Esitys on osa joulukuussa 2015 pidettyä Talent Base aamiaistilaisuutta: Data. Prosessit. Innovaatiot. Esityksen piti Alec Sharp, Clariteq Systems Consulting. Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations. - Rapid and innovative process design in an Agile environment - Why the Agile community is embracing data and process modeling - Getting clarity on “business process” - Why slowing down and getting out of the details is critical for rapid process design - Two assessment frameworks to dispel resistance to change - A feature-based approach to process design

1. Business Processes:
Principles for Speed, Innovation, and Agility
December 02 – Helsinki, FI
Alec Sharp
Consultant
Clariteq Systems Consulting Ltd.
West Vancouver, BC, Canada
asharp@clariteq.com @alecsharp www.clariteq.com
Clariteq

2. 2
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
The boring part…
Alec Sharp, Clariteq Systems Consulting – asharp@clariteq.com
§ 35 years worldwide consulting and education:
• Business Process Change
• Business Analysis, especially
Requirements Specification
• Data Modelling & Management
• Strategy & Planning
§ Consulting, teaching, speaking globally
§ 2010 DAMA global Professional Achievement Award
for contributions to the data management field
§ Principal author – “Workflow Modeling”
- best-selling book on process modelling & improvement
- first edition – 2001, second edition – 2009 (sole author)
- a complete rewrite of the first edition
- five star rating on Amazon.com
Process
Applications
Data

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Agility and innovation (“get it to market”)
require discipline.
1. Getting clarity on “business process”
2. Why the Agile community is embracing
process (and data!) modelling
3. Slowing down and getting out of the details –
critical for rapid process design
4. Two assessment frameworks to dispel resistance
to change/innovation
5. A feature-based approach to process design
Key points

4. 4
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Clarity – what is a business process?
We need some help
with our Product
Lifecycle
Management
process.
I sit at my desk all day
writing business
processes.
The Comfort Zone
Seek balance between the
extremes
Lesson #1 –
Everyone has a different interpretation of business process.
Not a single process –
a family of multiple
business processes
Not an entire process –
a procedure (instructions for
a single task)
The key issues – granularity and orientation

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Example: University struggles with “Strategic Enrollment”
Background:
• Long term objective: raise graduation rates at large US university by attracting
students with the highest potential.
• Current processes highly dysfunctional – best candidates typically are
admitted at another university before this one has even made an offer.
• New VP of Student Affairs determined to change the situation by looking at it
through the lens of “business process.”
• The Business Process Team set a goal that the candidate student should see
this as a single process.
Session objective:
• Produce a Scoping Model (if possible!) to demonstrate that recruiting,
admitting, and onboarding a student was a single business process.
Time:
• Producing the Scoping Model was completed in a single
90-minute session with 8 or 10 participants.
“90 minutes is the new day!”

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
The current view…
“Some of our core processes are…”
the
Recruiting
process
the
Admissions
process
the
Financial
Aid
process
the
Assessment
process
the
Registration
process
the
Orientation
process
the
Student
Employment
process
the
Housing
process

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
What we produced – augmented “Scoping Model”
Triggers Results
More detailed
activities
Focus is on “what, not who or how”
Very iterative
The process major Activities
(or milestones
or subprocesses…)

8. 8
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
The Scoping Model – pure “what”
Triggering
Events:
• Dept. targets prospect
• Suspect is identified or purchased
• Prospect self-identifies
• ACT scores come in
• Prospect applies
• …
Admit and Onboard a Student
Recruit
Prospect
Complete
Application
Admit
Student
Complete
Pre-
Enrollment
Requirements
Register
Student
in
Classes
Award
Financial
Aid
Assess
Applicant
Grant
Housing
Final
Results
“Up and running,”
ready to attend
classes
• Student is:
• admitted
• oriented
• registered
• Tuition is collected
• Student
accommodation arranged
• Financial aid is granted
• Employment is
arranged (opt.)
• …
Cases:
• In-state undergrad
• Out-of-state undergrad
• …
Agreement!
It’s a single process because a single “token”
(the student) moves through all the activities
(or subprocesses or milestones, phases, …)

