1. Team Skill 1 Analyzing the Problem Business Modeling (6) 1

2. Modeling Techniques Different techniques ▫Process modeling /Business Process Modeling (BPM)  Helps understand each activity in detail ▫SAP  Uses “scenarios” to model activities ▫Use Cases ▫We will focus on process modeling and Use Cases 2 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

3. Business Modeling The system boundary outlines ▫Who will use our system ▫What will use our system The next step is to determine how they will use the system ▫What activities/features will the user perform? ▫What does the system need to perform? This is the core of our business modeling 3 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

4. Business Modeling Initial business modeling ▫Identifies the types of activities to be performed using the system Detailed business modeling ▫For more complex systems  Many types of users and/or  Many interfaces 4 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

5. Business Modeling Questions answered by Business modeling: ▫Location of the system? ▫Where are activities are performed?  In different locations?  In different facilities? ▫Is reorganization required? ▫What if any are Automated/Batch jobs or processes? 5 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

6. Business Process Modeling (BPM) Definition ▫Generic term, that encompasses  Techniques  Structured methods  Means to streamline operations and increase efficiency BPM techniques and methods enable ▫Identify and modify existing processes to align them with a desired (improved) future state. 6 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

7. What BPM isn’t … Automation of manual tasks Re-engineering the entire system Change Management Process Six Sigma A management methodology Workflow or BPM technology Although BPM tools and techniques can be used to support these 7 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

8. BPM Principles Focus on results/outcomes not tasks Correct and improve processes ▫Then automation is possible Establish processes Assign ownership Monitor results Standardize processes across the organization 8 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

9. BPM Principles Enable continuous change ▫Establish feedback mechanisms Improve existing processes ▫Don’t reinvent the wheel ▫Don’t create a radically new or ‘perfect’ processes  Users have learned behavior 9 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

10. Why BPM? Benefits of BPM (Potential/Perceived): ▫Increased workload without increased headcount  Decrease headcount while maintaining current throughput  Reduce/maintain costs ▫Complete activities faster, especially business critical ones ▫Remove/reduce error/exception potential within the process ▫Remove/Reduce redundant processes ▫Increase visibility Business Process  Overall efficiency  Bottlenecks ▫Reduce business risks ▫Increase customer satisfaction and possibly ‘net promoter score’ 10 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

11. BPM – Getting Started To introduce a change you need ▫Authority ▫Will ▫Ability, aligning any project with organization’s goals ▫Support (management, doers) ▫Business Analysis  Change impact on the business (must be done in detail)  Analysis techniques must be used  Most projects fail due to (insight, support, planning) 11 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

12. BPM - Methods There are many different types of methods ▫It is always recommended that you use a defined process Some Common Methods ▫Business Process Analysis ▫Object-oriented Analysis ▫Structured Analysis 12 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

13. BPM – Business Process Analysis Most common starting point when change is needed … ▫A meta problem: duplicative processes/information across departments ▫A business problem: rate of defects is to large ▫A micro problem: design of some UI screens are confusing Business Analyst needs to ▫Evaluate: from various angles, and identify root cause ▫Review: documentation, current processes, interview workers, customers ▫Gain Process Agreement: flowchart/document current process ▫Design: recommend improvements Use When: you have already clearly identified a specific process for improvement 13 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

14. BPM – Object-Oriented Analysis OOA/OOD Key to developing today’s systems ▫Class - A class describes the characteristics of a thing ▫Object - An instance of a class OOA - Use Cases are the primary model OOD - UML Models assist in diagramming and documenting software ▫Sequence Diagrams ▫Class Models ▫Activity Diagrams ▫… Use When: you wish to improve a specific business applications’ performance and usability 14 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

15. BPM – Structure Analysis Break down the system as a collection of processes ▫Document the order executed according to certain logic Allows people to focuses on data flows Models Data and Processes separately ▫Data Flow Diagrams ▫Relationship Diagrams ▫Flowcharts Use when: you wish to improve your existing IT infrastructure and gain greater process efficiencies in the enterprise 15 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

16. Use Cases Use cases ▫Activities that users perform using the system A use case has ▫A clear start ▫A clear finish, ▫Performs some activity using the system  Open Account, Deposit Funds, … 16 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

17. Use Cases In addition some use cases are broken into ▫Trivial use cases  Which are complete activities that aren’t very important by themselves  E.g. ‘Validate User’ When determining use cases ▫Think of what a new user would need ▫What activities they would do? 17 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

18. Use Cases Significant vs. Trivial Use Cases: ▫Is the task complex? ▫Does it contain advanced business logic? ▫Is this task something that needs logged or audited? ▫Would you find this task in a users manual or help documentation? 18 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

19. Use Cases Use case diagram: ▫Actors are represented as stick figures ▫Use Cases are represented by labeled ovals ▫External systems are labeled in boxes ▫Lines connect  actors to use cases  actors to external systems  … ▫Lines show communication pointing in the direction of the communication 19 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

20. Sample Use Case Diagram 20 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM

21. Use Cases Actual format of Use Cases will be covered by Chapter 6 from Larmen’s Text 21 Copyright Leffingwell, Widrig,, SIS Faculty, and AIIM BPM