24 Nov - An Introduction to Process Modeling

Understanding ProcessUnderstanding ProcessAnCover this area with a

picture related to your presentation. It can be humorous

An Introduction to Businessbe humorous.

Make sure you look at the Notes Pages for

i f ti

to Business Process

A l i dmore information about how to use the template.

Analysis and BPM

© International Institute of Business Analysis

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IntroductionIntroductionKevin Brennan CBAP®Kevin Brennan, CBAPV.P. Professional Development, IIBA®

R ibl fResponsible for• IIBA® Standards (BABOK® Guide and Extensions)• EEP™ Program• IIBA Community Network• Career Centre• Career Centre• Delivering PD Opportunities to IIBA® Members

BPM ExperienceBPM Experience• BA for custom BPMS at blue sands inc.OMG C tifi d E t i BPM• OMG Certified Expert in BPM- Business Advanced, Technical Intermediate


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Vision and MissionVision and MissionfVision The world's leading association for

Business Analysis professionals

Develop and maintain standards for the practice of business analysis and for the certification of its practitioners

Missionp

IIBA® is an international not-for-profitIIBA is an international not-for-profit professional association for


business analysts.

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IIBA® GoalsIIBA® GoalsStrategic Goals Operational Goals

Create and develop awareness and recognition of the value and

Ensure the long term viability of the organization

Enable sustainable growthof the value and contribution of the role of the Business Analysis Professional

Enable sustainable growth to support the establishment of IIBA® as a worldwide organizationProfessional

Define the Business Analysis Body of K l d ® (BABOK®)

worldwide organizationEnsure financial viability to support the implementation and sustainment of IIBA®

Knowledge® (BABOK®)Publicly recognize qualified practitioners through an i t ti ll

and sustainment of IIBAoperational and strategic prioritiesConsistently demonstrateinternationally

acknowledged certification programP id f f

Consistently demonstrate value of the organization to IIBA® constituents

Provide a forum for knowledge sharing


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Today’s WebinarToday s WebinarLearning Objectives:Learning Objectives:

Key concepts of Business Process y pManagementIdentification and scoping ofIdentification and scoping of processesBasic elements of a process model


The Functional Organization66

CEOCEO

The Functional OrganizationCEOCEO

M k tiM k ti S lS l CustomerCustomer ITIT FiFi HRHRMarketingMarketing SalesSales Customer Service

Customer Service ITIT

BusinessBusiness

FinanceFinance HRHR

Business AnalysisBusiness Analysis

DevelopmentDevelopment

Project Management

Project Management

QAQA


Processes Involve Many Groups77

Processes Involve Many GroupsCEOCEOCEOCEO

MarketingMarketing SalesSales Customer Customer ITIT FinanceFinance HRHRMarketingMarketing SalesSales ServiceService ITIT FinanceFinance HRHR

Define Identify Create C

Manage S

BillingProduct Lead Contract Service

Manage Resolve gComplaint Outage


88

What is a process?88

A set of defined ad-hoc orWhat is a process?A set of defined ad hoc or sequenced collaborative activities performed in a repeatable fashion by an organization Processes areby an organization. Processes are triggered by events and may have multiple possible outcomes. A successful outcome of a processsuccessful outcome of a process will deliver value to one or more stakeholders. BABOK® Guide, Version 2.0

Is this a well defined process?99

Is this a well defined process?

Write BABOK

Write BABOK

Edit BABOK

Edit BABOK

Review BABOKReview BABOK

Publish BABOKPublish BABOK Profit!*Profit!*BABOKBABOK BABOKBABOK BABOKBABOK BABOKBABOK

*Non-profit, technically.

1010

Process ModelsProcess ModelsProcess models describe how work gets done within an organizationProcess models describe how work gets done within an organizationDescribe the roles in the organization, their responsibilities, and how they interactCritical Success Factors

Process architecture defined (so you know the boundaries)Agreement within the business as to what it does

St th W kStrengths Weaknesses•Process models go end-to-end across functional boundaries•A properly defined process is

•Definition of an activity can be vague and hide critical detail•Requires solid business architectureA properly defined process is

“loosely coupled” with other processes•Easy for business to understand

Requires solid business architecture to reach agreement on process boundaries•Can become large and unwieldy if not constructed carefullyconstructed carefully

1111

Why do we need models?1111

Why do we need models?“All models are wrong some areAll models are wrong, some are useful”

Models are less complex than the reality they describereality they describeModels must:

Be relevant to the audienceBe accurateBe accurateBe as simple as possible, but no simplerBe understandable

Informal Process Model1212

Informal Process Model


1313

Formal Process Model1313

Formal Process Model

Source: BPMN 2.0 Specification, ©2009 OMG

Process Modeling Notations1414

Process Modeling NotationsUse CasesUse CasesData Flow DiagramsFlowchartsActivity DiagramsActivity DiagramsBPMNBPMNIDEF0EPC…


1515

Content of a Process Model1515

Shows the event that triggers theContent of a Process Model

Shows the event that triggers the processSh h ti i t i thShows who participates in the processprocessParticipants perform activities--h th d th h ishows the order these happen in

Shows how work is handed offShows how work is handed off between participantsSh h th dShows when the process ends

1616

Events1616

All processes start and end withEvents

All processes start and end with eventsE t d iEvents can occur during a process

Customer changes orderCustomer changes orderPrice changes on item in order

Events have triggers and causes

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Activity1717

Activities are units of workActivity

Activities are units of workNo particular scale to an activity--can b t i i l lbe trivial or largeTypesTypes