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
The Augmented (with activities) Scoping Model)
• Make
admit /
deny /
assess
decision
• Notify
Student
• Complete
Integrated
Assessment
• etc.
• Confirm
Other
Requirements
(visa, shots,
insurance,
writing, …)
• Register
Orientation
• Complete
Orientation
• etc.
Admit and Onboard a Student
Recruit
Prospect
Complete
Application
Admit
Student
Complete
Pre-
Enrollment
Requirements
Register
Student
in
Classes
Award
Financial
Aid
Assess
Applicant
Grant
Housing
• Identify
Suspects
• Qualify
Prospects
• Engage
Prospect
• etc.
• Collect
App Fee
• Initiate
Application
• Submit
Application
• etc.
• Confirm
Application
• Evaluate
Application
• Verify
Req’ts
• etc.
• Receive
FAFSA
• Assess
Need
• Determine
Aid
• etc.
• Provide
Housing
Req’ts
• Assess
Application
• Provide
Alternatives
• etc.
• Identify
Courses
• Create
Class
Schedule
• Register
Classes
• etc.
Identifying which functional area was
responsible for each activity revealed the
process was massively cross-functional …
There were typically 5 – 7 activities identified within each subprocess.

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Recrui'ng
One picture is worth a thousand words
Admissions
Financial Aid
Orienta'on
Housing
Athle'cs
Medicine (Ac.)
Equity and Diversity
Student Affairs
Research
Marke'ng and Comms
Income Accoun'ng
Accounts Payables
Departments
University College
Informa'on Systems
Ancillary Services
Registrar
Academic Affairs
Admit and Onboard a Student
Recruit
Prospect
Complete
Application
Admit
Student
Complete
Pre-
Enrollment
Requirements
Register
Student
in
Classes
Award
Financial
Aid
Assess
Applicant
Grant
Housing
Without explicitly addressing the end-to-end process:
• almost zero chance the student experience is positive
• very frustrating for the people doing the work
• the university isn’t going to meet its goals

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Let's agree – functions are not bad!
Sales Production Accounts
Receivable
Logistics
triggering
event
final
resultsProcess: Fulfill order
• A centre of expertise –
an efficient way to provide resources
across multiple processes
• Specialised skills, knowledge, tools
• Work is ongoing
• Organisational design is usually based
on functional areas
• We prefer not to use the somewhat
negative term functional silos
FunctionProcess
• End-to-end business processes
deliver essential results by aligning
the work of multiple functions
• Results are discrete – countable
• Must be explicitly identified and
managed as a whole
Ultimately, we need to align the efforts of the Functions
to achieve the results of the Business Process

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Business Process:
• a sequence (or set) of activities (steps and decisions,)
• initiated in response to a triggering event,
• that achieves a defined result for each process stakeholder
The essential framework
• Three types of triggers:
• Action or decision
• Time (temporal event)
• Condition
• The earliest trigger
A business process –
a sequence (or set) of activities
(steps and decisions)
• Generally three types:
• a service
• a good
• information
• The final result
• Important processes are virtually
always cross-functional
• May be a defined sequence, or a more
ad hoc set of activities
• First, identify “what” it includes –
trigger, activities, results, cases
• Later, we map the process flow, adding
“who and how”
“What” before diving into the “who and how”
is hugely important for innovation
Triggering Event Final Results
End… …to end.

