjectiveMeans = 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 CycleTime = System Event

e.g. Control Structure

Cycle = Component CycleTime = Execute

e.g. Timing Definition

Cycle = Machine CycleTime = Interrupt

e.g. SCHEDULE

e.g. Master Schedule

Time = Business EventCycle = Business Cycle

List of Organizations

People = Major Organizations

e.g. Work Flow Model

People = Organization UnitWork = Work Product

e.g. Human Interface

People = RoleWork = Deliverable

e.g. Presentation Architecture

People = UserWork = Screen Format

e.g. Security Architecture

People = IdentityWork = Job

e.g. ORGANIZATION

Planner

Owner

to the BusinessImportant to the Business

What How Where Who When Why

SCOPE(CONTEXTUAL)

Architecture

e.g. STRATEGYENTERPRISE

e.g. Business Plan

Process

Activity

14

The Enterprise Architecture Framework View

Why

15

Business Requirements Analysis – Project Plan

Project Team

Business Team

Project Plan

Project Profile Business Domain Profile

Business Requirements

Business Domain Profile

Business Domain Profile

BusinessRequirements

1. ProjectPreparation

2. BusinessProfile

3. BusinessRequirements

4. AnalysisReview and

BusinessDeliverables

16

Business Requirement Deliverables

Requirements

BusinessRequirements

FunctionalRequirements

PrioritizedTechnical

Requirements

BusinessClassModel

StatechartModels

PrioritizedFunctional

Requirements

SubtypeModels

17

Business Domain Profile

ייצור

בקרתהייצור

פעולותניהול מלאיאריזההרכבה

אחראימרכיב מבקראיכות

מנועי המחר

תפעול שרשרתאספקה

פיתוח וניהול מוצרמכירות ושיווק ניהול הזמנות פעולות ניהולמשאבי אנוש

פעילויות כספיות

קליטת הזמנה משלוח הזמנה ביצוע הזמנה

ניהול הזמנות לקוחות

מתחרים

ספקים

בקשה לבדיקת אשראי

הזמנה מאושרת

רכיביםמוצר

רכיבים מוצר מתחרה

הזמנהמשלוח מוצר

תפעול

כספים

ספקיייצוררכיבים

מפעלים

ספקיהרכבות

מודל מטרותארגוני

Cמטרותלקוח

Lמטרותלמידהוצמיחה

Fמטרות

פיננסיות

Pמטרות

תהליכים

F.2וון גי

מקורותהכנסה

F.1הישגיםמעברלצפיות

בעלי מניות

F.4הגדלת נפח

מכירות

F.3שיפוררווחים

C.2הגדלתמכירותללקוחותימים קי

C.1וון קהל גילקוחות

C.3משיכתלקוחותחדשים

P.3פיתוחמוצריםחדשים

P.1פיתוחיכולותמחקר

P.4איתור פלחי

שוקמתרחבים

P.2יעול י

תהליכיםפנימיים

L.1פיתוח

מיומנויותעובדים

L.2אינטגרציתמערכות

Business Interaction Model

Goal Model

Organization Model

Process Model

18

Business Requirements Models

Verify

Cancel

Approve

Hol

d

Release

Hold

Release

Log

ScheduleProduction

Cancel

Cancel

Placed

Scheduled

Canceled

Verified

Approved

Held Logged

Workflow Model

Use Case Model

Business Class Model

Statechart Model

19

Business Requirements Models

1.2BusinessProcess

Requirements

1.2.1Account

Management

1.2.2Account

Collection

1.2.1.1Link toCredit

Information

1.2.1.2On-lineCredit

Information

1.2.1.3Automated

CreditScoring

1.2.2.2On-line

OverdueInformation

1.2.2.1Past Due

Notification

Receive

Reserve Inventory

Order Inventory

Order In

vento

ry

Rese

rve Inve

ntory

Schedu

le Produ

ctionR

ece

ive

Subm

it Ord

er

Customer Order Product Warehouse - Order Date[1] : Date

- Requested Ship Date[0..1] :

+ Approve()

+ Cancel()

+ Hold()

+ Log()

+ Receive()

+ Reject()

+ Release()

+ Schedule Production()

- Description[0..1] : Text

- Name[1] : Text

- Quantity On-Hand[0..1] : Inte

- Reorder Point[0..1] : Integer

+ Replenish Inventory()

- Capacity[1] : Floating point

- Name[1] : Text

- Address[0..1] : Text

- FAX[0..1] : Text

- Name[1] : Text

- Telephone[0..1] : Text

+ Submit Order()

Verify Credit

Approve

Reject

Verify

Log

Establish

Issue

Receive(Order) Verify Credit(Customer)

Approve(Order)

Reject(Order)

Verify(Order)

Log(Order)

Establish(Billing Policy)

Issue(Contract)