AtomicNon-Atomic (Subprocess)

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Participants1818

Participants are individualsParticipantsParticipants are individuals involved in a processp

Usually people, although applications can be modeled as aapplications can be modeled as a participantUse roles, not specific people

Job functionsJob functionsSystemsyOther organizations

Identifying Processes19191919

Identifying ProcessesDelivers something of interest to theDelivers something of interest to the organizationI t i d b tIs triggered by an eventProduces an output of value to aProduces an output of value to a customer or stakeholderIs required to enable another processprocess

Categories of Process2020

Categories of Process

Support• Provide the capabilities

needed for core and Support management processes

Manage-ment

Core

ment

• Control Core processes Core

• Provide goods

processes

gand services to customers© International Institute of Business Analysis

Process Architecture2121

Process ArchitectureShould fully support:y pp

Organizational objectivesBusiness ModelBusiness ModelProcess Development

D fi h t b i th i ti i iDefines what business the organization is inWhat we produceWho produces it

Cohesive and loosely coupledy pDesigned to accommodate change over the long termlong term

Value Chains2222

Value Chains

I d f Wiki di l d i t bli d iImage sourced from Wikipedia, released into public domain


2323

Business Process ManagementBusiness Process ManagementBPM is a management practice that provides for governance of a process environment toward the goal of improving agility and operational

A disciplined approach to identify, design, execute, document, monitor, control, and measure both automated and non automated improving agility and operational

performance. BPM is a structured approach employing methods, policies, metrics, management

automated and non-automated business processes to achieve targeted results consistent with an organization’s strategic goals. BPM

practices and software tools to manage and continuously optimize an organization’s activities and processes

involves the deliberate, collaborative and increasingly technology-aided definition, improvement, innovation, and management of end-to-end processes.

Gartner

and management of end-to-end business processes that drive business results, create value, and enable an organization to meet its business objectives with more agility.

ABPMP

The BABOK® and BPM (1 of 2)2424

The BABOK® and BPM (1 of 2)Business Analysis Eli it ti

Requirements M t dBusiness Analysis

Planning and Monitoring Elicitation Management and Communication

•BA Approach may be •Elicitation sessions are •Reach agreement on determined by BPM method (2.1)

likely to incorporate analysis as well (All)

process changes (4.1, 4.4, 4.5)

•Process participants are stakeholders—may expose additional stakeholders

ff t d b j t if

•Develop process model with direct input/review from stakeholders (All)

•Understand and track relationships between processes (4.2)

affected by project even if not directly involved (2.2)

•Understand expected

•Communicate change to affected stakeholders (4.4, 4 5)•Understand expected

scope of change and plan accordingly (2.3-2.5)

4.5)

•Ensure that understanding of process is maintained for

•BA process can itself be improved (2.6)

of process is maintained for future analysis, training, etc. (4.3)


The BABOK® and BPM (2 of 2)2525

The BABOK® and BPM (2 of 2)Enterprise Analysis Requirements Analysis Solution Assessment and

V lid tiEnterprise Analysis Requirements Analysis Validation•Understand how process supports strategy (5.1)

•Identify the most important or urgent changes (6.1)

•Validate process stepsagainst business goals and

•Determine if business has tools, skills required (5.2)

•Understand how the processes and sub-

objectives (7.1)

•Identify which processes

•Determine if BPM is appropriate for business (5 3)

processes interact (6.2)

•Model the process and h t it (b th i

or subprocesses will fulfill business goals (7.2)

A i t f h(5.3)

•Define how affected process fits into larger

changes to it (both as-is and to-be), metrics (6.3)

•Assess against regulatory

•Assess impact of changes on stakeholders and requirements to implement change (7 3 7 4))process fits into larger

architecture (5.4)

•Understand value

•Assess against regulatory and other requirements (6.5)

change (7.3, 7.4))

•Evaluate actual process performance to identify•Understand value

delivered (market leader? Best practice?) (5.5)

•Use simulation to assess benefit (6.6)

performance to identify improvement opportunities (7.5, 7.6)


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www.theiiba.org | community.theiiba.org | [email protected]

Kevin Brennan, [email protected] theiiba orgwww.theiiba.orgVisit community.theiiba.org for links y gDiscuss and vote on topics at http //tin rl com/IIBAA g09http://tinyurl.com/IIBAAug09


fIIBA Board of Directors Election 2009

SAVE THE DATE!“Meet the Candidates” webinarSeptember 10, 2009 at 8 p.m. ETp , p

IIBA Board of Directors Election 2009S t b 10 2009 t 9 30 ETSeptember 10, 2009 at 9:30 p.m. ETDeadline for applications: August 24 2009Deadline for applications: August 24, 2009

For complete details please visit the “IIBA Board of Directors Election 2009” page on the IIBA® website

Next WebinarNext WebinarCreating a Top-notch BusinessCreating a Top notch Business Analyst Resume

When: Tuesday, September 22, 2009 at 12 p.m. to 1 p.m. EDT Who: Laura Brandau IIBA® Career Center ProductWho: Laura Brandau, IIBA® Career Center ProductDiscussion points:

How to turn a lackluster list of line items into concrete accomplishments that will help you land job interviews. Optimizing your resume for your target position, including tips for dealing with odd job titles and mixed responsibilities.g j pDevelop ongoing habits to keep you informed about your local job market and keeping your resume up-to-date.

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24 Nov - An Introduction to Process Modeling