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Discover business processes
To establish basic process scope,
first identify a “family” of related
business processes:
• a “Process Domain”
• a “Process Area”
• a “Process Family”
They are shown on a
“Process Landscape Diagram”
Permissions and Agreements Management
Issue
Operating
Permit
Renew
Operating
Permit
Issue
Installation
Permit
Grant VarianceIssue Product
Approval
Register Design
Register
Procedure Grant
Client Safety
Management Program
Renew
Client Safety
Management Program

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Clarify “what” the process is
Cases:
New
Grandfathered
Ownership Change
Grant Client safety Management Program
Trigger:
Customer
indicates
CSMP interest
Customer result:
Time-bounded
approval for a self-
managed safety
programme.
Agency result:
Revenue is collected.
New participant in
CSMP.
A true, end-to-end, cross-functional business process –
from triggering event through to final results.
Accept
CSM
Application
Audit
CSM
Program
Verify
CSM
Equipment
Determine &
Collect
Equipment
Fees
Issue
CSM
Authorization
Determine &
Collect
Consultation
Fees
Main activities:
To clarify process scope, get on TRAC (“what”) –
Trigger, Result, Activities (subprocesses,) Cases

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Then factor in “who” is involved (and then “how”)
Cases:
New
Grandfathered
Ownership Change
Applicant
Company
FinanceCustomer
Service
Safety
Operations
Records
Management
Grant Client safety Management Program
Trigger:
Customer
indicates
CSMP interest
Customer result:
Time-bounded
approval for a self-
managed safety
programme.
Agency result:
Revenue is collected.
New participant in
CSMP.
Map to functions/organizations
Accept
CSM
Application
Audit
CSM
Program
Verify
CSM
Equipment
Determine &
Collect
Equipment
Fees
Issue
CSM
Authorization
Determine &
Collect
Consultation
Fees
Main activities:
Only now will we do initial assessment of the as-is
and goal-setting for the to-be. “What before why!”

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Now, map the as-is business process. DON’T START HERE
A business-friendly
“swimlane diagram”

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Very few occupa-ons will be automated in their en-rety
in the future. Rather, certain ac'vi'es are more likely to
be automated, requiring
en're business processes to be transformed, and jobs
performed by people to be redefined, much like the bank
teller’s job was redefined with the advent of ATMs.
from
Four fundamentals of workplace automa3on
McKinsey Quarterly, November 2015
Michael Chui, James Manyika, and Mehdi Miremadi
Innovation and automation

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Agile on the Technology Adoption Lifecycle
Agile

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Changing expectations
“Do it yourself” “Complete solutions”

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Three critical frameworks / techniques
Techniques to address common problems:
1. Problem: not considering the perspective of all stakeholders,
therefore failing to enlist their support
Solution: conduct initial assessment by stakeholder-based
2. Problem: focusing excessively on workflow and IT.
Solution: conduct final assessment addressing all enablers and
identify potential improvements (new characteristics)
3. Problem: improvements with unforeseen consequences.
Solution: assess significant improvement suggestions by
specifically considering each of the six enablers
Result: a set of to-be process characteristics that:
• achieve goals, align with the differentiator, are consistent
• are feasible with respect to culture, skills, style…

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
1) Develop a “Case for Change” (initial assessment)
You must communicate in a clear and compelling way why the process has to
change by completing the initial assessment for the as-is process.
Initial assessment – typical questionsInitial assessment – 3 components
Stakeholder assessment – makes it real
• Customer
• Performers
(for this group, answers what's in it for me? )
• Owner/manager
• Others, as needed
(the enterprise itself)
Context – makes it blame-free
• What changes in the environment
since the process was first designed
have caused these issues to surface?
Consequences of inaction – makes it compelling
• What will happen if the process is left as-is,
and the status quo is maintained?
Customer:
• Are there too many interactions?
• Are rules, requirements, protocol reasonable?
• Can your work be located within the process?
• Are you the process integrator – the human glue that
connects the process steps?
Performer:
• What are your major sources of frustration?
• Do you have the necessary tools and support?
• Are there steps that serve no purpose?
• Are problems caused upstream;
does the workload vary wildly?
• What would you change if you could?
• Is there a documented process?
Owner/manager:
• Does the process consume excessive resources?
• Is it a net contributor or a source of problems?
• Does the process constrain innovation, growth, or
market opportunities?
• Does the process provide info for managing it?
• Is it a source of customer/media criticism?

