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Gustavo Gallindo gmg cin'ufpe'br

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Gustavo Gallindo (gmg _at_ cin.ufpe.br) La s Xavier (lx _at_ cin.ufpe.br) ... lack of understanding of the business by Requirements Engineers ... – PowerPoint PPT presentation

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Title: Gustavo Gallindo gmg cin'ufpe'br


1
Business Process Modeling for Requirements
Analysis
  • Gustavo Gallindo (gmg _at_ cin.ufpe.br)
  • Laís Xavier (lx _at_ cin.ufpe.br)

2
Content
  • Introduction
  • Related Work
  • BPMN
  • Approaches
  • CAiSE'07
  • CAiSE'08
  • BIS'08
  • Practical Experience

3
Introduction
  • RE is acknowledged as critical to IS development
  • Common mistakes
  • lack of understanding of the business by
    Requirements Engineers
  • miscomunication between business people and
    systems analysts
  • Because of that, organization needs aren't
    fulfilled
  • Requirements documentation
  • Usually solution oriented, although it must be
    defined in terms of phenomena that occur in the
    business environment

4
Introduction
  • Solution business process modeling
  • Allow analysts to understand the business
  • Minimize communication problems between business
    and computing people (different domains) by using
    models that both can understand
  • BPMN standard notation

5
Related Work
  • i framework
  • Most popular technique for organizational
    modeling
  • focused on the modelling of dependencies among
    the organizational actors in order to achieve
    organizational goals
  • Models are considered strategic
  • Deficiencies
  • Models can be too complex
  • Do not suport granularity and refinement

6
Related Work
  • KAOS
  • Requirements models built from organizational
    goals
  • Goals systematically refined
  • Also uses object model, agent responsibility
    model, and operation model
  • Deficiencies
  • Not too simple (compared with Map CAiSE08)
  • Doesn't provide any mechanism to model and
    analyze business processes

7
Related Work
  • EKD
  • Analyze an enterprise by using enterprise
    modeling
  • Composed of goal model, business rules model,
    concepts model, business process model, actor
    model technical components model, and
    requirements model
  • Deficiencies
  • None of its models are standard
  • Lack of tool support

8
Related Work
  • ARIS
  • Framework to describe an information system for
    supporting business process
  • Four levels process engineering, process
    planning and control, workflow control, and
    application systems
  • Five views organizational view, data view,
    control view, function view, and product/service
    view
  • Deficiencies
  • Requirements specifications should be more
    detailed, and they should be more focused on goal
    analysis (same occurs with EKD)
  • Concrete description for use of each model is
    missing

9
Related Work
  • UML based
  • UML for organizational and business process
    modelling (some approaches)
  • Elements that are close to those used in the
    software development area
  • Deficiencies
  • Complexity to non-development people
  • Not focused on goal analysis

10
Related Work
  • B-SCP
  • Integrates business strategy, context and process
    using RE notation
  • Enables verification and validation of
    requirements related to business strategy and
    business process
  • Deficiencies
  • Models (RAD) less expressive than BPMN
  • Problems with goal decomposition
  • Requirements specification isn't precise

11
BPMN
  • Offers notation that is understandable by all
    business process users (process analysts, IS
    developers, process managers...)
  • Fills gap between business models and their
    implementation
  • Notation Business Process Diagram (BPD)
  • graphical elements
  • flow objects (activities, gateways and events)
  • connecting objects (sequence flows, message
    flows, and associations)
  • swimlanes (pools and lanes)
  • artifacts (data objects, annotations, and groups)

12
BPMN
  • Flow Objects
  • Activities
  • Events
  • Gateways

13
BPMN
  • Connecting Objects
  • Sequence flows
  • Message flows
  • Associations

14
BPMN
  • Swimlanes
  • Pools
  • Lanes

15
BPMN
  • Artifacts
  • Data objects
  • Annotations
  • Groups

16
BPMN
  • It is more adequate for business process modeling
    than other notations (such as workflow patterns,
    quality principles, or the BWW representation
    model)
  • Considered standard for business process modeling
  • OMG

17
Approaches
  • Common step-by-step
  • organizational modeling
  • purpose analysis
  • functional requirements specification

18
Approaches
19
Approaches
  • paper CAiSE'07
  • Business strategy and infrastructure modeling
  • 1) Describe business strategy by means of an
    organizational mission statement and the
    strategic goals that support it
  • 2) Modeling of business infrastructure
  • process map, a role model, a resource model, and
    business process models
  • 3) Business processes are modeled

20
Approaches
  • paper CAiSE'07
  • Business strategy and infrastructure modeling
  • 1) Describe business strategy by means of an
    organizational mission statement and the
    strategic goals that support it

21
Approaches
  • paper CAiSE'07
  • Business strategy and infrastructure modeling
  • 2) Modeling of business infrastructure
  • process map, a role model, a resource model, and
    business process models

22
Approaches
  • paper CAiSE'07
  • Business strategy and infrastructure modeling
  • 3) Business processes are modeled

23
Approaches
  • paper CAiSE'07
  • IT infrastructure link
  • 1) Derivation and analysis of Business process
    goals
  • 2) System requirements derivation

24
Approaches
  • paper CAiSE'07
  • IT infrastructure link
  • 1) Derivation and analysis of Business process
    goals

25
Approaches
  • paper CAiSE'07
  • IT infrastructure link
  • 1) Derivation and analysis of Business process
    goals

26
Approaches
  • paper CAiSE'07
  • IT infrastructure link
  • 2) System requirements derivation

27
Approaches
  • paper CAiSE'08
  • Organizational modeling (As-Is)

28
Approaches
  • paper CAiSE'08
  • Purpose analysis (To-Be)
  • 1) Map Construction

29
Approaches
  • paper CAiSE'08
  • Purpose analysis (To-Be)
  • 2) Map Operationalization

30
Approaches
  • paper CAiSE'08
  • Purpose analysis (To-Be)
  • 3) BPDs Creation and Labeling

31
Approaches
  • paper CAiSE'08
  • Functional requirements specification (To-Be)

32
Approaches
  • paper BIS'08
  • Organizational Modeling

33
Approaches
  • paper BIS'08
  • Business Process Analysis

34
Approaches
  • paper BIS'08
  • Functional Requirements Specification

35
Practical Experience
  • Research description
  • UVA and CARE Technologies
  • OO-Method
  • Problems with traditional analysis
  • Business understanding, purpose analysis, and
    communication with end-users
  • Just some textual description of requirements and
    validate them on the class diagram or on the
    generated application
  • Class diagrams alone might not be appropriate for
    communicating and verifying requirements
  • Can be complex to people that haven't been
    trained
  • Objects might not be a good way of thinking about
    a problem domain

36
Practical Experience
  • Clients opinion
  • Analysts opinion
  • Difference between senior and junior analysts
  • Analysis including enterprise apart from system
    strategies
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