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BUSINESS PROCESS ANALYSIS BUSINESS PROCESS ANALYSIS Methodology for Information System Methodology for Information System Requirements Definition and Logical Design Requirements Definition and Logical Design Utilizing Communicable Disease Utilizing Communicable Disease Investigation & Reporting Investigation & Reporting Business Process Analysis Examples Business Process Analysis Examples Presented by: Pete Kitch Presented by: Pete Kitch KIPHS, Inc. KIPHS, Inc.

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BUSINESS PROCESS ANALYSIS BUSINESS PROCESS ANALYSIS

Methodology for Information System Methodology for Information System Requirements Definition and Logical DesignRequirements Definition and Logical Design

Utilizing Communicable Disease Utilizing Communicable Disease

Investigation & Reporting Investigation & Reporting Business Process Analysis ExamplesBusiness Process Analysis Examples

Presented by: Pete KitchPresented by: Pete KitchKIPHS, Inc.KIPHS, Inc.

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PRESENTATIONPRESENTATION OUTLINEOUTLINE

Introduction to Business ProcessesIntroduction to Business Processes

Elements of Business Process AnalysisElements of Business Process Analysis

Functional Analysis ApproachFunctional Analysis Approach

Context DiagrammingContext Diagramming

Task flow DiagrammingTask flow Diagramming

Information System Support Information System Support

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FRAMEWORK FOR MONTANA PHDS FRAMEWORK FOR MONTANA PHDS ASSESSMENT PROJECTASSESSMENT PROJECT

State Stakeholders PresentationState Stakeholders PresentationOctober 13, 2006October 13, 2006

Presented by: Pete KitchPresented by: Pete KitchKIPHS, Inc.KIPHS, Inc.

Methodology Summary

•Define modularization and sequencing

•Prioritize modules•Prepare

implementation plan

• Implement new processes

Charter

Business Process Analysis

Require-ments

Definition

Logical Design

Physical Design

(re)plan

(re)defineWhat does our work

look like now?

(re)designHow should the system support

the work?

(re)build

(re)planWhat do we hope to

accomplish? What is our project?

•Set expectations•Set initial goals•Select candidate

processes

(re)defineWhat does our work

look like now?

•Define existing process context

•Define existing tasks

•Refine process definitions

•Redefine business processes and tasks

(re)designHow should the system support

the work?

•Establish new benchmarks

•Perform boundary analysis

•Logical design

(re)build

(re)thinkWhat should it look

like?

(re)thinkWhat should it look

like?•Set dramatic targets•Look for controlling

paradigms and constraints

•Develop alternatives to existing processes

•Define require-ments for optimized processes

How will we build it?

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WAYS AN ORGANIZTION CAN WAYS AN ORGANIZTION CAN CHANGECHANGE

Organizational Structure

Business Process

Task

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BUSINESS PROCESS ANALYSIS BUSINESS PROCESS ANALYSIS (BPA) DEFINITIONS (BPA) DEFINITIONS

Business ProcessBusiness Process: A set of related work tasks : A set of related work tasks designed to achieve a specific desired business designed to achieve a specific desired business objective. The process result may be customer or objective. The process result may be customer or market oriented or internal to the organization.market oriented or internal to the organization.

Business Process AnalysisBusiness Process Analysis: Defining the task set : Defining the task set required to support the achievement of the required to support the achievement of the business objective.business objective.

Logical DesignLogical Design: Design of the Information System : Design of the Information System User Interface needed to support the User Interface needed to support the performance of each task in the business performance of each task in the business process task set.process task set.

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Belief that public health only “delivers services”Belief that public health only “delivers services” -hinders more comprehensive evaluation of -hinders more comprehensive evaluation of

underlying business processesunderlying business processes

Public Health Departments are in fact businesses Public Health Departments are in fact businesses -their products and services can be defined -their products and services can be defined

andand are similar across departmentsare similar across departments

Best practices are a derivative of the associated Best practices are a derivative of the associated business processbusiness process

Understanding the business practices helps Understanding the business practices helps optimize the use of information system optimize the use of information system requirements and content across all health requirements and content across all health departmentsdepartments

WHY CONSIDER BUSINESS WHY CONSIDER BUSINESS PROCESSES IN PUBLIC HEALTH?PROCESSES IN PUBLIC HEALTH?

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One must understand the way in which work One must understand the way in which work is done before one can explore ways of is done before one can explore ways of improving or streamlining it.improving or streamlining it.