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Assessing changes in the environment
Areas to consider when assessing context:
• Changing customer expectations
• Change in business model
(e.g., customised or standarised offerings)
• Change in business ownership (public, private)
• Emergent or disruptive technology
• Changes in business volume (up or down)
• Changes in business operating locations
• Economic conditions
• Regulatory change
• Competition, especially new or emerging
• Workforce changes (e.g., supply or retirement)

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
“Case for Change” example
Situation:
• Selection of new financials application, redesign of core financial reporting processes
• No progress being made – project has descended into “the blame game”
Client was very happy!
Stakeholder assessment
• Customer – Financial markets / fund managers cannot get info
needed for investment decisions
• Performers – Finance staff spend all their time on mechanical
aspects of assembling “the numbers” with no time for value-
adding analysis
• Owner/manager – CFO is under constant pressure and
criticism from other executives
Context
• Firm recently divested from a huge conglomerate
• Reporting formerly to Head Office, but now to financial markets
which the processes were never designed to do
Consequences of inaction
• Planned acquisition of competitor will not go ahead due to lack
of support for new bond issue;
• Firm likely to be acquired by the competitor. Uh oh…

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
2) A holistic view for process analysis and design
Business Process
Business
Process
Design
(Workflow)
Information
Systems
Motivation &
Measurement
Human
Resources
Policies and
Rules
Facilities
(or other,
e.g. Funding)
• Roles
• Steps &
decisions
• Flow - sequence
and handoffs
• Applications
• Data
• Information
• Integration
• Devices and
platforms
• Assessment and
incentives
• Implicit and
explicit
• Process KPIs vs.
Function KPIs
• Constraints
• Business rules
the process
enforces
• External
& internal
• Workplace
layout
• Equipment
• Fixtures and
furnishings
• Skills
• Matching roles
to activities
• Recruitment,
selection, &
placement
• Organisation
design
Enabler – A factor that can
be adjusted to impact
process performance.
enables enables enables enables enables enables
The usual suspects!
Business mission, strategy,
goals, & objec3ves
supports
Culture, core competencies,
& management style
aligns with
Unfortunately, these are often ignored!

25. 25
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Example – misaligned Motivation and Measurement
lower
shipping
costs
late-quarter
sales
no unprocessed
receivables at the
weekend
maximise
machine
utilisation
Sales Manufacturing Accounts
Receivable
Logistics
Process: Fulfill Order Process goal:
Responsiveness by providing the
shortest order-to-cash cycle time
Poor process performance because
everyone was working hard and meeting their targets!

26. 26
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Assessing using a holistic framework generates ideas
• Mismatch of
work needs and
facility?
• No support for
team work?
• Layout that
impedes flow of
people or
material?
• Unavailable
information?
• Re-keying of
data?
• Missing
functionality?
• Awkward
interfaces?
• Lack of support
for workflow?
• Too many
actors?
• Non-value -
added steps?
• Duplicate
steps?
• Delays and
bottlenecks?
• Excessively
sequential?
• Inappropriate
performer or
process
measures?
• Internal rather
than customer
focus?
• Measures of
tasks vs.
outcomes?
• Mismatches
between task
value and
performer?
• Inappropriate
recruiting and
placement?
• Too little
empowerment?
• Out-of-date
policies or limits?
• Excessive
review steps?
• Restrictive
contracts?
• Overly complex
coding?
Business Process
enables enables enables enables enables enables
Workflow
Design
Information
Systems
Motivation &
Measurement
Human
Resources
Policies and
Rules
Facilities
(or other)
Mission, strategy, goals, & objec3ves
supports
Culture, core competence, mgmt. style
aligns with

