BPM 4 BAs

1
BPM 4 BAs

• Thor Harris MACS
• CPP Certified Process Professional
• CPM Certified Process Manager
• Six Sigma Black Belt

THOR_at_ACSMAIL.NET.AU
Mobile [phone]
2
What Does A BA Do ?
To Be Future State Modelling (an essential step
for most projects but often overlooked)
Pragmatism vs. Purism Doing the correct amount of
as is current scenario modelling is dependant
On the organisation process maturity And the
project constraints
3
BA Methodology BPM
Setting Objectives Scope Feasibility, Risk
Detailed Analysis
Develop Solutions Translate to functional,
Technical Spec
Implementation Testing Documentation
Discovery /Elicitation Problem / Issues Gather
and Identify

• High Level
• 1. Determine Business Needs
• 2. Understand Current Business Process
• and architecture
• 3. Develop Business Architecture
• and Solution Vision

• System Implementation Training Testing
  Transition
• 8. Finalise Target Business Process and rules
• 9. Undertake model functional analysis
• and Service Orientation
• 10. Finalise solution architecture requirements
  
• and Transition PLAN

Document AS IS Process

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

CONDUCT GAP ANALYSIS
Evaluate Recommendations MAP TO BE model

• Detailed Requirements
• 4. Identify Solution Alternatives
• 5. Define Target Business Process and rules
• 6. Define Architectural Requirements to enable
  process
• 7. Validate Solution Benefits

4
BPM Service Orientation
Process Modelling to elicit requirements Then
Verify Then Specify and detail
UML2 models CAN MAP at a detailed Functional
level To business process E.G. Activity,
State Sequence, Use Case, State, Component,
Class
5
Business Process Architecture
6
Problems BAs Face

• Inadequate Stakeholder engagement
• Handover BA docs 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 BAs
• 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 Modelling
Top Down Start WIDE SHALLOW Then Slice NARROW
DEEP Start High Level and then decompose Into
detail
That is IF YOU CAN DO TOP DOWN! But Sometimes -
dependant on project Constraints and
organisational process Maturity it is necessary
to start Bottom 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 .
9
Process Analysis 101
Inputs
Outputs

• Functions
• Rules
• Data KPIs

10
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 ?

11
Levels of Models
12
Zachman
Types of Models
ZACHMAN
13
Business Process MMMMS

• BP Mapping - simple diagrams
• BP Modelling - tools repositories
• BP Measurement - KPIs 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

15
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

16
BPM Scenario Business Intelligence Data Ware
House
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 impacts Their
processes without BPM many BI systems fail to
achieve ROI
17
Business Rules BPM
From Simple to complex Applications .
Business Rules are organised to Support
processes
Could be an additional Presentation ?
18
We are always rediscovering Processes
Projects grow More 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
19
Service Orientation
20
BPM Scenario SOX compliance .
Annual Report
2
General Ledger
Business Process
1
(Process Owner)


Key Process Controls
3
Significant Accounts
(Control Owner)
4
Supporting IT System
(System Owner)
Change Management
Security
Facilities
Operations
Database
Underpinning IT Controls
5
(IT General Control Owner)
21
BPM Scenario Modelling IT compliance
Control Objectives for Information and related
Technology CObIT

• 34 IT Processes
• 318 Control
• and Audit Points

22
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

23
Useful Research case studies www.Gartner.Com
24
Kaizen
8 Omega
Zero Defects
BPM
TQM
BPRe
EfQM
Once Youve defined Processes you can Measure
and Improve them ..
Baldrige
DFSS
Theory of Constraints
Deming
Six Sigma
Lean Thinking
ISO / TL / QS 9000
QMF
25
Tools and Techniques
Many Tools and techniques available to model,
analyse, measure processes SIX SIGMA / Lean has
a collection of hundreds of useful tools that a
BA can Leverage.. Here we just scratch the
surface
Checkout WWW.GOALQPC.COM
26
Tools to identify problems and tools to analyse
problems
Process Model
27
Evolving Technology standards

• BPMN
• BPEL
• XPDL
• BPDM
• SOA (SOA 2)
• UML (UML 2)

28
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

29
BPMS
30
Getting Started with BPM
31
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 processes
• Detailed Analysis
• of the tasks, activities, problems and issues
• Requirements Definition and Analysis
• determine and assess requirements definition
  GAP Analysis
• Design and Development
• obtain verify design data, adjust parameters
  for optimisation
• Process Options Comparison
• evaluate alternatives against selection criteria
• Testing and Evaluation
• simulate the business process environment and
  evaluate test data
• Operations
• planning, operations, validation, logistics
• Communication, Verification, Signoff
• Publish and circulate models
• Handovers to IT, Testing, Training, Governance,
  Project Management
• Use models to pass on high level understanding

33
Start Modelling at YOUR level
34
Useful Tool Scope / Context SIPOC(R)
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 owners
  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?

36
Useful Tool Detailed BPM /USE CASE
(Interview, Workshop, Documentation)
37
Other Useful Techniqueswww.skymark.com
38
Useful best practices WWW.isixsigma.com
39
Useful book shop courses www.GoalQPC.Com

• N.B. hot tip-
• They sell
• process six sigma memory jogger books on a
  USB key for 100

40
Example Process Map Measures
41
(No Transcript)
42
Example Process Model EPC
43
Example Process Model Swimlanes
44
Example Swimlanes
45
Swim Lanes Chart
Schedule make
Activity
Shows HANDOVERS
Account Manager
Scheduler
Assembly Team Leader
Pull up work analysis
Identify non-std tasks
Match master sched
Allocate to team
Agree to timing
Schedule
Publish
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 http//www.saiglobal.com/PROFESSIONALSERVI
CES/CONSULTING/ BUSINESS20EXCELLENCE20SOLUTIONS/
ABEF/CONSULTING-BUSINESSEXCELLENCESOLUTIONS-ABEF.H
TM
48
(No Transcript)
49
Just Start !
50
Transformation / Roles
Right process wrong roles fail Wrong process
Right roles fail Wrong 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 Modelled

• KPIs established
• Roles Redefined
• Teams restructured

• 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
55
DADVICCI, 8OMEGA, BPMG, BENNU, CEMM
56
Know where a BA fits in !
57
Summary

• Weve looked at levels of models
• Weve Looked at the big picture Enterprise
  architecture, Business Architecture, Process
  improvement, CMMI, Service Orientation and
  Process Applications
• Weve focused on BA methodology use
• Weve Addressed BA problems with real solutions
• Weve Reviewed some of the technology tools
• Weve given examples of practical tools to get
  started
• Weve listed References to other technique sites
• Weve 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 KPIs ?
• 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 ?

60
BPM 4 BAs

• Thor Harris MACS
• CPP Certified Process Professional
• CPM Certified Process Manager
• Six Sigma Black Belt

THOR_at_ACSMAIL.NET.AU
Mobile [phone]