Public health is always being asked to “do Public health is always being asked to “do more with less”. Becoming more efficient in more with less”. Becoming more efficient in the way in which work is done is one way to the way in which work is done is one way to stretch limited resources.stretch limited resources.

Understanding how work is done now is a Understanding how work is done now is a baseline for evaluating and adopting all or baseline for evaluating and adopting all or parts of a best practice model.parts of a best practice model.

WHY CONSIDER BUSINESS WHY CONSIDER BUSINESS PROCESSES IN PUBLIC HEALTH?PROCESSES IN PUBLIC HEALTH?

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A HISTORIC BPA EXAMPLEA HISTORIC BPA EXAMPLE

Ford Motor Company -- Highland Park 1913Ford Motor Company -- Highland Park 1913Automobile Assembly Paradigm prior to 1913:Automobile Assembly Paradigm prior to 1913:

Result: Time cut from 750 minutes to Result: Time cut from 750 minutes to 90 minutes/car through work 90 minutes/car through work

simplification simplification

What enabled Ford to build Highland Park?What enabled Ford to build Highland Park?

In 1915 Highland Park employed 7,000 In 1915 Highland Park employed 7,000 people. Why didn’t other companies follow people. Why didn’t other companies follow this example? this example?

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ANALYSIS FRAMEWORKSANALYSIS FRAMEWORKS Functional DecompositionFunctional Decomposition: process of : process of

continual sub settingcontinual sub setting

Functional AnalysisFunctional Analysis: : a) logical process of building a framework a) logical process of building a framework

and then fleshing out the details one and then fleshing out the details one logical step at a timelogical step at a time

b) the result of functional analysis is b) the result of functional analysis is parallel parallel to “assembly instructions to “assembly instructions ”for a product ”for a product rather than a rather than a “parts explosion” (e.g., “parts explosion” (e.g., assemblies, subassemblies, parts) assemblies, subassemblies, parts)

Use Case AnalysisUse Case Analysis: Typically a random : Typically a random walk if multiple use cases are involvedwalk if multiple use cases are involved

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FUNCTIONAL ANALYSISFUNCTIONAL ANALYSIS How do you work a 1000 piece jig saw How do you work a 1000 piece jig saw

puzzle?puzzle?Step #1: __________________Step #1: __________________Step #2: __________________Step #2: __________________Step #3: __________________Step #3: __________________Step #N: __________________Step #N: __________________

How do you know when you’re done? How do you know when you’re done?

What does it mean if there are still What does it mean if there are still “holes” in the puzzle?“holes” in the puzzle?

What does it mean if you have “extra” What does it mean if you have “extra” pieces when there are no “holes” left?pieces when there are no “holes” left?

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BASIC MODELBASIC MODEL(INPUT-PROCESS-OUTPUT)(INPUT-PROCESS-OUTPUT)

T-1 T-I4T-6

T-2 T-7 T-N

Initiators

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THE KEY QUESTIONS IN THE KEY QUESTIONS IN DEFINING A BUSINESS DEFINING A BUSINESS

PROCESSPROCESS What are the tasks in the task set that What are the tasks in the task set that

define the business process?define the business process?

How are the tasks related to one How are the tasks related to one another?another?

How is the process initiated? How is the process initiated?

What is the goal/objective associated What is the goal/objective associated with the performance of the business with the performance of the business process?process?

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OUR APPROACHOUR APPROACHThree Step Sequential ProcessThree Step Sequential Process

Step #1: Context Diagramming:Step #1: Context Diagramming:Designed to identify the participants (know as entities) Designed to identify the participants (know as entities) which are the stakeholders in a given business process and which are the stakeholders in a given business process and the interactions between them.the interactions between them.

Step #2: Functional Flow Analysis:Step #2: Functional Flow Analysis:Identify the interactions and/or transactions associated Identify the interactions and/or transactions associated with each entity that trigger a set of tasks to be performed with each entity that trigger a set of tasks to be performed or represents achievement of the business goals/objectives. or represents achievement of the business goals/objectives. The sum of all the task sets creates an integrated The sum of all the task sets creates an integrated description of the work that defines the business process.description of the work that defines the business process.

Step #3: User Interface Logical Design:Step #3: User Interface Logical Design:Each task identified in the analysis is examined to define Each task identified in the analysis is examined to define the corresponding screen or set of screens needed to fully the corresponding screen or set of screens needed to fully support the user in the performance of the task.support the user in the performance of the task.