27. 27
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
3 – Assess ideas by enabler (simple form)
Assess suggested process improvements
§ place in a new row on the enabler table
§ optionally, identify the issues addressed and expected benefits
§ one enabler (column) at a time, identify factors (“characteristics”) that
will have to be in place for the suggestion to work
§ assess - does the whole row make sense?
§ when you’re done, the new process is “characterized”
Suggestion Workflow
Design
Info.
Tech.
Motivation &
Measurement
Human
Resources
Policies &
Rules
Facilities
(or other)
Feasibility
& Notes
Direct Display
Ad order entry
by Customers
Need to get the Ad
Order from the
server to the
Production
Supervisor for
assignment, and
then to Designer
Customer review?
Obviously, all
the Web stuff
Integrated Ad
Order DB
Workflow
functionality?
What format
for Customer
sketches?
Commission? What
impact on
commissions for
current sales force?
Displacement
of current
Sales Reps?
What are
expectations
for freed-up
Sales Rep
time?
Customer
training?
Will all
Customers have
access to this?
Electronic
orders may
free up space
currently used
for bins,
boards, etc..
Highly feasible.
What will
Customer and
Sales Rep
reaction be?

28. 28
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Example – identify requirements per process change (1/2)
Characteristic or improvement name
Forensic strategy (“applying science at the front end”)
Description
A Senior Scientist, typically the Case Manager, will meet with the Submitting Officer and develop a case strategy specifying which avenues of
investigation, which items, and which tests are most likely to yield the needed results in the least time, with the least effort. The goal is to do this
for as high a percentage of cases as possible.
This is the first decision point in another characteristic, multiple decision points.
Visually, this is the first stage in a funnel, in which the work being performed on a case is continually reduced as new facts arise.
Issues addressed
There is a tendency for the Customer (the police) to submit all possible items, and request all possible tests, or at least submit more items for
more tests than are necessary or justified. This is known as “forensicating” a case, and is ironically a primary cause of the delay and expense
that the customer is unhappy with.
Currently, Forensics accepts all items and performs all requested tests through to completion. In some cases, the suspect has become the
accused and then the defendant, and has been convicted and incarcerated, yet testing continues.
Anticipated outcomes / benefits
For the Customer – deliver a positive result in less time, at less cost.
For Forensics – free up resources by reducing submissions, and performing fewer tests on fewer items, thereby providing better throughput for
all cases.
In the future, Forensics will only perform those tests that will help, which will stand up in court because we can say “we chose these tests for
these reasons.”
On an ongoing basis the customer will become more aware of the avenues that are most effective.

29. 29
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Enablers
Process Design Performers (“actors”), tasks, sequence, dependency
• Senior scientist “meets with” appropriate scientist, not necessarily in person
• Assessment and agreement and recording of requirement which is not contracted yet.
• The requirement must be made available to the Process Manager, who will assess it with respect to
current capacity.
• The Case Manager and Process Manager will then negotiate and refine the requirement. They will then
agree on “what and when” and commit capacity, which might involve another provider.
Information Technology Systems, automated support, data and Information, comm.
• Capture requirement
• Real-time view into work-in-progress and committed capacity (Forensics’ and subcontractors)
Motivation and
Measurement
Measurement, assessment, consequences
• The Process Manager will be measured on accurately estimating capacity and throughput.
• The Process Manager makes a commitment for Forensics, and will be measured on having done the
least to get the necessary result. (“lean consumption”)
Human Resources Recruitment, placement, education, roles, matching task to role
• New front-end role for scientists and Process Manager role
• Provide service 24x7 will impact some staff.
• Recruitment, recognition, and reward are fundamental to making this work
Policies and Rules Internal: policies & guidelines. External: laws and regulations
• The overall submissions policy must be revised to reflect forensic strategy vs. “take it all.”
• Investigate legal consequences of forensic strategy.
• Mechanism to protect the individual scientist from pressure. (“Forensics, not the individual scientist” –
this is a corporate decision, not a personal decision)
• Scientists can't make commitment without the Process Manager.
• A 10 minute phone call and a 4 hour conference both constitute delivery of a service. A request to confer
with a Case Manager constitutes contract initiation.
Facilities and Equipment Physical accommodations, layout, equipment, furnishings
• Some place to meet – in person, teleconference, …
Example – identify requirements per process change (2/2)

30. 30
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
A quick (partial) example
Client – a large European central bank
Issue – struggled with process redesign for years,
buried in detail
Approach – apply the methods described here, especially:
§ clarify “what” before “who, how, and why”
§ understand perspective of all stakeholders
§ understand role of all enablers
§ develop new process design reflecting:
• all stakeholders
• all enablers
§ Outcome – radically redesigned business process after two
days of effort
plus
experience with methods

31. 31
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
“Who, how, when” - detail without context
The problem – they started here!

