Process modelling and definition Simon A. Perry Brass Bullet Ltd.
If you're looking for trouble, you came to the right place Elvis Presley
Overview 1. The magic of processes 2. Modelling 3. The seven views 4. Conclusions (5. Case study)
Process and procedure are the last hiding place for people who don t have the wit or wisdom to do their jobs properly David Brent
1. The magic of processes Processes are an integral part of life every time we do anything the way we do it Process describes the approach Effective processes replication rather than copying perception Requires views
Example process Different view points observer/executor Traceability steps involved evolution of information Roles Why? initial requirements
Background Who follows processes? people organisations Process modelling, aka business process modelling, business process management, business process re-engineering, operations management, process mapping, process re-alignment Modelling techniques may be applied to all of the above
Problems with processes Too long Too short Written by committee Too many Unrealistic Language Awareness Fear of failure Perception
( Camelot,Camelot ) It s only a model Patsy
2. Modelling Modelling helps to combat the three evils of life Complexity Lack of understanding Communication problems Impossible to eliminate, but essential to minimise
Modelling techniques Many techniques exist flow charts RACI matrix tables (and variations) BPML I-DEF Technique we will be looking at is the UML
The UML The Unified Modelling Language visual modelling language origins in software engineering open standard modelling now an ISO standard Created in 1997 evolution and consolidation of 120+ techniques and notations
Rationale for UML Widespread use Accepted internationally ISO 19805 UK government mandate, under egif Intuitive Extensive use in other aspects of organisation
Process modelling Processes are complex Different types of process very high level (ISO, IEC, BSI) high level (industry standards, PAS) medium level (in-house processes) low level (procedures) very low level (guidelines, work instructions)
The process meta-model In order to fully specify any process, a number of concepts must be realised The process meta-model defines this the concepts involved how they may be realised Generic meta-model presented here may be tailored for specific/organisational use
Concept view is formatted according to Process knowledge organises presents stakeholder's view of Process model Process document Document template describes purpose of Process Process description satisfies Requirements set Section describes Process validation owns Stakeholder Supplier Customer Domain expert Author User
Concept view - with groups Source Understanding Presentation is formatted according to Process knowledge organises presents stakeholder's view of Process model Process document Document template describes purpose of Process Process description satisfies Requirements set Section describes Process validation owns Stakeholder Supplier Customer Domain expert Author User
Realisation view validates * satisfies Requirements set Process description Process validation «use case» Requirement «use case diagram» Requirements view satisfies * «actor» Stakeholder «class diagram» Process content view «class» Process defines structure of «class diagram» Process structure view defines behaviour of «activity diagram» Process behaviour view «class diagram» Stakeholder view «class» Stakeholder «class diagram» Information view «class» Artefact «attribute» Artefact «operation» Activity «object» Artefact «swim lane» Stakeholder «sequence diagram» Process instance view produces/consumes validates «activity invocation» Activity «life line» Process
Da dah, da da da dah, da da da da dada-da-da, da da da-da-da-da- DAH-DAH The Magnificent Seven
3. The seven views The process meta-model comprises seven inter-related views Any language/notation may be used that is able to realise the seven views each may be realised using a small subset of UML diagrams Provides basis for analysis and discussion Consistency may be defined : UML + consistency = model UML - consistency = pictures Consistency = confidence
Presenting the seven views The views are presented here with examples from a process model Aim of example is to identify complexity promote understanding of meta-model promote understanding of modelling promote discussion within group promote discussion with customer
The requirements view Specifies overall aims of process possible to have more than one view specified by stakeholder or groups Essential for validation changes in related process models changes in business Requirements need to be checked periodically
Example requirements view Invoicing context Raise invoice «includes» «includes» Check Initiator Administrator Ensure payment «includes» «constrains» «constrains»«includes» Deliver invoice Director Ensure timliness Maintain accountancy records Monitor invoice
Process structure view Specifies structure of concepts terminology used Forms basis for process mapping May relate to other issues life cycle management Identifies high-level conceptual problems
Example process structure view Process model 4 Process group Process Artefact produces/consumes Activity Role is responsible for
Process content view Identifies actual processes in each group shows activities shows artefacts May show general associations May show dependencies
A single process Meeting logistics Minutes Outcome info Invitation Agenda Outcome define outcomes() identify attendees() invite() set environment() greet() execute meeting() close meeting() record minutes() reset environment()
The Enterprise process Enterprise Process Meeting logistics Tender application Personnel Customer invoice Minutes Outcome info Invitation Agenda Outcome define outcomes() identify attendees() invite() set environment() greet() execute meeting() close meeting() record minutes() reset environment() Tender information save source() perform high-level review() assess feasibility() update statistics() create directory() create entry() apply for ITT() receive ITT() write tender() review() distribute documents() collate documents() Invoice Date Invoice number Amount VAT rate VAT amount Total To Address PO number Raised by Approved by calculate figures() print () authorise() deliver() check() secondary check() confirm payment() close invoice()