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CONTEXT ANALYSISCONTEXT ANALYSIS

Context Diagram

Task Flow

IT User Interface

A B

B

A

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EXAMPLE PROJECT CONTEXT EXAMPLE PROJECT CONTEXT DIAGRAMDIAGRAM

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FUNCTIONAL FLOW ANALYSISFUNCTIONAL FLOW ANALYSIS

Context Diagram

Task Flow

IT User Interface

A B

B

A

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TASK FLOW DIAGRAMMINGTASK FLOW DIAGRAMMING

Concept of “turning the Context Diagram inside out”Concept of “turning the Context Diagram inside out”

A transaction or set of transactions pointing to a A transaction or set of transactions pointing to a given participant (entity) either:given participant (entity) either: trigger a set of tasks to be performedtrigger a set of tasks to be performed represent the goal/objective of the business process represent the goal/objective of the business process

Tasks must be identified and defined at the discrete Tasks must be identified and defined at the discrete level. In another sense, a task can be defined as level. In another sense, a task can be defined as “what goes on between the in-basket and the out-“what goes on between the in-basket and the out-basket”basket”

The task flow tool set is the same as standard The task flow tool set is the same as standard flowcharting (primarily boxes, decision diamonds, flowcharting (primarily boxes, decision diamonds, and arrows) and arrows)

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FUNCTIONAL FLOW ILLUSTRATIONFUNCTIONAL FLOW ILLUSTRATION

T1

T3

T2 T4

T5

T6 Resultant TransactionTrigger Transaction

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PERSON DEMOGRAPHIC PERSON DEMOGRAPHIC PROCESSPROCESS

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CASE INVESTIGATIONCASE INVESTIGATION

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USER INTERFACE ANALYSISUSER INTERFACE ANALYSIS

Context Diagram

Task Flow

IT User Interface

A B

B

A

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LOGICAL DESIGN CONTENTLOGICAL DESIGN CONTENT In general we break the logical design out into a In general we break the logical design out into a

number of sections based on the segmentation of the number of sections based on the segmentation of the functional flow analysis. Each section utilizes the functional flow analysis. Each section utilizes the same format:same format:

a) Introduction to the section contentsa) Introduction to the section contents

b) Associated Functional Flow Diagramb) Associated Functional Flow Diagram

c) Associated Screen Navigation Diagramc) Associated Screen Navigation Diagram

d) Screen mock ups, text description of the content d) Screen mock ups, text description of the content and purpose of each screen and navigation buttons and purpose of each screen and navigation buttons to access other screensto access other screens

e) Logical Data Structures associated with screens in e) Logical Data Structures associated with screens in sectionsection

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DISEASE INVESTIGATION DISEASE INVESTIGATION FUNCTIONAL FLOWFUNCTIONAL FLOW

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SYSTEM NAVIGATION SYSTEM NAVIGATION DIAGRAM EXAMPLEDIAGRAM EXAMPLE

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LOGICAL DATA SET LOGICAL DATA SET EXPLANATIONEXPLANATION

1

2

3

4

S =

a

bc

d

e

(m)

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Lab Report Logical Data SetLab Report Logical Data Set

Laboratory Reports

Note IDText Line(1,M)

General Lab Notes (0,N)

Test Report (1,M)

Note IDNote DateNote Author

Text Line (1,L)

Person IDCase IDLab Report IDLab Report DateLab NameDirector Name & Phone #

Line NumberText

Line NumberText

Legend Italics – Data Set Name Bold – Code Table (1,x) – One to Many (0,x) – Null to Many { - Delineates a data set

Test IDTest DescriptionAccession NumberSpecimen ID/TypeSpecimen Collection DateResult DateResultsReference Range

Lab Test Results Notes (0,N)

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SAMPLE SCREEN: CASE BASE RECORDSAMPLE SCREEN: CASE BASE RECORD

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SAMPLE SCREEN: CASE-CONTACT SAMPLE SCREEN: CASE-CONTACT DETAILDETAIL

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SAMPLE SCREEN: LOCATION TRACKINGSAMPLE SCREEN: LOCATION TRACKING

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SAMPLE SCREEN: INVESTIGATION ACTIONSSAMPLE SCREEN: INVESTIGATION ACTIONS

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QUESTIONS OR COMMENTS?QUESTIONS OR COMMENTS?

Pete KitchPete Kitch

316-682-0900316-682-0900

[email protected]@kiphs.com