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
“What” the process was to achieve

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Putting detail into context

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Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
And on to solution implementation
When advisor enters five
characters of Last Name
Then System lists matching Students
Output Message:
Result Code
Enroll Student
Verify Student Status
Check Student pre-reqs
Check Section availability
Create Enrollment
Input Message:
Student Number
Course ID
Section ID
enrolls in
offers
teaches
Student
Number
Name
GPA Section
Dates
Times
Locations
Instructor
ID
Name
Rating Code
Course
Department
Number
Registrar’s
Office
Department
Advisor
Print Student
Summary
Report
Attach Reg
Form and
forward
Check Reg
Form for
data
changes
Enroll
Student
Presentation
Services
(user interface)
Business
Services
(rules & logic)
Application
Data Mgmt.
Services
(databases)
Data
When advisor selects list item
Then System displays expanded Student
view
When advisor etc.
ü Project Charter – documents the
rationale, objectives, scope, and
success measures for the project
ü Workflow Model - shows the
sequence of steps carried out by
the actors involved in the process
ü Use Case - describes how an actor
completes a process step by
interacting with a system to obtain
a service
ü Service Specification - describes
a business service that is invoked
in response to a specific event
ü Data Model - depicts the things,
and the facts about them, that the
organisation must maintain records
of
Sample Technique
The university is embarking on an initiative called
“Strategic Enrollment,” which aims to raise student
graduation rates by focusing on the recruitment and
admission of students…
Process
Business
Processes
Framework Layer
Goals
Business
Objectives

37. 37
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
BTW, progressive detail for all analysis techniques
Clariteq business analysis framework
Business
Process
Presentation
Services
Business
Services
Scope DetailConcept
Process Landscape
showing target and
related processes,
Process Scope Model,
initial assessment and
goals.
List of the main Use
Cases in the form: Actor
+ Service + (optionally)
Technology / Platform
(named only.)
List of main
Business Services
(named only.)
Contextual Data Model
(optional) and a glossary
defining the main entities
and other important
terms.
As-is (and later, to-be)
Workflow Models for the
process’ main variations
(cases) to the Handoff
level.
Initial Use Case
description (goal,
stakeholder interests, use
case abstract) for each
Use Case. May include
initial dialogs.
Initial Service
description - result,
main actions, cross-
referenced to
Conceptual Data Model
Concept Model
(conceptual data model)
with main entities,
relationships, attributes,
and rules.
As-is Workflow Models to
the appropriate detail, and
to the Service level for to-
be. Optionally, document
procedures for manual to-
be steps.
Use Case dialogs in
“when-then” format,
annotated, and including
alternate sequences.
Optionally, Use Case
Scenarios.
Each service fully
documented, including
input/output messages,
validation, business rules,
and data updates to the
attribute level.
Fully normalised Logical
Data Model with all
attributes fully defined
and documented.
Process
Modelling
Use Cases
Service
Specification
Data
Modelling
GoalsApplication
Business
Objectives
Data
Management
Services
Business
Objectives
ProcessData
SpecifyUnderstandPlan
Project Charter: primarily “Scope” level - may evolve

38. 38
Business
Processes –
Speed, Agility,
Innovation
Business Processes – Speed, Innovation, Agility – Alec Sharp – © Clariteq 2015
Thank you!
Alec Sharp, West Vancouver, BC, Canada
§ asharp@clariteq.com @alecsharp www.clariteq.com
§ +1 604 418-3352
§ Data Modelling blog: www.erwin.com/expert_blogs/authors/22/
§ “A Practitioner's Perspective” BPTrends columns:
http://www.bptrends.com/author/alecsharp/
§ Check out the nice reviews of Workflow Modeling
on Amazon.com - http://amzn.to/dHun1o
And most of all, if you have questions or comments…
don't be shy – send me a note!