Stakeholder view Identifies stakeholder roles within organisation project system Presents stakeholders in a classification hierarchy additional relationships may be added
Example stakeholder view Stakeholder Customer Supplier User Sponsor Technical Administration Operator External Management Standard Legal
The process behaviour view Shows how an individual process behaves order of activities information flow responsibilities Applies to any process with activity Often defined at procedure level
Process behaviour view - Meeting logistics Administrator Chair Secretary Attendee :Outcome info define outcomes :Invitation[] :Agenda identify attendees invite respond set environment confirm greet cancel execute meeting :Outcome record minutes :Minutes reset environment close meeting
The information view Identifies all artefacts relationships between them May be at high or low level detailed structure and content of individual artefacts traceability trails
Information view - high level Course set-up specification provides detail for Invoice feeds into Accounts record Work order defines detail for
Process instance view Shows instances of processes and stakeholders Forms basis for validation Relates process execution back to requirements
Example process instance view :Initiator :Project initiation :Course set-up :Customer invoice :Course delivery
Practical uses Process capture (tacit, documented, etc) Process analysis (optimisation, improvement, verification, validation, etc) Process definition (documentation, automation, etc) Process mapping (compliance, assessments, audits, etc) Most other process-related buzz words
Mapping between standards Structural high-level mapping can be performed with models Detailed modelling captured with tables Metrics may be applied Mapping between multiple standards possible Creation of interface process is very powerful
And now, the end is near Frank Sinatra
4. Conclusions Processes are prevalent Processes exhibit the three evils Processes may be modelled Confidence in process is essential
More information A pragmatic guide to business process modelling, Jon Holt, BCS Publishing UML for systems engineering watching the wheels, Jon Holt, IET publishing www.brass-bullet.co.uk simon.perry@brass-bullet.co.uk
5. Case study Case study is based on several sources Standards Real process model All diagrams are real Used as an example and basis for exercises Comparisons/mappings made
Example process model Case study is based on real-life organisations Names have been removed All diagrams are real Model used as a basis for discussion
PSV - Process structure view
PSV extended to show groups Process model 4 Process group Technical Project Enterprise Agreement Process Artefact produces/consumes Activity Role is responsible for
PSV extended to show life cycle phases Process model Life cycle 4 6 Process group Iteration Phase is executed during Process Conception Construction Operations Artefact produces/consumes Activity Role is responsible for Development Transition Retirement
PSV cause for concern? Process model 4 Process group Process Sub process Leaf process Artefact produces/consumes Activity Role is responsible for
PSV definite cause for concern
PSV - Further breakdown of process groups Process group Enterprise Agreement Project Technical Management Support
PCV focus on Enterprise Enterprise Process Meeting logistics Tender application Personnel Customer invoice Minutes Outcome info Invitation Agenda Outcome define outcomes() identify attendees() invite() set environment() greet() execute meeting() close meeting() record minutes() reset environment() Tender information save source() perform high-level review() assess feasibility() update statistics() create directory() create entry() apply for ITT() receive ITT() write tender() review() distribute documents() collate documents() Invoice Date Invoice number Amount VAT rate VAT amount Total To Address PO number Raised by Approved by calculate figures() print () authorize() deliver() check() secondary check() confirm payment() close invoice()
PCV focus on Personnel
PCV focus on Technical Training
PCV focus on Technical Product development
SV - Generic stakeholder view
SV Focus on Customer
SV Focus on Supplier Stakeholder Customer External Supplier Administrator Initiator Technical Organizer Director Development Training Management Project manager Requirements engineer Designer Implementer Demonstrator Tutor Analyst Tester Installer
SV responsibility chains
SV competencies
RV Invoicing process
IV Information view
IV multiple copies
IV - traceability
PIV process instance view
PIV invoicing for training
PIV inclusion of stakeholders
PBV process behaviour view Administrator Director Raise invoice :Amount :VAT rate calculate figures [not OK] print :Total :VAT amount :Invoice authorize :Invoice deliver [OK] :Date check [not paid] :Date secondary check confirm payment close invoice [paid]
Modelling standards Process must be able to be demonstrated to comply with: Standards Best practice In-house sources Example using several standards Technical mapping ISO 15288 & ISO 15504 Management mapping PRINCE II
IV partial process quagmire
PSV high-level structural mapping
PSV mapping between groups
PCV process mapping Customer/ supplier 8 Process Acquisition Identified supplier Justification Agreement System Payment establish plan() prepare request for service() select supplier() evaluate proposal() negitiate agreement() monitor agreement() confirm compliance() Agreement 2 Process Supply Identified acquirer Response to acquirer Agreement System Responsibility Payment evaluate request() prepare response() negotiate agreement() execute() monitor execution() Supply Response Contract System Delivery statement negotiate contract() develop system() deliver & install() prepare response() identify delivery req's() Acquisition preparation Customer need Customer req's Acquisition strategy Acceptance criteria identify need() define requirements() prepare strategy() define acceptance() Acquisition Operational use Operation Supplier monitoring Activity list Progress Performance provide supplier feedback() review development() Customer support Requirements elicitation Supplier selection Acquisition req's Supplier Contract define acquisition req's() select supplier() prepare & negotiate contract() Customer acceptance Acceptance criteria Evaluation strategy Evaluation result evaluate delivered product() accept delivered product() (ISO 15288) (ISO 15504)
PSV life cycle mapping
PSV focus on component