Requirements Model Storyboard Model Sequence Model

Operation Model

20

Creating Process Scenarios

מערכת קליטת הזמנות

ספקי רכיבים

מפעלים

כספים

תפעול

ייצור

צרמו

הזמנהמועברת

הזמנהמשובצת

הזמנה

לאהזמנה מוכנה

תרש

אומה

מנהז

כן

תרחז

מוה

מנהז

אל

הזמנה מועדפת

כן

םבי

רכי

הזמנה משובצת

משלוח מוצר

1השלמת הזמנה

7משלוח מוצר

6בניית מוצר

2העברת הזמנה

4שיבוץ הזמנה

5משלוח רכיבים

3בדיקת אשראי

הפקתהזמנה

לשלוח?הזמנה

?אשראי מאושר

מערכת קליטת הזמנות

ספקי רכיבים

מפעלים

כספים

תפעול

ייצור

צרמו

הזמנהמועברת

הזמנהמשובצת

הזמנה

לאהזמנה מוכנה

תרש

אומה

מנהז

כן

תרחז

מוה

מנהז

אל

הזמנה מועדפת

כן

םבי

רכי

הזמנה משובצת

משלוח מוצר

1השלמת הזמנה

7משלוח מוצר

6בניית מוצר

2העברת הזמנה

4שיבוץ הזמנה

5משלוח רכיבים

3בדיקת אשראי

הפקתהזמנה

לשלוח?הזמנה

?אשראי מאושר

21

Performing Simulations

22

Activity-Based-Costing Analysis

Resource Utilization Analysis – Identifying Bottlenecks

Analyzing Results

23

Complete Order

extends

Corrections

Valid Order

PrioritiesPrioritized Order

Priorities

OrderValidate Order

Prioritize Order

Prioritize SpecialOrder

Order EntryClerk

OrderManager

SalesManager

OrderEntry

System

From Workflow Model to Use Case Model

Order Entry System

Manufacturing Companies

Finance

Component Vendors

Field Operations

Production

Product

SubmittedOrder

ScheduledOrder

Order

CompletedOrderNo

App

rove

d O

rder

Yes

Rejected O

rder

No

Prioritized Order

Yes

Com

ponent Parts

Scheduled Order

ProductShipment

1Complete Order

7Ship Product

6Build Product

2Submit Order

4Schedule Order

5Ship

3Approve Credit

GenerateOrder

ExpediteOrder?

CreditApproved?

24

User Interface Identification

*

1 is placed by

places

Customer Order

- Address[0..1] : Te

- FAX[0..1] : Text

- Name[1] : Text

- Telephone[0..1] :

+ Submit Order()

+ Verify Credit()

- Order Date[1] : D

- Requested Ship D

+ C ancel()

+ Receive()

+ Ship()

Corrections

Valid Order

Order EntryClerk

Validate Order

25

Navigation Grids & Reports

Pursuit from Goal to Activity Implementation from Activity to System

Accounts P

ayable

Accounts R

eceivable

Benefits S

ystem

Custom

er System

s

Equipm

ent Tracking S

ystem

Financial S

ystems

General Ledger

Hum

an Resource S

ystems

Manufacturing S

ystems

Marketing Inform

ation System

Order E

ntry System

Order F

ulfillment S

ystem

Order S

cheduling System

Order T

racking System

Payroll S

ystem

Personnel S

ystem

Procurem

ent System

Production S

cheduling System

Quality W

idget System

s

Shipping S

ystem

Training S

ystem

Warranty Inform

ation System

Quality Widget Goals

C Customer Goals

C.1 Diversify Customer Base

C.2 Increase Sales to Existing Customers

C.3 Attract New Customers

F Financial Goals

F.1 Exceed Shareholder Expectations

F.2 Diversify Income Stream

F.3 Improve Margins

F.4 Increase Sales Volumes

L Learning and Growth Goals

L.1 Develop Employee Skills

L.2 Integrate Systems

P Process Goals

P.1 Develop Research Capabilities

P.2 Optimize Internal Processes

P.2.1 Supply Chain Efficiency

P.2.1.1 Decrease Material Handling

P.2.1.2 Eliminate In-Queue Time

P.2.1.3 Reduce In-Transit Time

P.3 Develop New Products

P.4 Target Expanding Market Segments

26

From Business Class to Activity (CRUD)

CRUD from Business Class(process) to

Activity(data)

Approve C

redit

Assem

ble Com

ponents

Assem

ble Order

Build P

roduct

Com

plete Order

Package P

roduct

Prioritize O

rder

Prioritize S

pecial Order

Repair A

ssembly

Schedule O

rder

Schedule P

roduction

Select S

pecifications

Ship C

omponents

Ship P

roduct

Subm

it Order

Supply C

omponents

Test A

ssembly

Validate O

rder

Billing Policy R

Contract CRUD

RU R R R R R R

Corporate Customer R R R R

Customer R R R R R

Government Customer R R R R

Individual Customer R R R R

Order RU CRUD

RU RU RU RU RU R C R

Order Item R CRUD

R RU RU C R

Preferred Customer R R R R

Product R R R R R R R R R R R R

Warehouse R R R

27

Publishing

28

Developing BPM enabled applications is a vastly different approach

to traditional systems development methodologies

© BPM Focus Inc., 2006 – All Rights Reserved

Traditional Vs. BPM

29

The Spiral ApproachBPM Enabled Application Development

© BPM Focus Inc., 2006 – All Rights Reserved

30

Iterative BPM Lifecycle - a Simplistic View

© BPM Focus Inc., 2006 – All Rights Reserved

31

Recommended

• Alec Sharp, Advancing Data Management through Process Orientation

• Case Study in Sony: How Business Process Mapping Saved an IT Project

• Peter Fingar, The MBA is Dead, Long Live the MBI • BPM Intro